frankdelano,lmswandjillshah,lpc&tnoys.org/wp-content/uploads/tnoys-2015-critical... · 2016. 10....

Frank Delano, LMSW and Jill Shah, LPC Texas Network of Youth Services Conference 2015

August 12, 2015

Standard of Excellence

A consistent clear level of expectation and achievement that significantly exceeds required and expected practice standards. This practice should be delivered in an integrity laden and ethically sound

way.

Frank Delano and Jill Shah [email protected] 8/23/15 3

“Excellence is not about and act or an event, it is

about habits (Aristotle)


A Program Director is meeting with all the workers in their program. Toward the end of the meeting the Director says “It is that time of year again when we have to do the Client Satisfaction Surveys. I would like you each to be responsible to have each of your clients and families fill them out. Please return them to me by next Tuesday. We have to get them in by then to prove to ACS (the funding body) that we are asking

our clients about their satisfaction.”

Critique this statement…What are your thoughts?


“Red Flag” Statements!  “The job market is tight now.”  “Well, that is just who he/she is.”  “That is a very creative idea, but we cannot afford it in the budget.”

 “We spend too much time in meetings.”  “We are doing an investigation.”  “Have we thought about the “PC” aspect of that?  After a major critical incident “We are going to re-‐train all our staff after this.”


Leaders vs. Managers (adapted from J. Maxwell)

Managers Leaders

See the here and now See the ultimate goals and potential

Driven by atmosphere of today

Driven by their vision for tomorrow

Limited perspective on their abilities

Larger perspective on everyone’s abilities

Diverted by today’s losses Focused on the long term goal Key focus: immediate Key focus: ultimate

Leadership Quali;es •  The ability to see the bigger picture •  Having a “vision” •  Having unique talents •  Charisma •  Integrity •  Competence •  Commitment to excellence •  Ability to identify “core values” and build all else around them •  Being self reflective •  Kindness •  Intelligence •  Understanding the power of role modeling •  Framing the negative as “positive”


Leadership Quali;es •  Being a good communicator •  Courage •  Decisiveness •  Mastering and valuing the “Basics” •  Self-‐Confidence •  “Servant leadership” •  Commitment to continued learning and growth •  Being “visible” at the right times •  Nurturing and valuing diversity •  A sense of fairness •  Commitment •  Being good at “politics”: The art of diplomacy


Defining Cri;cal Thinking •  “Critical thinking on a very basic level is thinking about how we think…[and] abides by the criteria of good sense and logic and involves an evaluation of the quality and effectiveness of the thinking process.” (B. Parker and R. Parker)

•  “Critical thinking is different from just thinking. It is metacognitive—it involves thinking about your thinking.”(Nosich)

•  “Active, systematic process of understanding and evaluating arguments. An argument provides an assertion about the properties of some object or the relationship between two or more objects and evidence to support or refute the assertion. Critical thinkers acknowledge that there is no single correct way to understand and evaluate arguments and that all attempts are not necessarily successful (Mayer & Goodchild)


Cri;cal Reflec;on (Brookfield) •  Assumption Analysis: Thinking in a way that challenges our beliefs, values, cultural practices, and social structures in order to assess their impact on our daily proceedings

•  Contextual Awareness: Realizing that our assumptions are socially and personally created in a specific historical and cultural context

•  Imaginative Speculation: Imagining alternative ways of thinking about phenomena in order to provide an opportunity to challenge our prevailing ways of knowing and acting

•  Reflective Skepticism: Using the above three processes it is the ability to think about a subject so that the available evidence from that subject's field is suspended in order to establish the truth or viability of a proposition or action.


Cri;cal Thinking Skills (W.Sieck) •  Suspending judgment to check the validity of a proposition or action

•  Taking into consideration multiple perspectives

•  Examining implications and consequences of a belief or action

•  Using reason and evidence to resolve disagreements

•  Re-‐evaluating a point of view in light of new information


Cri;cal Thinking for the “New Normal” (C. Rezak) •  Get some feedback about your critical thinking skills from a trusted boss, colleague or coach: Are you jumping to conclusions or using a reasoned, analytic process as you work toward a goal? Are you able to put aside biases and assumptions during analysis and decision-‐making? What kind of "thinker" are you perceived to be and why?

•  Challenge yourself to develop a deeper understanding of your company's business, especially its financial and strategic drivers of success: Are you clear about what drives the organisation's decisions, how financial success is achieved and how you impact both strategy and the bottom line? Are you making decisions that are aligned with this understanding?


Cri;cal Thinking for the “New Normal” (C. Rezak) •  Use multiple sources of data to form an "information web" before making a decision or forming a conclusion: Are you asking a lot of questions? Identifying stakeholders and their issues and opinions? Separating facts from assumptions? Are you using the Internet as "one" source of information rather than "the" source? Can you analyze information from different perspectives and viewpoints?

•  Take time to think: Are you finding time and space to let your mind focus and reflect on important issues?

•  Ask for input, critique and opinions from others as you analyse alternatives: Are you checking tentative conclusions with others? Using peers, coaches or mentors to critique your thinking process? Are you willing to open your mind to other ideas or alternatives?


Cri;cal Thinking Skills (Delphi Report) •  Interpretation (Categorization, Clarify meaning, significance) •  Analysis (examining Ideas, identify and examine arguments) •  Evaluation (Assessing claims, assessing arguments) •  Inference (Querying evidence, Conjecturing alternatives, drawing conclusions)

•  Explanation (Stating results, justifying procedures, presenting arguments)

•  Self regulation (Self examination and self correction)


Reminders when Cri;cal Thinking  Determine your strongest belief or opinion about a decision or subject…the step back and try to make a strong argument against it

 Who around me will honestly tell me if they think my reasoning is off base?

 How much is my “dominant logic” impacting my decision? What are plus and minus of all the options?


John Wooden on Leadership   “It all starts with the socks”. Little things make big things happen

 Acknowledge the Unacknowledged

 Nourish talent in an atmosphere of perfection

 Make excellence a habit

  Look for “yes people” who will say no

  Set the proper tone with meticulous time management techniques

  Industriousness and enthusiasm are the twin cornerstones of success

 Good values attract good people (the force of character is cumulative – Ralph Waldo Emerson)


Good to Great Strategies (Collins)

 Lead with questions not answers

 Engage in dialogue and debate, not coercion

 Conduct “autopsies” without blame

 Build in “red flag” mechanisms


I have come to the conclusion that politics is too serious a matter to be left to whom we see as “the politicians”.

~Charles de Gaulle

Those who are “too smart” to engage in politics are punished by being governed by those who are dumber.

~Plato


 http://www.youtube.com/watch?v=PX5RnIBF0AM&feature=related

  Sollozo meeting

 http://www.youtube.com/watch?v=Yut9qPyT9jE


Leadership Decision Making (Delano and Shah) •  What are the issues to be decided? •  How will the decision be made? •  Who is important to consult with? Have peers in my position made similar decisions?

•  What are the options available for a decision? •  What are predicted concrete short term plus and minus consequences?

•  What are predicted concrete long term plus and minus consequences?


Leadership Decision Making (Delano and Shah) •  Am I willing to accept short term loss for potential long term gain? Am I taking a foolish short term gain for a long term loss?

•  What are potential unintended consequences? •  Is the decision ethically and mission related sound? Were there any

“Divided Loyalty” decisions involved and if so, how to address it? •  Will the desired outcomes produce a standard of excellence level of service?


Leadership Decision Making (Delano and Shah) •  What are the political consequences short term? Long term? How can I monitor and adapt to them?

•  Who/what will we competing with this decision? Who/what will be conflicting with?

•  What don’t I know?? •  What is the worst that could happen? •  Will this decision, in any way, change “who we are”?


Leadership Decision Making (Delano and Shah) •  What resources are necessary for implementation? Are the resources enough to produce

a standard of excellence outcome? •  Do we have the personnel already to implement this decision? Who will champion the

decision and be key in implementing it? Who will accept in unenthusiastically? Who will resist it? Who will undermine it?

•  How will the decision be announced? Is there anyone I should alert before announcing

it? •  Once announced how will progress on implementation be monitored and adapted to?

•  How will the outcomes be evaluated? Who will evaluate it? When will it be evaluated? What are the criteria to determine if we achieved “excellence” in the outcome?


Building a “Professionally Packaged Culture”

  Identify your core values and standards of excellence…then build everything around them

 Capitalizing on using meetings as a “status arena” and culture builder  Attention to the “gates” and messages that are being sent   Setting and demanding high professional standards and a commitment to a standard of excellence

 Attention to language and the “meaning” of words


Building a Professionally Packaged Culture

 Make excellence a habit   “It all starts with the socks”…the importance of the basics  Good values attract good people  Develop a theme and role model of “So what will make it better?”  Think “Professional Package” around framing issues and have as many issues as possible “on a professional table”

 Accentuating “who the customers are” and not compromising customer service


Addendum slides

8/23/15 Frank Delano and Jill Shah [email protected] 27

“Defining the New Standard of Excellence at Work” (S. Bagchi)

  Suffer no false attractions: It's always tempting to take the path of least resistance, but true professionals can separate the genuine from the phony.

  Know when to say no: True professionals are not afraid to say no to things that are not worth their time, their energy, or their creativity.

 Take the long view: True professionals understand that every action, decision, and relationship, no matter how small, can have a lasting impact


Why Do Ethics MaQer?? (Charles) • Professionalism  Values clarification  Sets the tone  Controls rumors and reputations  Goals and aspirations for model/best practices  Protection in litigation and liability situations


Ethics Decision Making Model (Charles) •  Intended consequences •  Positive unintended consequences • Negative unintended consequences •  Trade offs • Unknown consequences • Understanding the factor of TIME *Also consider (1) the integrity and value base of the decision, (2) the rights of all involved, (3) are there ethical codes, laws, policies I must abide by? and (4) who else would it be wise to consult with?


Standards of Excellence for Ethical Leadership (Haughey)

•  Ethical Communication: Honesty, Transparency •  Ethical Quality * Quality Product * Quality Customer Service * Quality Delivery of Service

•  Ethical Collaboration *Best Practice *Solve Problems *Address Issues

•  Ethical Succession Planning •  Ethical Tenure


Some Quotes…   It is the nature of man to rise to greatness if greatness is expected of him

(John Steinbeck)

 Leaders must be close enough to relate to others, but far enough ahead to motivate them (John Maxwell)

 The best executive is the one who has sense enough to pick good people to do what he wants done, and self restraint enough to keep from meddling with them while they do it (Teddy Roosevelt)

 The ultimate measure of a man is not where he stands in times of comfort but where he stands in time of challenge and controversy (Martin Luther King)

 The final test of a leader is that they leave behind in others the conviction and will to carry on (Walter Lippman)


Organiza;onal “Poli;cs” (F. Delano and J. Shah)

A set of underlying dynamics not linked to policies, procedures, or concrete structures that influence and drive behaviors and outcomes

within an organization.

Having a thoughtful understanding of the entire circle of these operational nuances one should develop thoughtful, professionally packaged

strategies to best navigate the volatile seas of organizational politics.


My offer is nothing…and I would appreciate it if you put the money up personally  The power and messages given by “access”  Non verbal messages  Clarifying the “message”. “Now, why would I pay more than the normal fee?”

 The gains from composure, controlling anger, silence, and measured statements.

 The price paid for arrogance, not being prepared, not reading “messages”, personalized insults, and bullying attempts to use power


“He is good with a knife (but only in maQers of business and with some sort of reasonable complaint)” •  The importance of preparation, and acknowledging respect for others •  “Advice” before decisions. Whom do you listen to more seriously? Don’t insult.

•  “I slept on the plane” •  “I’ll take care of the Tattaglias” •  “I heard you were a serious man” (The empty chair) •  Speaking when you should listen. •  “All those politicians in your pocket, like so many nickels and dimes”


Using a “Professional Package” to Navigate the Poli;cal Seas

(F. Delano and J. Shah)

•  Remember the political arena in an organization creates a circle with each action having ripple effects through the entire system. Learn to think “three steps ahead” before acting

•  Learn and understand your organizational chart. “Who reports to whom”, and why •  Assess whose star you will hitch your wagon to. •  Be mindful of who is hitching their stars to your wagon •  Meetings! Use these public forums and primary status arenas to present yourself as a thoughtful and valuable learner invested in growth and better service

•  Use and tone of language. Create and maintain a civil and professional atmosphere around you.

•  Learn, understand, live and display “the mission” •  Understand the importance of, and develop the culture, of the “gates” to you and your program

•  Assess and benefit from “the grapevine”. Be careful not to join it thoughtlessly


Using a “Professional Package” to Navigate the Poli;cal Seas

(F. Delano and J. Shah)

  Set and exhibit high and clear professional standards. Don’t settle for less, or

permit “lunacy” to go un-‐confronted   Be willing to confront constructively, allow room for professionally appropriate dissent, and critical thinking

  Assess the messages of “dress”   Assess the impact and messages of your social and informal interactions. (who are you lunching with?, Happy hours, informal conversations, etc.)

  Value the importance of diversity and cultural competence   Create and model a “culture of ethics”, do the “right thing” not always the “best thing”

  Remember the enormous responsibility and impact of your POWER   Remember the power and influence of “access”   Assess to whom in the organization you are valuable to, and why   Establish the value of “customer service”. Define and acknowledge the “key customers”. Be polite and respectful to everyone.


Presenter Contact Informa;on Frank Delano, LMSW, President, Professional Package Consulting [email protected] 914-‐673-‐7802 -‐-‐ Jill Shah, LPC [email protected] -‐-‐ www.professionalpackagetraining.com Facebook: “Frank Delano and Jill Shah Professional Package”

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