Post by Lori Hebert on Jun 2, 2021 12:26:19 GMT
C. Post answers the following questions on the board:
1. In considering the overall culture in your area, what are the elements that you believe underscore a positive, can-do culture?
I believe that all 6 components: Vision, Value, Practice, People, Narrative and Place are vital to culture and all have led to the success of the Strength to Succeed contract. Our program staff have collective visions and values that drive our work. Our practice of peer support is baked into the fundamentals of this program. We hire individuals in collaboration with our funder ensuring they match our collective mission and culture. The program has a unique history that is imbedded in our marketing materials. And although we do not have “physical places” we have used a virtual platform to shape and build the programs culture of inclusion and equity for our staff and the families we serve.
2. What strengths do you bring as a leader that will specifically fortify a can-do culture in your area? Please give an example.
I am a leader that values workforce inclusion in standard settings. I believe that every person on our team has value to add to the mission/vision and I honor that by including staff at all levels in the program development, operations and growth. One example of this inclusion are work groups that I created for updating the programs outdated policy and procedure manual. Each group has taken 4-6 weeks to update a selected portion of the program manual. The group meets weekly and I take part in a few of them acting as a support but not as a micro manager, they are the leaders in the updates. After completion I met with each team as a group and then also individually to process how the work went, compiling plusses and deltas. The feedback has been overwhelmingly positive, and each staff has shared the feeling of connection and empowerment in their work. Currently, we have a group starting to work on creating a Relapse Prevention and Response practice for staff and for participants.
3. How do you go about influencing others (in any area of your life)? What tactics do you use to influence behavior or actions of others?
I believe that my ability to connect with my audience, whether it is one on one or in a group is what set’s me apart from other leaders. I engage authentically sharing pieces of my experience, personal and/or professional and allow influence to organically transmit. I am not one to tell anyone how to or what they should do, I use motivational interviewing techniques in order to allow an individual (staff or one of my boys😊) to process their actions or thinking, then move to a place where they are empowered to open their mindset, to expand their perceptions in moving forward. I also lead by action, I try to keep an open mindset around topics that I might not understand or disagree with, I believe this lends to my ability to connect and influence.
1. In considering the overall culture in your area, what are the elements that you believe underscore a positive, can-do culture?
I believe that all 6 components: Vision, Value, Practice, People, Narrative and Place are vital to culture and all have led to the success of the Strength to Succeed contract. Our program staff have collective visions and values that drive our work. Our practice of peer support is baked into the fundamentals of this program. We hire individuals in collaboration with our funder ensuring they match our collective mission and culture. The program has a unique history that is imbedded in our marketing materials. And although we do not have “physical places” we have used a virtual platform to shape and build the programs culture of inclusion and equity for our staff and the families we serve.
2. What strengths do you bring as a leader that will specifically fortify a can-do culture in your area? Please give an example.
I am a leader that values workforce inclusion in standard settings. I believe that every person on our team has value to add to the mission/vision and I honor that by including staff at all levels in the program development, operations and growth. One example of this inclusion are work groups that I created for updating the programs outdated policy and procedure manual. Each group has taken 4-6 weeks to update a selected portion of the program manual. The group meets weekly and I take part in a few of them acting as a support but not as a micro manager, they are the leaders in the updates. After completion I met with each team as a group and then also individually to process how the work went, compiling plusses and deltas. The feedback has been overwhelmingly positive, and each staff has shared the feeling of connection and empowerment in their work. Currently, we have a group starting to work on creating a Relapse Prevention and Response practice for staff and for participants.
3. How do you go about influencing others (in any area of your life)? What tactics do you use to influence behavior or actions of others?
I believe that my ability to connect with my audience, whether it is one on one or in a group is what set’s me apart from other leaders. I engage authentically sharing pieces of my experience, personal and/or professional and allow influence to organically transmit. I am not one to tell anyone how to or what they should do, I use motivational interviewing techniques in order to allow an individual (staff or one of my boys😊) to process their actions or thinking, then move to a place where they are empowered to open their mindset, to expand their perceptions in moving forward. I also lead by action, I try to keep an open mindset around topics that I might not understand or disagree with, I believe this lends to my ability to connect and influence.