Leadership

Operations

There are a number of markers throughout an organization that demonstrate that leadership is doing its job and doing it effectively.Some of these markers will be similar to those identified in other domains.

 

Clarity of Purpose

No gap between what leadership thinks should be done and how the front line views it. There is understanding and agreement about the major purposes and outcomes of the agency. Staff feel invested and understand how their jobs support the work of the agency.

 

Policy Alignment

Policies are jointly crafted, understood and followed consistently. There is minimal time spent complaining about, subverting and otherwise avoiding compliance with policies.

 

High Expectations

Staff are willing to report egregious work or misconduct. Staff are invested in the vision and mission of the agency and understand that children, youth and families deserve the best possible service. Reporting misconduct is not seen as “tattling,” but rather reflects the reality that achieving positive outcomes requires everyone’s best effort.

 

Communication Flow

There are a number of markers throughout an organization that demonstrate that leadership is doing its job and doing it effectively.Some of these markers will be similar to those identified in other domains.

 

Safety

Staff throughout the organization say what they mean and mean what they say. Staff do not feel hesitant to raise topics and know how to do so without anger, blaming, or hedging.

 

Improved Performance

Managers and supervisors do not avoid or delay evaluating staff performance. They do so from a developmental perspective, but understand the cost to the organization if they do not forcefully address negative influences and/or deficient performance.

 

Organizational Energy

Sick leave use and grievances are within expected limits. The organization is energized, even when the work is difficult and emotionally draining. Staff can articulate why they are there and the value of their work to the families and communities they serve.

 

Priorities Are Clear and Manageable

Little time and energy are wasted on doing the wrong work or doing it badly. Staff are expected to 

“stretch,” but are not asked to do the impossible. They feel supported by supervisors and have the 

resources they need to do their job.

 

External Management Is Minimal

The agency is known and respected for its competence, compassion and outcomes. The agency is not subject to intrusive and/or contin al oversight by the legislature, the judiciary and advocacy groups. Its expertise is sought out and it has support in times of crisis.

 

 






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