Marian Quinn, CEO, Childhood Development Initiative October 4 th, 2103
Being motivated – having clear goals Having responsibility, autonomy, something to own Knowing its OK to ask for help Owning what's expected of me Having the support, training and resources to do the job.
Formal approaches: ◦ Supervision ◦ Communication ◦ Invest in team building opportunities ◦ Structures for participation, consultation, shared thinking ◦ Identyfing teams within teams. Informal relationship aspects: ◦ Get to know each other, not just the role ◦ Have fun ◦ Create a positive atmosphere ◦ Have a place where people can be heard.
‘There’s only one thing more contagious than a good attitude, and that’s a bad attitude’ John Maxwell
Be a leader – create a vision, a direction or goal: set the tone Give feedback immediately – positive and negative: nip things in the bud Publicly acknowledge achievements and good work Take calculated risks in delegating Name the elephant and be clear what’s acceptable and expected Balance ‘hand holding’ with accountability and responsibility: scrutiny and support Delegate the responsibility, not just the task Recognise that nurturing staff is your responsibility.
Get a good fit between the skills and competencies of your staff and the job they are tasked to do Mentor staff Be a positive role model.
Its quicker to do it myself We tried that and it didn’t work They aren't interested anyway I'm the boss I haven't got the time Its not how we do it here That’s all very well, but you don’t know how unique this place is.
‘Whenever a friend succeeds, a little something in me dies’ Gore Vidal, 1973
Identify what you’re doing well: do it more and better! Reflect on your anxieties and concerns: test them for validity Engage your team in being creative and finding solutions – (e.g. De Bono's thinking hats) Challenge yourself to take calculated risks – be clear about how mistakes will be managed.
‘Go on failing. Go on, Only next time, try to fail better.’ Samuel Beckett