Slides Showcasing Various Images
Participant Introductions
1.
Name
2.
Tribe
3.
Something personal you want to share
4.
Job title
5.
Name of tribal child welfare agency
6.
One statement on the major focus of your tribal
child welfare agency’s
change initiative
7.
A positive word that starts with the first letter of
your name (
e.g.,
Wonderful Willie)
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A service of the Children’s Bureau, a member of the T/TA Network 1
A service of the Children’s Bureau, a member of the T/TA Network
Leadership Academy for Middle Managers
Tribal Coaching
City, State
Date
National Child Welfare Workforce
Institute (NCWWI) Purpose
To build the capacity of the nation’s child welfare
workforce and improve outcomes for children, youth,
and families through activities that support the
development of skilled child welfare leaders.
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Goal of the Leadership Academy for
Middle Managers (LAMM)
To develop leadership skills for
sustainable systems change to improve
outcomes for children, youth, and families
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Goal of LAMM Tribal
Coaching
To advance tribal leadership of
tribal agencies’ change initiatives
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Tribal Coaching Participant
Objectives
•
Apply NCWWI leadership skills in tribal child welfare agencies and
settings
•
Implement tribal child welfare agency’s change initiatives through
resources and support from small-group and peer coaching
•
Develop partnerships internally and externally for implementing
sustainable systems change
•
Identify aspects of Native American history and sphere of influence that
contribute to leadership in tribal child welfare
•
Identify strengths and challenges as leaders of change
•
Understand NCWWI Leadership Framework model from an indigenous
perspective
•
Develop plan of action for implementing tribal child welfare agency’s
change initiative
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Agenda: Day 1
•
Welcome and training overview
•
Personal story of leading a change initiative
(part 1)
•
Break
•
Personal story of leading a change initiative
(part 2)
•
Review of NCWWI Leadership Model and
tribal perspective to create change
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Agenda: Day 1
•
Lunch
•
World Café discussion
•
Break
•
World Café discussion
•
Personal journals
•
One-word debrief and adjourn
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The Circle is the sacred symbol of
life…individual parts within the Circle
connect with every other; and what
happens to one, or what one part does,
affects all within the Circle.
—Virginia Driving Hawk Sneeve
Sicangu Oyate Lakota
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Working Agreements
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Four Agreements
1.
Be Impeccable With Your Word
2.
Don’t Take Anything Personally
3.
Don’t Make Assumptions
4.
Always Do Your Best
—Don Miguel Ruiz
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Day 1 Participant
Objectives
•
Review and have working knowledge of NCWWI
Leadership Model
•
Apply key elements from NCWWI Leadership Model
quadrants through American Indian/Alaska Native
perspective to continue developing tribal child
welfare agency’s change initiative
•
Expand skills through individual, small-group, and
peer coaching to help implement tribal child
welfare agency’s change initiative
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Personal Story of Leading a
Change Initiative
•
What is the major focus of your tribal child welfare
agency’s change initiative?
•
Why did your tribal child welfare agency choose this
change initiative?
•
Tell your personal story of leading change through
this initiative.
•
Share your personal successes and challenges.
•
Share your priorities for leading change.
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BREAK
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Personal Story of Leading a
Change Initiative (Part 2)
•
What did your partner’s leadership story mean to
you as a leader?
•
What did you hear that might help you with your
tribal child welfare agency’s change initiative?
•
What can you offer as support or validation of their
experience?
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NCWWI
Leadership
Model
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Leading Change Questions
•
How have you used the NCWWI Leadership Model to guide
your work on your tribal child welfare agency’s change
initiative?
•
What particular NCWWI Leadership Model quadrant has
been helpful? Leadership Principle?
•
What challenges have come up as you’ve tried to implement
your tribal child welfare agency’s change initiative?
•
How have you addressed those challenges (solutions,
strategies)?
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LUNCH
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Welcome to the World
Café
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World Café Guidelines
•
After introductions, discuss in your small group the
questions at the table. Everyone may write answers to the
coaching questions on the flip chart.
•
After 20 minutes, the coaches stay at their tables to be
Wisdom Keepers for the next group, summarizing the
previous conversation.
•
After 20 minutes, participants disperse to new tables of their
choice.
•
Repeat the process three times.
•
All participants share answers to the coaching questions and
ideas about their tribal child welfare agency’s change
initiatives.
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BREAK
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ICE BREAKER
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NCWWI
Leadership
Model
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Small-Group Coaching
•
Discuss challenges of tribal child welfare agency
change initiatives identified in the World Café
•
Discuss strategies/solutions heard from peers
•
Identify which quadrants of the NCWWI Leadership
Model they experience as challenging in their work
on change initiatives
•
Identify which quadrants of the NCWWI Leadership
Model are most helpful for implementing tribal
child welfare agency change initiatives
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Large-Group Discussion
•
What caught your attention today?
•
What do you want to know more about?
•
What will you consider using in leading your
tribal child welfare agency’s change
initiative?
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PERSONAL JOURNALS
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ONE-WORD
DEBRIEF AND
ADJOURN
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Good Morning
and
Welcome to Day 2!
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Let us put our minds together
and see what life we can make
for our children
—Sitting Bull
Hunkpapa Lakota
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Agenda: Day 2
•
Reflections and review of the day
•
Adaptive leadership in tribal child welfare
•
Adaptive leadership in small-group coaching
•
Break
•
Addressing challenges
•
Lunch
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Agenda: Day 2
•
Trauma and leadership
•
Strategies for change
•
Talking circle
•
Break
•
NCWWI leadership principles
•
Personal journals
•
One-word debrief and adjourn
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Day 2 Participant
Objectives
•
Understand leadership successes and challenges
within cultural and historical context
•
Apply adaptive leadership behaviors to tribal child
welfare agency’s change initiative
•
Dialogue with individuals with differing opinions
while leading tribal child welfare agency’s change
initiative
•
Recognize
lateral violence
in team members and
identify strategies to address it
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Adaptive Leadership
Adaptive leadership is the practice of
mobilizing people to tackle tough challenges
and thrive
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Behaviors of Adaptive
Leadership
•
Get on the balcony
•
Think politically
•
Be open to all voices
•
Regulate distress
•
Give the work back to the people
•
Orchestrate conflict
•
Hold steady
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Adaptive Leadership
Small-Group Coaching
•
What adaptive leadership behaviors will be most helpful to
you in implementing your tribal child welfare agency’s
change initiative?
•
What adaptive leadership behaviors have you already used?
•
What behaviors will be most challenging for you to apply?
•
Where will you find support for practicing adaptive
leadership?
•
What challenges will you face as you try to apply some of the
adaptive leadership behaviors to your work?
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BREAK
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Leadership Challenges
Dialogue Through Role Play
•
Four roles
•
Storyteller (Mover)
•
Follower (Champion)
•
Opposer (Resistor)
•
Wisdom Keeper (Holder of Knowledge)
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LUNCH
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Trauma and Leadership
The honor of one is the honor of all…The
pain of one is the pain of all…
—The Promulgation of Universal Peace
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Lateral Violence in Tribal
Child Welfare Agencies
Internalized oppression
Lateral violence
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Definition of Lateral
Violence
Lateral violence is the expression of repressed anger,
fear, and terror that can only be safely vented upon
those closest to it as when they are being oppressed.
People who are victims of a situation of dominance
turn on each other instead of confronting the system
that opposes them.
—Mick Gooda
We have met the enemy and it is us.
—Pogo
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Examples of Lateral
Violence
•
Tribal members vs. non-tribal members
•
Mixed-blood vs. full-blood
•
State vs. tribe
•
Urban vs. reservation
•
Youth vs. elders
•
Men vs. women
•
Formally educated vs. grassroots
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Effects of Lateral Violence in
the Workplace
•
Sleep disorders
•
Poor self esteem
•
Hypertension
•
Low morale
•
Apathy
•
Disconnectedness
•
Removal of self from workplace, psychologically or
physically (sick leave, stress leave, resignation)
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Systemic Issues
•
Abuse of power
•
Control issues
•
Ineffective meetings
•
Lack of collaboration
•
Lack of regular positive feedback
•
Rumors and gossiping (triangulation)
•
Failure to respect privacy
•
Sabotaging behaviors
•
Shaming
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Strategies for Change
•
Identify the problem(s)
•
Raise issues at staff meetings
•
Use
talking circles
to process
•
Engage in reflective practice
•
Make self-care a priority
•
Be willing to speak up when you see issues
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TALKING CIRCLE
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BREAK
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ICE BREAKER
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NCWWI Leadership
Principles
•
Adaptive
•
Collaborative
•
Distributive
•
Inclusive
•
Outcome-focused
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PERSONAL JOURNALS
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ONE-WORD
DEBRIEF AND
ADJOURN
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Good Morning and
Welcome to Day 3!
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People say that crisis changes people and
turns ordinary people into wiser or more
responsible ones.
—Wilma Mankiller
Cherokee
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Agenda: Day 3
•
Reflections and review of the day
•
Leading for sustainable systems change
•
Break
•
Change initiative revisions
•
Culturally responsive logic model
•
Lunch
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Agenda: Day 3
•
Change initiative action plans
•
Parking lot
•
Evaluation
•
Closing circle and reflections
•
Adjourn
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Day 3 Participant Training
Objectives
•
Develop action plan
•
Renew motivation for change initiative
•
Measure learning against baseline of opening
exercise
•
Identify resources (including people) for
support as you continue to develop and
implement tribal child welfare change
initiatives
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Continuum of Power
P
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r
O
v
e
r
P
o
w
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r
F
o
r
P
o
w
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W
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h
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Leading for Sustainable
Systems Change
•
Who has power over you and what is that relationship like?
Examples: immediate supervisor, head of department, chief
financial officer, tribal council, contracts officer, legal
department
•
What do you do when the person who has power over you
or your program is incompetent, dysfunctional, or unethical?
•
How can you be more proactive in your interaction with this
person?
•
Role-play a situation from your group as it currently is and
then with a positive outcome (don’t use real names!). What
strengths brought the desired results?
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BREAK
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Change Initiative
Revisions
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Logic Model
Adapted from “Logic Model Development Guide,” by W.K. Kellogg Foundation, 2004.
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Culturally Responsive
Logic Model
Expected outcomes
•
Ensure needed mental/behavioral
health services are available
•
Increase families’ access to these
services
•
Improve quality of services so that
they are acceptable to American
Indian youth and their families
•
Promote knowledge of youth issues
and community strengths
•
Support building a strong urban
Indian community that offers natural
support to youth and families
Indian Health Care
Resource Center of Tulsa
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Logic Model Template
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LUNCH
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Change Initiative Action
Plans
•
What is your step-by-step plan for moving forward with your tribal
child welfare agency’s change initiative?
•
How is what you propose different from what you originally
envisioned during the LAMM training?
•
If a change initiative stalls, what steps will you take to move it
forward? Who or what process can help?
•
What is your timeline for the steps you will take to implement the
change initiative?
•
What strengths do you and your team have to move the change
initiative forward?
•
What barriers do you foresee? What will you do to overcome the
barriers?
•
What other resources do you need?
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Parking Lot
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Evaluation
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Closing Circle
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ADJOURN:
THANK YOU AND SAFE
TRAVELS
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Slide Note
A collection of image slides showing different visuals. Each slide features a unique image with a description. These slides can be used for presentations or as part of a visual display. The images range from nature scenes to abstract art, providing a variety of visual content.
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