| General Area of Competency |
Emerging Leaders Institute
(profession, in general and the individual leader) |
Leadership Development School
(building and leading your team) |
Abrahams-Jones Academy
(purpose and passion for the profession, where you fit) |
| Welcome |
History |
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| Assessment |
Strengths Based Leadership - focus on the initial discussion of strengths and areas of improvement |
Strengths Based Leadership -
revisit strengths relative to building teams, coaching and mentoring
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Strengths Based Leadership - revisit strengths relative to building trust and relationships, how leadership contributes to culture. Also add in ethics and integrity. |
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| History of Field |
History of Profession |
Telling the Story using history and data to paint the picture (introduce calculator) |
Segue onto the advocacy side of what the profession is. Telling the Story to develop advocates, garner support of decision makers and community leaders, and how the pillars support the impact of the profession. |
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| Visioning |
Basic introduction to visioning - developing your personal vision |
Aligning personal vision with organizational vision, and how to develop the vision in others. |
Examine how your vision changes from entry to executive level positions, and how agency vision factors into culture and organizational design. |
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| Communication |
General - verbal, written, concise, communicating for the audience you want to reach, meaningful communication |
Personal Presentation/Communicating with stakeholders |
Media Relations and External |
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| Critical Thinking and Decision Making |
Decision making and intro to Strategic Thinking |
How your decision making affects outside your team. |
Strategic Planning/Thinking/Balance Scorecard/Alignment |
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| Organizational Culture and Design |
Introduction to organizational culture |
Culture and Collaboration |
Revisit culture as an introduction to organizational design - these are future directors who will have the opportunity to design their agency |
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| People Management |
Building A Team - selecting the right person, working with problem employees, difficult conversations, identifying strengths/weakness of your team |
Active recruitment, selection, hiring, coaching and developing your team, conflict resolution, delegation and feedback |
Progression planning - developing yourself and developing capacity in others (seeding your bench). |
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| Change Management |
Change management (communication); prioritization |
Setting Priorities; Delegation With Impact; Change Management (identifying) |
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| Reporting Mechanisms and Evaluations |
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Needs Assessment, Evaluation of Impact and Value |
Disciplined Execution - using all the plans to develop, evaluate, and refine |
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| Budgeting |
Price strategy and cost analysis, direct vs indirect costs, reporting and how to operate within a budget. |
Revenue management, alternative resources analyzing operating data, developing a budget. |
Understanding big picture finance - funding sources, tracking mechanisms, budget support of vision, fee schedules and policies. |
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| Planning |
Time management for yourself and others. Tracking tools. |
Project Management |
Planning - CIP management, project management, forecasting |
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| Advocacy / Relationships |
Advocacy on the level of parents, leagues, friends groups, partners, etc. Small Scale - more unit level. |
Seeking Community Input - community engagement. Higher level of relationship building relative to community partners, long lasting partnerships. |
Split out into History and External Relations - navigating the political environment, trust, effective relationships |
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| Progression Planning |
Individual/personal goals and professional track. |
Setting yourself and organization up for future success. |
Discuss importance |