Post by Lori Hebert on Apr 28, 2021 13:23:17 GMT
D.
What struck you most about the readings and video?
The four habits (Sharing Vision, Spark engagement, Skillful Execution, Sustain Progress) are habits that we have fully implemented within the building, expanding, and sustaining the Strength to Succeed program.
Were there things with which you disagreed?
No, I agree that most individuals do not push themselves out of their comfort zone, it can be scary. I have always welcomed challenges and have been able to remove my ego in situations where I need to learn or need to adjust.
What do you want to get out of your STRETCH ASSIGNMENT?
I have been managing contracts and supervising large teams for almost 15 years. Working in the recovery support service field is still new to me. I am hiring and managing staff with lived experience, many of which do not have a professional background. In this model, employee development and succession planning has been a struggle for me to not only make the time but to really understand how to implement.
The last two years on this contract my focus has been on build, expand, and sustain the program, not on developing the workforce. As of six months ago I was the sole supervisor to all program staff. Now that we have implemented a Field Supervisor level for direct service staff, I want to stretch myself in developing succession planning and leadership development. I need to push myself in digging in and understanding our current talent levels, where we can improve and develop their skills and how we can leverage this growth in expansion opportunities.
Reflecting on your 360 results, your current leadership skills, and areas where you need to learn and grow, what kind of stretch assignment will serve you best?
There were three main themes from my 360 results:
1. Communication, I can often move to fast in my communication, assuming everyone on the meeting or correspondence understands the content.
2. Delegate, I tend to take on more and not delegate, field staff feel like they are not as included in program operations as they should be.
3. Succession planning, focus has been on operations not workforce development.
I believe that if I stretch myself to take the time in leadership development and succession planning, I will be able to gain trust in the workforce abilities for delegating tasks and have a better understanding on how best to communicate our mission and vision to all staff. This will also allow me to focus on expansion opportunities beyond the current model.
What struck you most about the readings and video?
The four habits (Sharing Vision, Spark engagement, Skillful Execution, Sustain Progress) are habits that we have fully implemented within the building, expanding, and sustaining the Strength to Succeed program.
Were there things with which you disagreed?
No, I agree that most individuals do not push themselves out of their comfort zone, it can be scary. I have always welcomed challenges and have been able to remove my ego in situations where I need to learn or need to adjust.
What do you want to get out of your STRETCH ASSIGNMENT?
I have been managing contracts and supervising large teams for almost 15 years. Working in the recovery support service field is still new to me. I am hiring and managing staff with lived experience, many of which do not have a professional background. In this model, employee development and succession planning has been a struggle for me to not only make the time but to really understand how to implement.
The last two years on this contract my focus has been on build, expand, and sustain the program, not on developing the workforce. As of six months ago I was the sole supervisor to all program staff. Now that we have implemented a Field Supervisor level for direct service staff, I want to stretch myself in developing succession planning and leadership development. I need to push myself in digging in and understanding our current talent levels, where we can improve and develop their skills and how we can leverage this growth in expansion opportunities.
Reflecting on your 360 results, your current leadership skills, and areas where you need to learn and grow, what kind of stretch assignment will serve you best?
There were three main themes from my 360 results:
1. Communication, I can often move to fast in my communication, assuming everyone on the meeting or correspondence understands the content.
2. Delegate, I tend to take on more and not delegate, field staff feel like they are not as included in program operations as they should be.
3. Succession planning, focus has been on operations not workforce development.
I believe that if I stretch myself to take the time in leadership development and succession planning, I will be able to gain trust in the workforce abilities for delegating tasks and have a better understanding on how best to communicate our mission and vision to all staff. This will also allow me to focus on expansion opportunities beyond the current model.
