Giant Pumpkins. Low Bars and Pulling Weeds
Over the last 2 and half months we have worked intensively with six organizations (The Lucky 6) by contract with the State of Georgia. We visited each one twice for two days of jam packed information and inspiration. Their missions were similar though their sizes varied from relatively small to fairly large.
Half the training was mission related; the other half specific to values based human relations practices. The latter, human relations, is the topic addressed here.
GIANT Pumpkins
Deb is a valued veteran of our staff. She and her husband share a love of gardening. They are the most serious gardeners I know. Their specialty is growing giant pumpkins. When asked the secret to growing 1500 lb. goliaths Deb told me there are two; starting with great seeds and plenty of nurturing (five whole gallons of miracle grow every day to be exact).
We use this metaphor to help organizations understand what it takes to build a world class team of staff. We help them understand the critical importance of holding out to find the best talent. Then we show them how to improve their recruitment practices so as to attract and select world class candidates. Then we move on to the nurturing part which includes new dimensions and vast amounts of orientation, training, coaching and support.
Stages
As each of the Lucky 6 organizations grasped this new paradigm of human relations they quickly realized they have current employees who do not meet the standards they are about to set for new hires. Just as quickly they realized they need to use the tools we provided to communicate this new understanding to current employees.
The Stages of Development is a tool we developed to graphically enable managers to view performers in one of four boxes. Those in Box 1 need to be told what to do. They need specific instructions and certainly shouldn’t be expected to be trusted with any significant duties or responsibilities. Brand new employees and recently promoted veterans always spend some time in Box 1 .
Eventually people develop some basic skills and move out of Box 1. They need coaching not direction and become Box 2 performers. Eventually they gain more mastery over their jobs and their confidence grows to a point where all they need is a sufficient level of support. These folks try things and report back often saying something like, “This is what I did, what do you think?” We call this Box 3 performance. With more experience in varying settings and circumstances they become independent in their jobs and reach Box 4.
The Lowering of the Bar
Our experience with The Lucky 6 has confirmed observations made over the last twenty years with dozens of organizations throughout the country. A sad and conflicting scenario has repeatedly occurred. Due to better advocacy, enlightened families and institutional closures our field has witnessed dramatic growth. Yet as our jobs have become ever more complex; government support insufficient and labor supplies have tightened far too many organizations have watched helplessly as their performance bar has lowered and sunk.
Over this period we’ve heard executive after executive bemoan they are hiring people today they would never have even interviewed 10 or 15 years ago. When we ask them if any of their current employees with 2 or more years of experience are still performing in Box 1 (they don’t do anything unless specifically told to do so) they quickly and regretfully respond, yes. When we ask if any with 5, 10 or 15 years experience are also performing in Box 1 their regret turns to embarrassment and then distress.
Certain industries have compensated for this lower bar through technology. Just push the button on the cash register that looks like a hamburger and hand back the amount of change the machine tells you to. But we haven’t figured out yet how technology can be of similar assistance in direct human service systems. So, too many organizations find themselves with more and more Box 1 performers.
Pulling Weeds
In our way of thinking, human service organizations are left with two choices. Provide sufficient training, coaching and support to help those who are motivated improve. For those who are satisfied with their poor performance, resist change or do not respond to additional training we are left with only one alternative. Keeping with the gardening metaphor they have to be viewed as weeds, which need to be removed from the garden before they choke the vitality from the giant pumpkins.
Using labels is dangerous. Metaphors are fun and often useful teaching methods. When considering this one, please remember that by definition weeds are plants which are out of place. In another garden or another place they will be appreciated and will thrive.
Thursday, April 24, 2008
Thursday, April 3, 2008
Georgia is Making the Shift!
Hi Mr. Suess,
I hope all is well with you. Everyone here at East Central is still filling buckets in various ways. The atmosphere seems so much more positive! The Champions have been facilitating the consumer groups in the manner that you showed us and we have already seen great results. One consumer has reduced her episodes of SIB. Consumers are paying more attention, and the staff seem to be having fun assisting with the implementation of the programs. The best news of all is that our accidents and incidents dropped to 128 for the month of March! (We generally average around 200+).
We have also completed our caring assessments. We have had daily reading sessions in order to allow all staff time to read the "Shift Happens" book. I enjoyed the book, "How Full is Your Bucket". I have also printed the water drops from the website and have given several to staff within the division.
Just wanted to give you a little update. Talk to you later...
Denise Bartlett
Developmental Disabilities Chief
East Central Regional Hospital, Georgia
I hope all is well with you. Everyone here at East Central is still filling buckets in various ways. The atmosphere seems so much more positive! The Champions have been facilitating the consumer groups in the manner that you showed us and we have already seen great results. One consumer has reduced her episodes of SIB. Consumers are paying more attention, and the staff seem to be having fun assisting with the implementation of the programs. The best news of all is that our accidents and incidents dropped to 128 for the month of March! (We generally average around 200+).
We have also completed our caring assessments. We have had daily reading sessions in order to allow all staff time to read the "Shift Happens" book. I enjoyed the book, "How Full is Your Bucket". I have also printed the water drops from the website and have given several to staff within the division.
Just wanted to give you a little update. Talk to you later...
Denise Bartlett
Developmental Disabilities Chief
East Central Regional Hospital, Georgia
Poem: George Is In Georgia
The following poem was written by Sharon Suess, George’s wife, as a tribute to his dedication and passion in spreading the word of Delarc’s proactive, positive approach.
George is in Georgia. That's where he is.
He flew there this morning, it's all about biz.
He teaches and charms the good people there.
He expends lots of energy and shows how to care.
Delarc is amazing, they've worked really hard,
The proactive approach deserves high regard.
He comes home exhausted yet strangely delighted.
His audiences listen, their hope is ignited.
He never stops working, not even at night.
I can tell what he's thinking and I'm always right.
He closes his eyes at the end of the day.
But helping his people never goes away.
He's a true warrior for people who need him.
He fights the good fight, his goals never dim.
His work is his passion, he's spreading the word.
Sharing his wisdom, his vision unblurred.
George is in Georgia. That's where he is.
He flew there this morning, it's all about biz.
He teaches and charms the good people there.
He expends lots of energy and shows how to care.
Delarc is amazing, they've worked really hard,
The proactive approach deserves high regard.
He comes home exhausted yet strangely delighted.
His audiences listen, their hope is ignited.
He never stops working, not even at night.
I can tell what he's thinking and I'm always right.
He closes his eyes at the end of the day.
But helping his people never goes away.
He's a true warrior for people who need him.
He fights the good fight, his goals never dim.
His work is his passion, he's spreading the word.
Sharing his wisdom, his vision unblurred.
Tuesday, April 1, 2008
Reflections from participating in Training in Georgia
Although I've been part of training and consulting a few times over the last 10 years, my participation always reaffirms the blessing I feel to work and provide high quality services for the consumers at The Arc of Delaware County.
Many organizations across the country are eager to learn how to improve their service provision to consumers to achieve even greater benefits. It's really terrific that The Arc of Delaware County is such an inspiration for other agencies serving individuals with developmental disabilities. The staff at these agencies truly devour both the behavioral technology and the leadership approaches we use to such great effect in our own organization. It is humbling yet very gratifying to be told that we are such a motivation to them. We are able to provide them with hands on knowledge and skills. It makes a hugh difference to agencies that we walk the same walk every day and understand the realities and challenges. We were told on this trip that we're their heroes!
I always return invigorated and energized, which positively impacts the work I do for the individuals we serve in Delaware County.
Barbara Rothenberg,
Chief Operating Officer
The Arc of Delaware County
Many organizations across the country are eager to learn how to improve their service provision to consumers to achieve even greater benefits. It's really terrific that The Arc of Delaware County is such an inspiration for other agencies serving individuals with developmental disabilities. The staff at these agencies truly devour both the behavioral technology and the leadership approaches we use to such great effect in our own organization. It is humbling yet very gratifying to be told that we are such a motivation to them. We are able to provide them with hands on knowledge and skills. It makes a hugh difference to agencies that we walk the same walk every day and understand the realities and challenges. We were told on this trip that we're their heroes!
I always return invigorated and energized, which positively impacts the work I do for the individuals we serve in Delaware County.
Barbara Rothenberg,
Chief Operating Officer
The Arc of Delaware County
Sunday, March 9, 2008
4, 4, 3, 2 A World Record
Five states, four airports, 3 planes and two rental cars (the same one twice) all in one day and all for one trip from Augusta, Georgia to Albany, New York. A trying end to an otherwise extremely successful trip introducing the proactive philosophy and positive approach of the Arc of Delaware County to two large agencies, the last leg of the first phase of our Georgia project. More n the record later, but first ...
Once again … the wisdom of direct service staff, the importance of leadership and lessons learned:
This trip concluded the first phase of this year long project (see prior posts for details). We have provided six agencies in Georgia with two days of training over the last five weeks. This training has focused on our philosophy and approach as it applies to the people served. In two weeks we begin the second phase of an additional two days of training at each organization. That phase will focus on organizational culture and employee / HR practices. This week we learned:
1 This training is powerful. Once again 100% of our audiences (well over 400 people) enthusiastically describe this training as the absolute "best" they have ever experienced. The Director of our largest group told us any number of surveyors and consultants have eloquently reported to them what their myriad of problems are but none of them gave them the practical, systemic solutions we presented.
2 People are eager to do a good job. There is so much talk about poor work ethic in America; yet what we consistently find is that people truly do want to do a good job. But if there is no support or poor leadership they lose heart and things spiral downward.
3 Workers are smart. They know there has to be a better way and they can spot it when they see it.
4 The push and pull of change. Leadership is critical. It is an established fact that cultural change must start at the top. But not enough attention is given to the importance of an inspired workforce. Determined leaders will effectuate change. It may take time and it may get bloody, but change will happen. But it will happen a lot quicker and a lot easier if the workforce pushes while leaders pull.
There is ardent excitement in all six organizations; they have been introduced to a model they can believe in. One that makes sense; will benefit the people they serve; one that is encouraging and positive; one that answers a lot of questions they have wrestled with for years. They're excited and we are excited for them.
5 Alas, unfortunately the first phase of this training also confirmed or rather reconfirmed something very troubling we have known for years. That is, an awful lot of bad hiring and bad promoting is going on and has gone on for quite some time (as in decades).
6 Stop shooting yourself in the foot! Perhaps the most frequent question that arises when attendees start to understand our philosophy and approach is, "How do we get resistant staff to get on board?"
My response is always to begin by stop shooting themselves in the foot. By that I mean begin by improving hiring and promotional practices so as not to continue to hire or promote people who can not or will not eagerly buy into this effort. To achieve higher quality improving these practices is a must. At the risk of mixing metaphors, we have to stop the leak before we start to bale out the boat.
Once the leak is stopped and we are hiring and promoting better candidates they will actually help us turn around poor performers and move out those who are dead weight. Better front line staff will make the poor performers stand out and will make it easier to address their deficiencies. Better supervisors will help us follow through on the retraining of those who will benefit from same or discipline those who are incapable or who resist.
7 Change SWAN to SEAN! For years we have prided ourselves on hiring SWAN's. That is candidates who are smart, willing to learn, ambitious and nice. This emphasis has had many benefits; yet, time and again, we have lamented how hard it is to determine candidates' "willingness to learn". The more unique the organization the more important is the attribute of being willing to learn.
We have spent endless hours trying to improve our interviewing practices to determine this willingness. We do well but failure from time to time, particularly at the upper management level, results in many levels and degrees of frustration and dissatisfaction.
Consequently we continue to study, at times to the point of agony, this matter. We have concluded there are a few reasons why assessing willingness to learn is so difficult. One reason is that it is pretty easy to fake. Look attentive and interested and you can appear willing. Other reasons are that willingness to learn is a fairly passive act and it applies a disproportionate amount of the candidate's willingness to learn to the agency's ability to teach.
The most profound thing I have personally learned this year is that it is more about eagerness than willingness. It is not a matter of the candidate's willingness to listen to us lecture them but rather a matter of them demonstrating an eagerness to learn whatever it is we are teaching as well as those lessons that are unfolding around them even if a formal teaching session hasn't occurred. It is more about the questions they ask than the answers they glean. It is more about the follow up questions than the initial ones. It is more about taking the lessons, applying them independently and asking for feedback than on passing a quiz.
That’s' why we are changing swan to sean. We need employees who are smart eager to learn, ambitious and nice. It's good to be willing but critical to be eager!
Now for more on our traveler's world record:
Bo, Jim and I are claiming a traveler's world record and if you have one to beat it, let us know.
We started by sitting on the runway in our turbo prop Delta Connections plane in Augusta at 8:00. As soon as the doors shut the pilot informed us there was a terrible storm in Atlanta that had put a hold stop on everything going in or out. What to do?
A call back home to our travel agent (glory be for Saturday hours) informed us all Delta flights for the next two days were over booked and we would be lucky to get flights by tomorrow night and we would most certainly have to split up. A real problem since Jim and Bo rode to Albany together.
Pat, our travel agent was great and after checking a bunch of options told us our best chance was to drive to Columbia, South Carolina and buy US Air tickets to Charlotte, North Carolina and grab a connection to Albany from there. She would write a letter to Delta Monday requesting a refund for our Delta tickets.
So back to the Budget rental car booth where we re-rented the car we had turned in three hours prior. Budget may think it is in the car rental business, but since the car was washed and gassed up when we took off again we realized it was really our pit stop and we gave thanks to our pit crew that got us out on time and refreshed.
Two hours later we were in Columbia and while it was very windy there we learned no flights there had been canceled and it looked pretty good our Charlotte flight would take off as scheduled. Still, having learned a lesson, we asked our pit crew chief in Columbia to hold our car in case we needed it again if the weather turned worse. She said she would hold it for three hours and then close it out. A couple of long lay overs in Columbia and Charlotte and we were off to Albany. However our adventure wasn't over. 30 minutes from Albany the worse turbulence any of us had previously experienced set in. The group behind us was have a ball yelling weeeee and woooo with every lift and dip. As for me, I was digging in the pouch in the back of the seat in front of me for that little white barf bag. While they were having fun pretending they were on an amuzement park ride I was breaking into one of those prepuking sweats that lets you know if it the "ride" doesn't end soon I'm going to lose it.
Breath deeply George, breath deeply I kept telling myself.
Fortunately the flight ended just as I was reaching the end of my control.
So, a little worse for wear, today's journey concluded:
4 states, 4 airports, 3 airplanes and 2 car rentals; a record Bo, Jim and I defy anyone to beat!
More next time,
George
Five states, four airports, 3 planes and two rental cars (the same one twice) all in one day and all for one trip from Augusta, Georgia to Albany, New York. A trying end to an otherwise extremely successful trip introducing the proactive philosophy and positive approach of the Arc of Delaware County to two large agencies, the last leg of the first phase of our Georgia project. More n the record later, but first ...
Once again … the wisdom of direct service staff, the importance of leadership and lessons learned:
This trip concluded the first phase of this year long project (see prior posts for details). We have provided six agencies in Georgia with two days of training over the last five weeks. This training has focused on our philosophy and approach as it applies to the people served. In two weeks we begin the second phase of an additional two days of training at each organization. That phase will focus on organizational culture and employee / HR practices. This week we learned:
1 This training is powerful. Once again 100% of our audiences (well over 400 people) enthusiastically describe this training as the absolute "best" they have ever experienced. The Director of our largest group told us any number of surveyors and consultants have eloquently reported to them what their myriad of problems are but none of them gave them the practical, systemic solutions we presented.
2 People are eager to do a good job. There is so much talk about poor work ethic in America; yet what we consistently find is that people truly do want to do a good job. But if there is no support or poor leadership they lose heart and things spiral downward.
3 Workers are smart. They know there has to be a better way and they can spot it when they see it.
4 The push and pull of change. Leadership is critical. It is an established fact that cultural change must start at the top. But not enough attention is given to the importance of an inspired workforce. Determined leaders will effectuate change. It may take time and it may get bloody, but change will happen. But it will happen a lot quicker and a lot easier if the workforce pushes while leaders pull.
There is ardent excitement in all six organizations; they have been introduced to a model they can believe in. One that makes sense; will benefit the people they serve; one that is encouraging and positive; one that answers a lot of questions they have wrestled with for years. They're excited and we are excited for them.
5 Alas, unfortunately the first phase of this training also confirmed or rather reconfirmed something very troubling we have known for years. That is, an awful lot of bad hiring and bad promoting is going on and has gone on for quite some time (as in decades).
6 Stop shooting yourself in the foot! Perhaps the most frequent question that arises when attendees start to understand our philosophy and approach is, "How do we get resistant staff to get on board?"
My response is always to begin by stop shooting themselves in the foot. By that I mean begin by improving hiring and promotional practices so as not to continue to hire or promote people who can not or will not eagerly buy into this effort. To achieve higher quality improving these practices is a must. At the risk of mixing metaphors, we have to stop the leak before we start to bale out the boat.
Once the leak is stopped and we are hiring and promoting better candidates they will actually help us turn around poor performers and move out those who are dead weight. Better front line staff will make the poor performers stand out and will make it easier to address their deficiencies. Better supervisors will help us follow through on the retraining of those who will benefit from same or discipline those who are incapable or who resist.
7 Change SWAN to SEAN! For years we have prided ourselves on hiring SWAN's. That is candidates who are smart, willing to learn, ambitious and nice. This emphasis has had many benefits; yet, time and again, we have lamented how hard it is to determine candidates' "willingness to learn". The more unique the organization the more important is the attribute of being willing to learn.
We have spent endless hours trying to improve our interviewing practices to determine this willingness. We do well but failure from time to time, particularly at the upper management level, results in many levels and degrees of frustration and dissatisfaction.
Consequently we continue to study, at times to the point of agony, this matter. We have concluded there are a few reasons why assessing willingness to learn is so difficult. One reason is that it is pretty easy to fake. Look attentive and interested and you can appear willing. Other reasons are that willingness to learn is a fairly passive act and it applies a disproportionate amount of the candidate's willingness to learn to the agency's ability to teach.
The most profound thing I have personally learned this year is that it is more about eagerness than willingness. It is not a matter of the candidate's willingness to listen to us lecture them but rather a matter of them demonstrating an eagerness to learn whatever it is we are teaching as well as those lessons that are unfolding around them even if a formal teaching session hasn't occurred. It is more about the questions they ask than the answers they glean. It is more about the follow up questions than the initial ones. It is more about taking the lessons, applying them independently and asking for feedback than on passing a quiz.
That’s' why we are changing swan to sean. We need employees who are smart eager to learn, ambitious and nice. It's good to be willing but critical to be eager!
Now for more on our traveler's world record:
Bo, Jim and I are claiming a traveler's world record and if you have one to beat it, let us know.
We started by sitting on the runway in our turbo prop Delta Connections plane in Augusta at 8:00. As soon as the doors shut the pilot informed us there was a terrible storm in Atlanta that had put a hold stop on everything going in or out. What to do?
A call back home to our travel agent (glory be for Saturday hours) informed us all Delta flights for the next two days were over booked and we would be lucky to get flights by tomorrow night and we would most certainly have to split up. A real problem since Jim and Bo rode to Albany together.
Pat, our travel agent was great and after checking a bunch of options told us our best chance was to drive to Columbia, South Carolina and buy US Air tickets to Charlotte, North Carolina and grab a connection to Albany from there. She would write a letter to Delta Monday requesting a refund for our Delta tickets.
So back to the Budget rental car booth where we re-rented the car we had turned in three hours prior. Budget may think it is in the car rental business, but since the car was washed and gassed up when we took off again we realized it was really our pit stop and we gave thanks to our pit crew that got us out on time and refreshed.
Two hours later we were in Columbia and while it was very windy there we learned no flights there had been canceled and it looked pretty good our Charlotte flight would take off as scheduled. Still, having learned a lesson, we asked our pit crew chief in Columbia to hold our car in case we needed it again if the weather turned worse. She said she would hold it for three hours and then close it out. A couple of long lay overs in Columbia and Charlotte and we were off to Albany. However our adventure wasn't over. 30 minutes from Albany the worse turbulence any of us had previously experienced set in. The group behind us was have a ball yelling weeeee and woooo with every lift and dip. As for me, I was digging in the pouch in the back of the seat in front of me for that little white barf bag. While they were having fun pretending they were on an amuzement park ride I was breaking into one of those prepuking sweats that lets you know if it the "ride" doesn't end soon I'm going to lose it.
Breath deeply George, breath deeply I kept telling myself.
Fortunately the flight ended just as I was reaching the end of my control.
So, a little worse for wear, today's journey concluded:
4 states, 4 airports, 3 airplanes and 2 car rentals; a record Bo, Jim and I defy anyone to beat!
More next time,
George
Wednesday, February 27, 2008
Stacie's Note:
George,
The following are my thoughts regarding our week in Georgia.
Motivating, inspiring and clear.
These three words can help express my week in Georgia with Shift Happens consulting and training. I say motivating because this experience made it quite clear that The Arc of Delaware County has done exceptional work in its years of existence while caring without restraint. For me, someone who is new to this field, seeing another way of serving people with developmental disabilities reinforced my view of the need to continue our strive for excellence while spreading the message, philosophy and competencies of Shift Happens.
I say inspiring for two reasons. First, George is an incredible speaker/trainer. He does everything he can to reach each individual in the audience. If he doesn’t convey our message during the six hours of training, you see him during breaks, lunch and after the training listening to people and explaining Shift Happens in way that is easier for them.
The second reason is because it is also clear that the organizations we are working with are hungry for a new, better way of helping people live fulfilling lives as opposed to sticking to the status quo.
One of the most powerful quotes that I hear George say is, "You can’t get good people to do bad things, and you can’t get bad people to do good things". After seeing Shift Happens being introduced to new organizations, that point is crystal clear. I know we are all very excited and anxious to see how the good people of Georgia will embrace this essential "shift".
Thank you,
Stacie Haynes
Community Relations Assistant
The Arc of Delaware County
Thank you Stacie. I was delighted you were part of the team. And even more delighted you are part of this organization.
George
Sunday, February 24, 2008
Exhausted & Exhilarated.
Several years ago an experienced professional visited Delarc and wrote about his visit in his organization's newsletter, one with a state-wide if not national distribution. His tour was thorough. Our agency was one of dozens he had visited over his career.
He was quite taken with what he saw and the article contained many wonderful comments. One line he wrote though has stayed with me all these years later. When talking about the energy and spirit of our staff he wrote, "Exhaustion and exhilaration at the end of an 8 hour day."
Now, so many years later, and once more 30,000 feet over the Carolinas that's the line that sums up this trip. Up at 3:00 a.m. to drive two hours to Atlanta to catch an 8:30 flight home we're feeling exhilaration and fairly exhausted. It's hard not to be exhilarated when, once again 100% of the staff from two very different organizations are raving about the Shift Happens training we provided them this week. And while part of the exhaustion comes from being up at 3:00 the majority of it comes from the grueling training schedule and the associated physical and mental exertion.
Monday and Tuesday with one organization just north of the city of Atlanta, and Thursday and Friday with another an hour and a half away, Wednesday as a day of travel, debriefing of one, preparation for the other and then there's the matter of our real jobs back in Delaware County. Phone calls, emails, letters, and other items as necessary and maybe a little exercise fill up another ten-hour day.
Both agencies serve individuals with developmental disabilities but that's where the similarity ends. One was larger, one offered several other services, one had a foundation set by religious tradition, one was a division of a huge corporation, one focused on a limited geography, one had just recovered from a serious setback.
In both cases there was a mix of new and veteran staff. I loved it when one of the higher level administrators, who had lots of experience on the front lines caught me at the end of his second day to tell me that he agreed to attend the sessions because it was the right example to set, but that he expected it would be rather typical; something to be endured. He told me that he had "sat through" tons of training sessions over the years and to his absolute delight this was the best one ever. It was a comment shared by everyone else in both groups. Pretty awesome but read on…
How great is this?
On Monday and Tuesday a young but experienced woman suffered through the days with a serious head cold. She was sniffling throughout and used way too many tissues to count. Several times over the two days, Chris and Stacie, my teammates this time, and I commented to ourselves and to each other about what a trooper she was. She didn’t just hang in there, she fully participated. At times she was skeptical to the point of resistance, yet she displayed a hunger and eagerness to learn.
When the session ended late Tuesday afternoon she expressed sincere gratitude for all she learned. We told her we appreciated having her in the group and were proud of the way she went about learning and wished her well.
I don't know about Chris and Stacie but I was sure she was heading straight home to bed. We then turned our attention to a small group of their leadership team to debrief the two days and confirm the objectives they had set for the next six weeks.
About 30 minutes into the debriefing, our cold victim reappeared and politely excused herself for interrupting. She said there was something she felt she just had to tell us. She went on to say she had just spent the last half hour talking to her supervisor about a difficult subordinate… a person older than her with a strong personality whose performance had troubled her for quite some time (years?). She said that as a result of today's training she gained the confidence to confront the individual and the knowledge of how to do so in a way that would encourage improved performance. She said, "For the first time I feel truly empowered." How great is that!
Read on for more…
That was great. Now read this.
24 hours later Chris and I received the following email (which we promptly shared with Stacie) from a supervisor in the same group whose name is withheld:
Hello George & Chris,
I would like to share a story with you. Early this morning I received a call on my cell. Upon answering, I discovered it was a staff at one of our houses who attended both days of the training. My initial thought was "Oh, no" as this is a staff who I like and value, but she only calls me when she has a major complaint or concern, and usually results in me having to do some sort of legwork. I asked her how she was (sick?) and what was up. She then told me that she called just to tell me how much she admires the way I find just the right words to talk to the individuals we serve, and how she aspires to learn that skill, and just how much she appreciates that about me.
I am floored and humbled by the effect your training has had on our staff, and must express to you our commitment to the philosophy. Staff are excited that you're coming back, and look forward to it.
Just wanted to share and say thank you.
An uphill, no, up a steep mountain battle.
On one hand we truly are exhilarated by the response of these dedicated people to the introduction of our philosophy and approach which we were privileged to offer. But, and this is a huge but, funding is a huge obstacle. When we were first discussing the possibility of this contract we learned that the state of Georgia is the 10th largest state in the union by population yet it is 51st in spending on individuals with developmental disabilities. After working with four organizations we're beginning to learn how such poor funding over decade upon decade has created a huge mountain for providers to scale. On one hand I see the obstacles and the state of affairs and my heart goes out to these Don Quixote's; on another my admiration for them grows and grows, as does my desire to make the training we give them the very best.
It doesn't matter how you deal the Delarc cards.
On this trip I was joined by our Director of Residential Services, Christine Fritzsch and our Community Relations Assistant, Stacie Haynes. They represented two different ends of the Delarc staff spectrum. Chris has been with us 20 years, has worked herself up through the ranks with a tremendous range of experience and a wealth of knowledge. Over the years she has conducted enough training for other organizations to be considered a senior member of our training team. Stacie, on the other hand, is fairly new, having joined us only a few months ago, and her work in an administrative capacity has barely given her enough experience to be considered a junior member of the training team. What a great team they were and are.
The organizations we worked with provided a substantial amount of residential services and they found Chris' input invaluable. She was able to give them very specific answers to their many questions. No matter how serious or desperate the problems she offered concrete advice and practical solutions which they eagerly absorbed.
What confidence Stacie showed! She was always at attention, ready to step in and do whatever needed to be done. One day into the training and you would have thought she was a regular. She freely interacted with trainees, offered insights from a newbie, took photos and, video camera in hand, interviewed attendees, and she never once came off as a flack. I was impressed with her confidence and even more so with her perspective.
Over dinner on our last night, the three of us were discussing the training and the exceptional work the two of them did. We talked about the next team of Bo and Jim and of future teams. At one point I said to Stacie that one of the things that I particularly love about Delarc staff is that when it comes to such teams we can take all our staff's names, shuffle them up and deal out any two or three and always, and I mean always, come up with a great team. I know. I've done it time and again. Teams have included executives, professionals, direct service staff, aides, administrative staff, contracted staff and even volunteers and board members.
Always winners. It's amazing. It speaks to the depth of our culture and our commitment to recruit only the best.
Fill those buckets.
Tom Rath wrote a best selling book entitled How Full is Your [emotional] Bucket. When we introduce the topic of praise and reinforcement we sight Mr. Rath's book to show how important praise and reinforcement is to the general population. That sets the stage for helping the audience better understand how lavish we need to be with people we serve, many of whose buckets have been drained for years and years. They get it and they love it. They always leave inspired to use praise and reinforcement as a tool to improve their many and varied relationships and to use it to encourage the people they serve to learn and grow. It is amazing and very powerful stuff.
I hope after reading these passages your bucket is feeling a little bit fuller.
More next time…
He was quite taken with what he saw and the article contained many wonderful comments. One line he wrote though has stayed with me all these years later. When talking about the energy and spirit of our staff he wrote, "Exhaustion and exhilaration at the end of an 8 hour day."
Now, so many years later, and once more 30,000 feet over the Carolinas that's the line that sums up this trip. Up at 3:00 a.m. to drive two hours to Atlanta to catch an 8:30 flight home we're feeling exhilaration and fairly exhausted. It's hard not to be exhilarated when, once again 100% of the staff from two very different organizations are raving about the Shift Happens training we provided them this week. And while part of the exhaustion comes from being up at 3:00 the majority of it comes from the grueling training schedule and the associated physical and mental exertion.
Monday and Tuesday with one organization just north of the city of Atlanta, and Thursday and Friday with another an hour and a half away, Wednesday as a day of travel, debriefing of one, preparation for the other and then there's the matter of our real jobs back in Delaware County. Phone calls, emails, letters, and other items as necessary and maybe a little exercise fill up another ten-hour day.
Both agencies serve individuals with developmental disabilities but that's where the similarity ends. One was larger, one offered several other services, one had a foundation set by religious tradition, one was a division of a huge corporation, one focused on a limited geography, one had just recovered from a serious setback.
In both cases there was a mix of new and veteran staff. I loved it when one of the higher level administrators, who had lots of experience on the front lines caught me at the end of his second day to tell me that he agreed to attend the sessions because it was the right example to set, but that he expected it would be rather typical; something to be endured. He told me that he had "sat through" tons of training sessions over the years and to his absolute delight this was the best one ever. It was a comment shared by everyone else in both groups. Pretty awesome but read on…
How great is this?
On Monday and Tuesday a young but experienced woman suffered through the days with a serious head cold. She was sniffling throughout and used way too many tissues to count. Several times over the two days, Chris and Stacie, my teammates this time, and I commented to ourselves and to each other about what a trooper she was. She didn’t just hang in there, she fully participated. At times she was skeptical to the point of resistance, yet she displayed a hunger and eagerness to learn.
When the session ended late Tuesday afternoon she expressed sincere gratitude for all she learned. We told her we appreciated having her in the group and were proud of the way she went about learning and wished her well.
I don't know about Chris and Stacie but I was sure she was heading straight home to bed. We then turned our attention to a small group of their leadership team to debrief the two days and confirm the objectives they had set for the next six weeks.
About 30 minutes into the debriefing, our cold victim reappeared and politely excused herself for interrupting. She said there was something she felt she just had to tell us. She went on to say she had just spent the last half hour talking to her supervisor about a difficult subordinate… a person older than her with a strong personality whose performance had troubled her for quite some time (years?). She said that as a result of today's training she gained the confidence to confront the individual and the knowledge of how to do so in a way that would encourage improved performance. She said, "For the first time I feel truly empowered." How great is that!
Read on for more…
That was great. Now read this.
24 hours later Chris and I received the following email (which we promptly shared with Stacie) from a supervisor in the same group whose name is withheld:
Hello George & Chris,
I would like to share a story with you. Early this morning I received a call on my cell. Upon answering, I discovered it was a staff at one of our houses who attended both days of the training. My initial thought was "Oh, no" as this is a staff who I like and value, but she only calls me when she has a major complaint or concern, and usually results in me having to do some sort of legwork. I asked her how she was (sick?) and what was up. She then told me that she called just to tell me how much she admires the way I find just the right words to talk to the individuals we serve, and how she aspires to learn that skill, and just how much she appreciates that about me.
I am floored and humbled by the effect your training has had on our staff, and must express to you our commitment to the philosophy. Staff are excited that you're coming back, and look forward to it.
Just wanted to share and say thank you.
An uphill, no, up a steep mountain battle.
On one hand we truly are exhilarated by the response of these dedicated people to the introduction of our philosophy and approach which we were privileged to offer. But, and this is a huge but, funding is a huge obstacle. When we were first discussing the possibility of this contract we learned that the state of Georgia is the 10th largest state in the union by population yet it is 51st in spending on individuals with developmental disabilities. After working with four organizations we're beginning to learn how such poor funding over decade upon decade has created a huge mountain for providers to scale. On one hand I see the obstacles and the state of affairs and my heart goes out to these Don Quixote's; on another my admiration for them grows and grows, as does my desire to make the training we give them the very best.
It doesn't matter how you deal the Delarc cards.
On this trip I was joined by our Director of Residential Services, Christine Fritzsch and our Community Relations Assistant, Stacie Haynes. They represented two different ends of the Delarc staff spectrum. Chris has been with us 20 years, has worked herself up through the ranks with a tremendous range of experience and a wealth of knowledge. Over the years she has conducted enough training for other organizations to be considered a senior member of our training team. Stacie, on the other hand, is fairly new, having joined us only a few months ago, and her work in an administrative capacity has barely given her enough experience to be considered a junior member of the training team. What a great team they were and are.
The organizations we worked with provided a substantial amount of residential services and they found Chris' input invaluable. She was able to give them very specific answers to their many questions. No matter how serious or desperate the problems she offered concrete advice and practical solutions which they eagerly absorbed.
What confidence Stacie showed! She was always at attention, ready to step in and do whatever needed to be done. One day into the training and you would have thought she was a regular. She freely interacted with trainees, offered insights from a newbie, took photos and, video camera in hand, interviewed attendees, and she never once came off as a flack. I was impressed with her confidence and even more so with her perspective.
Over dinner on our last night, the three of us were discussing the training and the exceptional work the two of them did. We talked about the next team of Bo and Jim and of future teams. At one point I said to Stacie that one of the things that I particularly love about Delarc staff is that when it comes to such teams we can take all our staff's names, shuffle them up and deal out any two or three and always, and I mean always, come up with a great team. I know. I've done it time and again. Teams have included executives, professionals, direct service staff, aides, administrative staff, contracted staff and even volunteers and board members.
Always winners. It's amazing. It speaks to the depth of our culture and our commitment to recruit only the best.
Fill those buckets.
Tom Rath wrote a best selling book entitled How Full is Your [emotional] Bucket. When we introduce the topic of praise and reinforcement we sight Mr. Rath's book to show how important praise and reinforcement is to the general population. That sets the stage for helping the audience better understand how lavish we need to be with people we serve, many of whose buckets have been drained for years and years. They get it and they love it. They always leave inspired to use praise and reinforcement as a tool to improve their many and varied relationships and to use it to encourage the people they serve to learn and grow. It is amazing and very powerful stuff.
I hope after reading these passages your bucket is feeling a little bit fuller.
More next time…
Subscribe to:
Posts (Atom)