CT DCF Leadership Academy for Middle Managers
In keeping with the Agency's cross cutting theme of becoming a learning organization, the DCF Academy is pleased to announce the establishment of The Leadership Academy for Middle Managers (LAMM). This Connecticut specific LAMM is modeled after the National Child Welfare Workforce Institute leadership program sponsored by the Children's Bureau. LAMM is designed to enhance the ability of middle managers to apply leadership skills to the implementation of sustainable systems change aimed at improving the lives of children and families. This series of facilitated dialogues and structured learning experiences will provide middle managers an unprecedented opportunity to self-reflect and share their experiences as an affinity group.
Several managers from DCF have participated in management and leadership development programs, including but not limited to the Children's Bureau's Leadership Academy for Middle Managers (LAMM), the Yale Leadership Program for Human Services Professionals and the Annie E. Casey Foundation's Elm City Fellowship for Children and Families. Most managers at one point in time have also participated in the American Humane Association's (AHA) training on Mastering the Art of Child Welfare Supervision offered in the agency on an ongoing basis. The Leadership Academy incorporates activities and reading materials from those programs into a series of facilitated dialogues and is organized around five essential competencies that managers must have to be effective.
The five Competencies are:
1. Leading Change (linked to Administrative Supervision); visioning and strategy development
2. Leading Results; (Linked to Administrative Supervision) performance and outcome-based management and creating a results oriented culture.
3. Manager as a Coach (Linked to Educational Supervision and Case Consultation
4. Leading People (Linked to Supportive Supervision); team development and team management, assessing, supporting and managing supervisor performance through effective supervision.
5. Leading in Context- collaborative decision making; use of internal and external stakeholders in the decision making process.
A basic working assumption of this model is that a flexible structure is necessary for creating the opportunity for each manager to explore and build on his or her own strengths and professional development needs. The process begins with assessing participant's leadership style and strengths, and then incorporates, performance management, results-based accountability and organizational development tools to support the learning process. Participants will also use reflective practice techniques, including journaling, to explore areas of leadership development.
Each manager will be required to identify a Change Initiative to be utilized throughout the learning experience. This Change Initiative should be one that the manager is passionate about and that can result in a change in practice within their span of control. Participants will be expected to develop and present their Change Initiative to fellow participants and to members of the Agency leadership team.