Megan Morris Tiara Kanney Meg Ciminera

FlexTech Leadership Development Program

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Table of Contents

Leadership Development Project Charter……………………....…4

Leadership Metrics………………………………………………………...7

Leadership Workshop Facilitation Guide…………………..……...9

Conflict Resolution Module………………………….…………..….…13

FlexLife……………………………….……………………………..…….….14

Mentor/Mentee Program Description………………………….……15

Budget.……………………………….…………………………..…….…….17

Appendix……………………………………………………………….….….20

A – Job Aids (Conflict Resolution, FlexLife, Leadership, Mentor/Mentee Program)

B – Workshop Flyer C – Workshop Evaluation D – FlexLife Screenshots E – Mentor Application

References…………………………………………………..………….…..31

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Leadership Development Project Charter

1.0 Project Overview

Our main objective is to design and implement a multifaceted leadership development program. This program will develop FlexTech’s young workforce into strong leaders through the use of instructional job aids, as well as activities focused on goal setting, conflict resolution, leadership identification, and mentoring.

2.0 Personnel

Meg Ciminera mcimine1@ithaca.edu (856) 341-6479 Tiara Kanney tkanney1@ithaca.edu (443) 848-8845 Megan Morris mmorris5@ithaca.edu (315) 877-7423

3.0 Project Goals

To create a multifaceted leadership development program that transforms FlexTech’s workforce into confident and competent leaders.

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4.0 Tentative Project Schedule

The proposal will be presented on April 30, 2014. The plan for completing the work required is shown in the timeline below: Monday 3/24 Research team building activities Research leadership metrics Begin conflict resolution module

Wednesday 3/26 Finalize team building activity, begin activity description

Friday 3/28 Finalize leadership metric, begin write-up Sunday 3/30 Finalize conflict resolution module Begin FlexLife development Begin coaching/mentoring plan

Wednesday 4/2 Finalize leadership metric write-up Finalize team building activity description Begin instructor/debriefing guide Sunday 4/6 Finalize coaching/mentoring plan Finalize FlexLife Begin evaluation tool development Begin budget Begin job aids Begin charter Sunday 4/13 Finalize evaluation tool Finalize budget

Finalize charter Finalize communication flyer Begin to edit/format project Begin workshop presentation

Wednesday 4/16 Finalize project

Thursday 4/17 Submit project to print shop

Review first draft of presentation Wednesday 4/30 Present workshop

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5.0 Resources

All research, development, and production will be done in-house. Human Resources professionals will be contacted for primary research. Howard Kalman will oversee the project, providing support when requested. Printing of the final proposal will be outsourced to the Ithaca College Print Shop.

6.0 Deliverables

The following deliverables will be produced:

1. Report/Proposal a. Project Budget b. Project Charter c. Coaching/Mentoring Plan

2. Internal Communication Flyer announcing program 3. Workshop

a. Participant Materials b. Instructor Guide c. Debriefing Guide

4. Job Aids (4) 5. Workshop Evaluation Tool

7.0 Evaluation

The success of our Leadership Development Program will depend on the effectiveness of its rollout and the quality of facilitators. Direct feedback from employees, their willingness to take on leadership roles, as well as their performance in these roles, will determine the program’s success.

8.0 Renegotiation

This contract is subject to change at any time with two-thirds, including the project manager, consent of the project group.

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Leadership Metrics

Importance of Leadership

Leadership has a numerous of definitions and they are all based on perception. One of the most important parts of being a leader is knowing one’s self and how one operates. This allows one to take into consideration the ways in which others operate. FlexTech is asking all of its employees to explore their leadership potential and to take a test similar to a Myer’s Briggs analysis; the specific test the FlexTech employees will be taking is The Jung Personality Test. Taking this assessment will help FlexTech’s employees further understand their personal characteristics based on four key categories: Extraversion/Introversion, Sensing/Intuition, Thinking/Feeling, and lastly, Judging/Perceiving.

Jung Personality Test

The results of the Jung Personality Test place participants in one of two options in four specific categories. The first category, Extraversion/ Introversion, signifies the source and direction of a person’s energy expression: “An extravert’s source and direction of energy expression is mainly in the external world, while an introvert has a source of energy comes from their own internal world” (“All Things,” 2012). The next category, Sensing/Intuition, represents the method by which one perceives information: “Sensing means that one believes information he or she receives directly from the external world. Intuition means that one believes information he or she receives from their internal or imaginative world” (2012). The following category, Thinking/Feeling, represents how a person processes information: “Thinking means that a person makes a decision mainly through logic. Feeling means that, as a rule, he or she makes a decision based on emotion, i.e. based on what they feel they should do”(2012). The final category, Judging/Perceiving, reflects how a person implements the information he or she has processed: “Judging means that one organizes all of his/her life events and, as a rule, sticks to his/her plans. Perceiving means that he or she is inclined to improvise and explore alternative options” (2012).

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FlexTech’s Expectation

The Jung Personality Test generates sixteen different personality types. Each type can be assigned an acronym (or formula) according to the combination of the first letters of the preferences of each individual. FlexTech encourages its employees to explore their own personality formula. FlexTech believes that this exercise will help its employees better understand themselves by identifying very distinct parts of their personality. Knowing one’s leadership characteristics can be extremely beneficial in a workplace because it allows one to set goals and be aware of limitations. FlexTech hopes that this assessment will improve each employee’s relationship with co-workers and management, as well as allow one to recognize the diverse group of people they have the opportunity to work with and learn from.

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Leadership Workshop Facilitation Guide

Challenge Description

The Marshmallow Challenge is a fun, competitive, team building exercise that encourages participants to experience collaboration in a conflict setting. Using the supplies given, teams must strive to create the tallest structure complete with a marshmallow topper. Challenge Objectives

By participating in this activity, FlexTech employees will understand the importance of shared leadership in a team environment. They will also understand how conflict impacts progress to a shared goal. Time Needed:

45-60 minutes ● 10-15 minutes: Activity Preparation & Instructions ● 20 minutes: Marshmallow Challenge & Judging ● 10-15 minutes: Debrief & Discussion

Materials Needed

● Tables for each team ● 1 Box of Uncooked Spaghetti ● 1 Roll of Masking Tape ● 1 Spool of String ● 1 Bag of Regular Marshmallows ● 1 Sheet of Red Dot Stickers ● Paper Lunch Bags (1 per team) ● Scissors (1 pair per team) ● Index Cards ● Measuring Tape / Ruler ● Stopwatch / Timer

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Facilitation Guide (Activity Instructions)

1. Prior to the activity, assemble a marshmallow challenge kit for each team. Each kit should contain the following supplies in a paper lunch bag:

○ 20 sticks of uncooked spaghetti ○ 1 yard of masking tape ○ 1 yard of string ○ 1 marshmallow ○ scissors

2. The outcome of the Jung Personality Test will impact how teams are formed. It is

suggested that the introverts and extroverts are evenly distributed within each team. Each team should have approximately the same number of participants.

○ If there is a significant imbalance between introverts and extroverts, divide the teams using one of the other Jung Personality Indicators (Sensing/Intuition, Thinking/Feeling, Judging/Perceiving).

Each individual with the majority personality type should receive a red dot sticker before the activity begins. They will be told the significance of the sticker during the activity’s instructions. After teams are assembled, distribute one kit to each team. Instruct the teams not to look into the bag until the challenge begins.

3. Introduce the activity by reading the challenge description and challenge objectives (see

above). Emphasize that this is a team building activity designed to stimulate group communication and conflict. Let teams know that this challenge has been completed by many people around the world, from executives of Fortune 500 companies to elementary school students.

4. Go over the challenge rules with the teams (see below). After you are done reading the

rules, be sure to ask if any teams have questions. Repeat rules as needed.

5. Start the challenge by beginning the timer. Allow the teams to open their bags and begin building their structure. As time progresses, alert the teams to the time remaining. Make these announcements at 10 minutes, 5 minutes, 1 minute, and a 10 second countdown. Be sure to remind the teams that red dot team members cannot talk, that they are only allotted the tools and supplies within their bag for structure creation, and that the entire marshmallow must be at the top of their structure to qualify for judging.

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6. At the two minute mark, remove the red dots from all the individuals that have them. Instruct the teams that these individuals are now allowed to talk to for the rest of the challenge.

7. When time is up, instruct all teams to let go of their structure. Have all teams sit down so

that everyone can observe each structure. From the structures that still remain standing, record the heights of each one using the measuring tape/ruler. The team with the tallest structure wins.

8. After the winning team is declared, have the teams go through the debriefing questions

(see below). Ask each question and be sure to give teams time to respond within the large group. Be sure to distribute the Conflict Resolution Module handouts to each participant. After the debrief, go through the following lessons of the Marshmallow Challenge:

○ Traditionally when this challenge is performed, high level business executives often do the worst, and kindergarteners often do the best. These results occur because young children often spend more time playing and prototyping rather than planning; they usually start with the marshmallow and reformat their design based on trial and error. Business executives often do the worst because they spend so much time planning and executing that they leave little room for design correction once the marshmallow is placed on the top of their structure.

○ The marshmallow is a metaphor for the hidden assumptions of a project. When

building the structure most will assume that because a marshmallow is light and fluffy, it will be easily supported by the spaghetti; in actuality, it is the marshmallow’s weight that leads to the detriment and collapse of the structure. The lesson here is that we need to identify the assumptions in our project - cost, time, stakeholder needs, etc. - and test them early and often to guarantee our project’s success.

9. Towards the end of the debrief, each employee will be given a blank index card. They

will be asked to write down a leadership take-away from the activity. This card will act as a reminder/motivator for the future. During the activity employees may have realized a skill they need to work on such as listening, and write “to become a better listener,” or they may have learned a valuable lesson that they would like to remember, for example, “create a plan before executing an idea.” Ask each employee to display these cards in their office, somewhere visible where they will constantly be reminded of their goal or lesson.

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10. At the end of the debrief and discussion, distribute workshop evaluation forms to each participant. Be sure to collect completed evaluations.

Challenge Rules (To Be Read Aloud)

1. Your objective is to build the tallest freestanding structure with the supplies given to you. The structure may not be attached to the table in any way, and cannot be supported by any other structure. The winning team is the one that has the tallest structure measured from the surface of the table to the top of the marshmallow.

2. The entire marshmallow must be placed on the top of your structure for it to qualify for

judging. Teams will be disqualified for cutting or eating any part of the marshmallow, or if the marshmallow is placed anywhere except the top of their structure.

3. Team members that have received red dot stickers may not talk for the duration of the

challenge. The only form of communication allowed by these team members are gestures. Any other form of communication used by these team members will result in disqualification of the team.

4. The structure must be created with only the supplies that are given to you. No additional

supplies or tools are to be used. Teams may not use the paper bag as part of their structure.

5. Teams will have 18 minutes to build their complete structure. When time is called, teams

must let go of their structure. Anything that falls off will not be measured. Teams caught touching or supporting their structure after time is called will be disqualified.

Debriefing Questions

● What leadership skills did you observe in yourself during this activity? ● For those that had red dots for the majority of the challenge, how did it feel having

limited communication with your team? ● For those that did not have the red dots, how did you feel leading the team? ● Did you feel as though your role in the team fit your personality? Why or Why not? ● Did conflict occur in your group at any point? Why or Why not? ● How did you alleviate conflict situations when they arose?

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Conflict Resolution Module

What is conflict? Conflict is any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties (Nelson & Quick, 2014, p. 212). Causes of Conflict Structural Factors Personal Factors

• Specialization • Interdependence • Common resources • Goal differences • Authority relationships • Status inconsistencies • Jurisdictional ambiguities

• Skills and abilities • Personalities • Perceptions • Values and ethics • Emotions • Communication barriers • Cultural differences

(Nelson & Quick, 2014, p. 212) The Phases of Conflict Management

1. Differentiation: Parties raise the conflict issues and spend sufficient time and energy clarifying positions, pursuing the reasons behind those positions, and acknowledge their differences. (Folger, Poole, & Stutman, 2013, pgs. 14-15)

2. Integration: Parties begin to acknowledge common ground, explore possible options, and move towards some solution. (Folger, Poole, & Stutman, 2013, p. 14)

Consequences of Conflict Positive Negative

• Leads to new ideas • Stimulates creativity • Motivates change • Promotes organizational vitality • Helps individuals and groups establish

identities • Serves as a safety valve to indicate

problems

• Diverts energy from work • Threatens psychological well-being • Wastes resources • Creates a negative climate • Breaks down group cohesion • Can increase hostility and aggressive

behaviors

(Nelson & Quick, 2014, p. 213)

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FlexLife

Goal Setting & Tracking

FlexTech believes that all employees should be given the resources they need to excel professionally and personally. FlexLife will provide all employees with the tools needed to set, track, and achieve their professional and personal goals. This online community will be a safe place for all employees to display their goals and encourage each other as milestones are met. When an employee logs on to their FlexLife account, they are unlocking a toolbox that will walk them step by step through how to develop, track, and achieve their goals. Upon entering the site for their first time, the employee will be asked what their core values are: Family, Career, Health, Spiritual, Financial, etc. They then will be asked to set goals, using the S.M.A.R.T. goal system as a guideline. Along with writing a goal, the employee will be asked to do the following: rate how important the goal is to them (Easy, Doable, Challenging, Daunting, Audacious), where it falls in their core values, how high this goal is on their priority list, when they would like to achieve this goal, and a statement discussing why they want to achieve this goal. In order to keep FlexLife members on track with their goals, they have the ability to add specific tasks. In doing so, employees are able to plan the execution of their goal, providing them with a more structured path to follow. Tasks also help sustain a consistent momentum because reminders can be set as often as daily--notifications being sent via email, text message, or both. After an employee sets his or her goals, they are given a number of options on how they would like to keep motivated and track their progress. Employees may ask their co-workers to support them on their journey, sharing their progress along the way, or co-workers may even be added to the goal as a contributor. Employees are also given a space to journal and track their progress privately, allowing them to write about how they are feeling about any significant benchmark that took the individual one step closer to achieving his or her goal. FlexTech believes that all of its employees have the potential to grow and improve professionally and personally. FlexLife provides FlexTech’s employees with a space to declare their goals, bringing them to life. It is FlexTech’s philosophy that if its employees are thriving professionally and personally, innovation and productivity will have a positive correlation.

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Mentor/Mentee Program Description

Rationale

Starting a new job or improving upon one’s current responsibilities requires dedication, passion for what you are learning, as well as the drive to expand one’s current knowledge. But sometimes, being trained by a boss or by Human Resources can feel generic and overwhelming. FlexTech wants its employees to receive the most from their workplace opportunities while aligning their career ambitions with their personal goals. In order to do so, FlexTech has developed a Mentor/Mentee Program to foster motivation and collaboration. Mentoring: According to the International Coaching Federation, a mentor is “an expert who provides wisdom and guidance based on his or her own experience. Mentoring may include advising, counseling and coaching” (International, 2014). Mentor/Mentee Programs are known to improve work performance, time management, self-confidence, communication skills, and most importantly work-life balance. Most companies who have integrated programs similar to this one have seen an 86% return on their investment. Along with an increased ROI, almost 100% of participants would repeat the process and believed that it was a helpful experience (2014).

Mentor Application Process

This program will be facilitated through the Human Resources Department. Senior management and veteran employees who are interested in becoming a mentor will be required to submit an application. Human Resources will review the candidates’ applications, and upon acceptance, invite them to participate in the mentor program. All employees are invited to become a mentee.

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Mentor/Mentee Pairing Event

To assist the mentor/mentee pairing process, FlexTech will host a wine and cheese reception. This event will be held outside of the office to offer and friendly and motivational atmosphere. Each mentor will sit at a small cocktail table with a number. Each mentee will also be given a number and will have one minute and thirty seconds to speak about interest, ambitions, job titles, promotions, family life, etc. After the cycle of speed mentor/mentee rotations is complete the floor will be open for everyone to mingle.

Mentor/Mentee Pairing Process

The following day Human Resources, along with the mentors, will discuss the mentor/mentee pairings. Depending on program interest, mentors may have multiple mentees. FlexTech believes that integrating the mentors in the selection process of the mentees makes the program more personalized. FlexTech wants its mentor and mentees to have a connection and be genuinely interested in improving one another’s workplace experience.    

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Budget

PM ID Graphic Editor

101 3/16-3/24 Interview Leadership Facilitators 4102 3/24-3/26 Team Building Activities 2103 3/24-3/26 Conflict Resolution Modules 2104 3/24-3/28 Leadership Metric 2105 3/24-3/30 Mentor/Mentee Programs 2106 3/24-3/30 Goal Setting 2

201 3/26-3/30 Develop Conflict Resolution Module 2 1 1202 3/26-4/9 Develop team Building Activity 3 3203 3/26-4/9 Write Team Building Exercise Instructional Manual 5 2 3204 3/28-4/2 Leadership Metric Write-up 2 1205 3/30-4/6 Design/Code FlexLife 4 20 4206 3/30-4/6 Plan Mentor/Mentee Event 10207 4/6-4/13 Design Job Aids (4) 6208 4/6-4/13 Design Evaluation Tool 2209 4/9-4/13 Design Event Flyer 1210 4/17-4/19 Purchase Materials 2Implementation - 300301 4/21- Facilitating Team Building Activity 2 2 2 2

25 26 32 1158.15$ 45.86$ 21.22$ 25.90$

1,453.75$ 1,192.36$ 679.04$ 284.90$ 3,610.05$

FlexTech Personnel Budget Leadership Development

Total Project Cost

Research - 100

PersonnelCategory Dates Description

Total HoursHourly Rate

Total Cost

Designing/Planning - 200

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Category Description Proposed

101 Project Team Members 3,610.05$

201 Flyers 17.80$ 202 Leadership Handbook 79.80$ 203 Instructional Manual 7.98$ 204 Evaluations 17.80$ 205 Mentor Applications 13.35$ 206 Team Building Activity Materials 10.36$

3,757.14$ Total Cost

Materials and Production - 200

FlexTech Project Budget Leadership Development

Personnel - 100

Category Description Proposed

101 Program Design 3,610.05$ 102 Program Development 147.09$

3,757.14$

201 # of Participants 20202 X $50/Facilitator 200.00$

3,957.14$

187.86$ Cost Per Participant

FlexTech Cost Per Participant Leadership Development

Program Design - 100

Delivery Costs - 200Subtotal

Total Project Costs

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Category

201202203204205206 Team Activity Materials:

Marshmallows $0.99 Spaghetti $0.69 String $2.20 Ruler $2.69 Masking Tape $3.79

Flyers (20 @ $0.89 each)Materials and Production - 200

FlexTech Backup Sheet

Leadership Development Description

Leadership Handbook (20 @ $3.99 each)Instructional Manual (2 @ $3.99 each)Evaluations (20 @ $0.89 each)Mentor Applications (15@ 0.89 each)

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Appendix A

–(Folger, Poole, & Stutman, 2013, p. 1)

Describe the Impact

Together develop options Ask for his/her story

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Having trouble solving your

If you have tried to discuss the problem using the Strausser and Tomaselli Model and are unable to come to a resolution,

you may need support from a third party.

FlexTech has recently partnered up with the Community Dispute Resolution Center (CDRC), an organization that provides a number of services to help individuals resolve

conflict in a healthy, positive, and productive way.

To learn more about the CDRC visit their website: www.cdrc.org or email them cdrc@cdrc.org

To schedule a mediation or group facilitation session call the CDRC 607-273-9347

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10 Tips To A 1. Write down your dreams

Your goals and aspirations are dreams; make them tangible by writing them down. FlexLife is the perfect place to write down your dreams.

2. Turn your dreams into S.M.A.R.T Goals Set yourself up for success, set goals that are Specific, Measurable, Achievable, Relevant, and Time specific. FlexLife will remind you of this step whenever you set a new goal, ensuring that your goals are manageable.

3. Tell others about your goals You have written down your dream and have transformed it into a real goal. Now tell your co-workers, family, and friends! You will want to be able to update them with your progress when they ask.

4. Make a plan How are you going to achieve your goal? Map out a strategy, set short term goals, and identify specific routine activities and steps that will help you get closer to your goal.

5. Ask for support Since you have told your co-workers, friends, and family about your goals, ask them for support. They can provide you with advice, counseling, or they may even be the key to completing a step. FlexLife allows you to request the support of specific people while working towards achieving your goal.

6. Track your progress Have something to show for all of your hard work. This will provide you with the motivation to keep going, and notify you of where you may need to pick up the slack. FlexLife provides you with many tracking tools including a journal, countdowns, task log, graphs, and charts.

7. Stay focused Along your journey you may lose focus on what exactly you are working towards. This is the perfect time to log onto FlexLife and review all of the progress you have made, add tasks, and seek inspiration from your supporters!

8. Celebrate the little milestones Have you reached the halfway point to your goal, or completed a very important task? Let it be known and celebrate with friends and family! This will fuel your energy to keep working hard.

9. Reward yourself when your have achieved your goal You have worked for weeks, months, maybe even years toward this goal. Celebrate your journey and accomplishment. Let everyone know that you have made your dream a reality. You deserve it!

10. Never give up, the sky is the limit Don’t hold yourself back! A dream may seem daunting and unachievable at first but following these steps can make it more manageable.

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How to Lead a Meeting:

• Choose a date, time, and meeting place: Picking a mutual time and date to meet can be very tricky with multiple schedules. When thinking about when to schedule a meeting, try to be considerate of others’ schedules, and give plenty of prior notice.

• Stick to the agenda: Use your time wisely and try to avoid going off topic.

• Set the ultimate goal of the meeting: Meetings that don't have a set goal risk going off topic and may result in unproductivity. Set a goal at the beginning of the meeting to remain on task.

• Focus on the positives: Ensure a successful meeting by praising in public and criticizing privately. Public criticism tends to reduce overall group morale and can even cause rivalries to form or competition within the group. Instead, discuss the good things during a group meeting and save the bad things for private one-on-one meetings.

• Separate personal and business matters: It's not uncommon for co-workers to become friends with one another, but these friendships and relationships should temporarily be set aside during a meeting.

• Remember you are the leader but you do not need to dominate the meeting: For long-term success over multiple meetings, you want people to participate and speak up when appropriate. Allow people to be open, and do your best to take their thoughts into consideration rather than shutting them down.

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Here at FlexTech, we recognize that it often takes time and dedication in order to have a successful relationship with your mentor or mentee. We feel strongly about ensuring that these bonds are helpful and impactful for both parties. FlexTech recommends you follow these 5 tips to make your mentor/mentee relationship healthy and beneficial.

Tips for Mentor/Mentee Relationships

1. Maintain open lines of communication: In order to feel comfortable with one’s partner it’s important to share current information; doing so will build trust and strengthen the relationship.

2. Meet at least once a week: To maintain constant communication, FlexTech suggests meeting weekly with your mentor or mentee to discuss everything that is going on.

3. Keep the relationship professional: As your relationship with your mentor or mentee develops, it’s easy to form an office friendship. FlexTech encourages camaraderie among coworkers, but be sure to keep your conversations appropriate for the workplace.

4. Ensure both parties are benefitting from the relationship: Check in during weekly meetings to see how the relationship is progressing; if there is something that needs to be improved, the weekly meeting is the perfect time to discuss it.

5. Be present and attentive: FlexTech recognizes how overwhelming work can become; it may feel like meeting with your mentor or mentee is just one more thing to add to the list. FlexTech encourages all program participants to engage fully in their weekly mentor/mentee meetings in order to get the most out of the relationship.

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Appendix B

Workshop Flyer

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Appendix C

Leadership  Workshop  Evaluation  Form    

1. What  is  your  overall  assessment  of  this  workshop?  (1-­‐  waste  of  time,  5-­‐  excellent  I  learned  a  lot)    1          2          3          4        5  

Comments:  

 

 

2. Which  topics  or  aspects  of  the  workshop  did  you  find  most  interesting  or  useful?    

 

 

3. Did  the  workshop  achieve  its  objectives?  Why  or  Why  not?      

 

The  following  questions  will  be  scored  on  a  scale  from  1-­‐5.  (1-­‐  Strongly  Disagree,  2-­‐  Disagree,                                3-­‐  Neutral,  4-­‐  Agree,  5-­‐  Strongly  Agree)  

4. The  workshop  content  was:    a. Relevant               1          2          3          4        5  b. Comprehensive                                                            1          2          3          4        5  c. Easy  to  Understand                                              1          2          3          4        5  

Comments:  

 

 

5. The  activity  was:    a. Useful               1          2          3          4        5  b. Engaging                                                                                    1          2          3          4        5  c. Fun                                                                                                      1          2          3          4        5  

             Comments:  

 

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6. The  facilitators  were:    a. Knowledgeable           1          2          3          4        5  b. Well  Prepared                                                                1          2          3          4        5  c. Easy  to  Understand                                              1          2          3          4        5  

               Comments:  

 

 

 

7. Knowledge  and  information  gained  from  participation  in  this  workshop:    a. Met  my  expectations           1          2          3          4        5  b. Will  be  useful  to  my  work                        1          2          3          4        5  

               Comments:  

 

 

 

8. What  did  you  like  least  about  this  workshop?      

 

 

9. How  could  this  workshop  be  improved?    

 

 

10. Please  use  the  space  below  for  any  additional  comments/  feedback  you  would  like  to  provide!  

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Appendix D

FlexLife Home Page

FlexLife Logo

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FlexLife Goal Creator

FlexLife Goal Status

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Appendix E

Mentor Application Name: Department: Position: Skills: Passions: Organizations you belong to: Leadership roles you currently hold: Have you ever been a mentor before? Would you be comfortable having multiple mentees?

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References

Works Cited

All Things Conflict Resolution & ADR. (2012). Retrieved from http://www.all-things-conflict-resolution-and-adr.com/All-Things-Setting-Boundaries.html

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