The Staff Education and Training Unit of the Office of Continuous Quality Improvement recognizes that the development of those who aspire to promote into leadership positions is integral to the success of the organization as is the development of those already holding such position.  Whatever title a leader holds - "supervisor", "manager" or "team leader" - each has great influence on the work environment. Most individuals in leadership positions are in those positions because they have demonstrated success at the "tasks" of the organization; yet leadership is really the balance between task and relationship - getting the work done and developing and maintaining a positive relationship with staff.

To help build the skills and knowledge that will lead to success for future and current leaders,
Staff Education and Training is offering the following Leadership Development Certificate program.  To enroll please locate the classes in your area in our class listing and complete the enrollment form.

This track consists of six days of classroom programs and a choice of one elective.

1.  Role of the Supervisor
What kind of supervisor do you want to be?  This program explores these questions and prepares the participant for an overview of the typical tasks of supervision:  planning, communicating, leading/developing and evaluating.  Activities focus around common supervisory practices such as motivating employees and delegating work.  Content explores the various ways or styles of supervision with an emphasis on expected behaviors and skills of the supervisor at DHHS.  This is a required program for those in the Leadership Development Certificate Program.

2. Conflict Resolution at Work- three days (all three days are required in sequence)
Skill in the area of communications is critical to success as a supervisor. High performance at work requires successful collaboration. The basis for collaborative work relationships is a communication process that includes: listening for understanding, confronting effectively; and implementing solutions based on identified underlying needs of all parties. In this three-day program participants explore such concepts as "problem ownership", "roadblocks to communication" and "needs vs. solutions" and learn to resolve conflicts. The learning objectives for the program are that participants will be able to:

•Explain, demonstrate and use the powerful skill of active listening;
•Identify common listening errors;
•Describe different confrontation styles and their impact;
•Develop and deliver non-threatening confrontations;
•Explain the effects of power in conflict resolution;
•Participate in, and learn to lead, a six-step model of problem solving; and
•Demonstrate skills in managing conflict of values.

3. Building Effective Teams
What is team building and what are the skills needed of a supervisor to facilitate team growth?  This program discusses the definition of a team, the stages of team development and the leaders' role at each stage.  The real work of teams is to solve problems.  A problem solving process is presented with detailed steps of execution to include all team members.  Through small group discussion, participation in team activities and a review of workplace structures and communication, participants will learn what it takes to build an atmosphere of team work in their respective employees and the resulting effects on production, quality and morale.  This is a required program for those in the Leadership Development Certificate Program.

4.  Strategic Planning
Strategic Planning is the process of defining strategy, or direction, and making decisions on allocating resources to assure that strategies are implemented to drive overall objectives. Development of a strategic plan for use as a guide for measuring progress toward objectives is critical for efficient and effective utilization of resources. Supervisors play important roles in both developing and implementing plans. In this program participants will learn a strategic planning model involving clarifying a mission; determining overall goals for a specific time period; writing specific, measurable objectives to drive the goals; and developing strategies and action plans designed to reach each objective. This program is one of the required programs for the Leadership Development Certificate and the Effective Leader Certificate.

Electives – One is required

The American Psychological Association defines "resilience" as the process of adapting well in the face of adversity. The Merriam-Webster dictionary defines it as an ability to recover from or adjust easily to change or misfortune. Research shows us that resilience is ordinary, not extraordinary, and that people commonly demonstrate it; yet stepping into a supervisory position often presents factors that challenge each of us, regardless of our respective lines of work. It can be lonely at the top. In this program participants will focus on the potential for personal burnout and will learn the answers to such questions as who is and who tends to be most resilient and why. The program offers a five step process for building resiliency amid increasing demands. Topics will include clarifying personal missions, identifying the values behind motivation, surviving change, managing time, energy and stress and remembering how to play. The process of developing resilience is personal journey. Participants will complete individual assessments and will leave the program with personal action plans developed during the session.

Writing Skills
Writing such as documentation of justifications for decisions and/or written materials that may become legal documents challenge writers to use clear language, present only relevant facts and findings, organize materials, and use appropriate grammar and punctuation. Through presentation, discussion, and group activities participants will explore: the use of plain language; recording only actual observations; organizing material; and grammar and punctuation.

Facilitating Successful Meetings
More individuals are being called upon to facilitate meetings with their colleagues, service providers and others.  Some will be naturally comfortable in the facilitator role; however, many of us benefit from building skills in handling the common concerns that arise in meetings. All too often time spent in meetings is wasted.  In this program, we work on methods to assure productivity and results.

Do you need to develop skills in planning meetings? Leading them?  Handling disruptive behaviors?  Bringing groups to decisions?

Topics in the program are: pre-planning, agenda setting, facilitating and recording techniques, decision making methods, balancing  "process" and "content" in meetings, and techniques for encouraging behaviors that keep meetings on track and minimizing behaviors that are disruptive or counterproductive.