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Barbara J. Brown LEAD520PA – Leadership Coaching March 27, 2013 Dr Lisa Haddock Southwestern College Professional Studies.

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Presentation on theme: "Barbara J. Brown LEAD520PA – Leadership Coaching March 27, 2013 Dr Lisa Haddock Southwestern College Professional Studies."— Presentation transcript:

1 Barbara J. Brown LEAD520PA – Leadership Coaching March 27, 2013 Dr Lisa Haddock Southwestern College Professional Studies

2  Performance Improvement:  Enrich weak skills and abilities  Engaging leaders in ongoing self-improvement  Developing leaders  Conflict management  Organizational Change:  Improve communication  Build team commitment  Promote leadership  Foster esprit de corps  Cultivate feedback  Adapt to changing external conditions

3  What impact do I want to make for organization?  Increase active leaders  Improve communication  Encourage feedback  Team commitment  Esprit de corps  Manage conflict  What do I want out of my career?  Continuous leadership development  Job advancement  Job satisfaction

4  Strengths  Job/Leadership Experience  Commitment  Discipline  Customer Focus  Effective Judgment  Weaknesses  Communication  Critical Thinking  Conflict Resolution  Self Assurance  By forcing myself to branch out to a higher degree of self-awareness, I will be able to capitalize on my strengths and develop a plan to improve my weaknesses.

5  Motivations  Job satisfaction  Task accomplishment  Appreciation  Preferences  Social vs secluded  Professionalism  Integrity  Shared values/ethics  Self-awareness involves a capacity to monitor and control those strong but subliminal biases that all of us harbor and that skew out decision-making (de Janasz, p.5)

6  Supportive – focused on organizing, supporting and developing the people on the team  Democratic – team involvement helps develop people skills  Participative – include team members in decision-making process and encourage creativity  Transformational – expect the best from everyone on the team

7  Personal  Communication  Feedback  Conflict Resolution  Role in motivation – need to master the challenge  Role as a resource – opportunity for experimentation and practice; exposure to different perspectives  Workplace  Active leaders  Communication  Feedback  Team commitment  Esprit de corps

8  Training Leadership seminars, college courses, mentorship, coaching  Documentation Surveys Continuity books Attendance lists Evaluation  Performance appraisals Customer feedback Organizational surveys 360-degree feedback

9  Personal  Family  Friends  Church  Role in motivation – confidence in ability to learn and grow; positive value placed on change  Role as a resource – confirmation and clarification of lessons learned  Workplace  Co-workers  Internal leaders  External leaders

10 Commander (CC) Mrs. Barbara Brown Unit Program Coordinator First Sergeant (CCF) Security Forces Mgr (SFM) Commander’s Support Staff S-2 - Investigations S-5 – Plans S-4 - Logistics S-3 - Operations Unit Manning Auth/Assign: 219/ %  Officer: 3/3 100%  Enlisted: 167/ %  Civilian SF: 23/14 60%  Civilian: 17/17 100%  IMA: 6/6 100%

11 22 SFS/S-1 Sight Picture Jan – March 2013 Focus Areas Priorities S-1 Scope Initiatives Mission: Provide a safe and secure environment at home and abroad by training, organizing, equipping and developing SF Airmen and Leaders to meet future challenges. Vision: Unparalleled force protection through integrated defense at home and abroad Priority: Establishing a Back to Basics Professional Force Capable of Contributing to Fighting and Winning the Nations Wars throughout the Full Range of Military Operations. Air Force Security Forces: Ready – Resilient – Air-minded Unit Auth/Assn: 219/ %  Officer: 3/3 100%  Enlisted: 167/ %  Civilian SF: 23/14 60%  Civilian: 17/17 100%  IMA: 6/6 100% Working  Create Squadron annual awards display  Create electronic leave out-processing procedures  Develop CSS Personnel Database  Update EPR/OPR Job Descriptions  Develop Sq Policies/Procedures OI  Review/update SF OI , Recall Strength Reporting and Accountability  February CSS Newsletter  Convert paper processes to electronic  Friendly/clean customer service environment  Efficient/effective use of resources  Meet needs/expectation of customers  100% EPR/decoration on-time turn in  100% BLSDM data integrity  Concise/easy to use CSS SharePoint Page  Meet all MSG/TMT suspense taskers  Serve as unit liaison to military and civilian personnel offices  Timely dissemination of Wing/Group/Squadron administrative guidance/procedures  100% personnel accountability  100% WAPS material distribution  100% AtHoc registration  Support unit physical fitness plan  Deliver excellent customer service  EPR/decoration submission timeliness  Maintain personnel accountability (leaves/TDYs/ALS/quarters)  Ensure BLSDM data integrity  Assign suspenses in support of commander’s needs  Ensure administrative documents for commander signature are grammatically correct and IAW T&Q  Preserve/protect Personal Information Files (PIFs)  Identify/develop electronic initiatives  Provide CSS SharePoint Site with accurate data for easy retrieval  Ensure members have correct information in AtHoc notification system  Prompt issue of WAPS materials/PDGs  Project EPR suspenses 90-days out  Provide awards/recognition through quarterly squadron Commander’s Calls Customer Service Tools Contact Information  CSS SharePoint Site  CSS Newsletters  MPS Contact Listing DSN Commercial: SFS/CSS Topeka St, Ste 119 McConnell AFB KS https://eim.amc.af.mil/org/22sfs/css/default.aspx March Personnel Actions  EPRs processed 151  Decorations processed 112  CRO/duty information updates 88  TMT suspenses processed 99  In-processed (PCS/TDY) 67  Out-processed (PCS/TDY) 32  Urinalysis notifications 37  WAPS test dates issued 32 Completed  Administered CSS Survey  Developed 2013 extended tour listing  Renovated EPR bullet bank  Developed electronic CRO worksheet  Developed Feedback Verification sheet  Established Electronic Media Display

12  Initiate an “anonymous” Unit Climate Assessment to obtain individual feedback on what the squadron members’ thoughts and needs are  Conduct customer satisfaction survey to determine what areas the customers find satisfying and dissatisfying.  Encourage each section leader to conduct an office survey to determine how well they are leading their people and performing services to the customer  Engage with key squadron leaders to obtain buy-in to hold a monthly luncheon where volunteer leaders speak to squadron members on various leadership topics. Use as a leadership training tool. Schedule briefers. Topics include: Leaders/follower responsibilities, coaching techniques, motivational techniques, conflict resolution

13  Internal  Leadership seminars  Squadron functions  feedback  Written communication  Supervisor feedback  Surveys  Performance appraisals  External  Customer feedback  Suppliers  Spousal feedback  Facebook  Letters  External surveys

14  Conduct an “esprit de corps” survey to find out what events or gatherings squadron personnel would like to attend. What are their hobbies?  Organize a family BBQ and a spouses’ luncheon to provide platform for employees and their families to come together with squadron leadership and employees. Encourage support for families of deployed members.  Conduct a volleyball and softball tournament to be played at the BBQ  Lead participation in a local fun run to encourage fitness and team accomplishment  Plan and organize a childrens party around a holiday (Childrens Christmas Party, Holloween Party, Easter Egg Hunt) to bring parents, children, and co-workers together

15  Clarify organizational roles and responsibilities  Focus on team goals and objectives  Lead by example  Encourage employees to set professional goals  Institute a squadron monthly awards program to reward squadron members who’s performance for the month was above and beyond the call of duty.  Brief squadron on new program at the monthly Commander’s Calls  Encourage group recognition  Revisit goals monthly

16  Handle conflict according to the situation using the skills and experiences learned  Do not ignore the conflict or avoid it  Ensure all members understand their roles and responsibilities  Encourage open communication  Listen effectively

17  Training Leadership seminars, college courses, mentorship, coaching  Documentation Surveys Continuity books Attendance lists Evaluation  Performance appraisals Customer feedback Organizational surveys 360-degree feedback

18 ( 2010). Handbook of leadership development. San Francisco: Jossey-Bass. De Janasz, S. (2012). Interpersonal skills in organizations. New York NY: The McGraw Hill Companies Inc


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