First, we plan to share a little background about the drivers that motivated us to invest in leadership development including vision of the President, the board, and rapidly changing demographics including an aging leadership group. We l engage participants in a group discussion: where they would look first to identify organizational needs and essential leadership competencies. We l share Devereux process; engaging the president, senior leaders and the board plus the CCL inventory. Next, we l describe how we started with very basic structure, then present our model today, more closely aligned with researched best practices. We l distribute a check-list on essential elements for successful leadership development programs such as top leadership support, integrated succession planning, knowledgeable change agents. Devereux examples will be shared.
Afterwards, we l lead a quick self-reflection writing exercise to help participants recognize some of the ways leaders can grow professionally outside of a classroom. We l also share Optimizing Your Experience, an element of the initial coaching provided to our developing leaders. We l provide examples of development strategies in use at Devereux including collaborative learning sessions, webinars, conference experiences, coaching and stretch assignments. Participants will be invited to share other strategies they may be using for their leadership development efforts. We l conduct a brief audience poll on how they might measure leadership growth & success plus share Devereux approach to measuring outcomes including goal tracking, rater feedback, stats on actual promotions. Finally, we will provide a short list of resources, adding to it with recommendations from the audience.
Sarah Ellen Lenahan, Ed. D. is currently a part-time Organizational Development Practitioner after serving as Vice President of Operations and Organizational Development for Devereux for the past 16 years. From 1991 to 2000, she was Vice President for Devereux Operations in Pennsylvania, New Jersey, New York, Connecticut and Massachusetts. From 1984 - 1991, she served as Vice President for Human Resources.
Mary Imbornone, M.Ed. has been the National Director of Learning & Organizational Development at Devereux for more than twenty years. She served in a variety of management roles at Devereux Massachusetts from 1984 to 1997, including the Learning & CQI manager for that operation. Prior to 1984, Mary served in clinical and programmatic roles with the Massachusetts Department of Mental Retardation and the Massachusetts Bureau of Institutional Schools.
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