summary of cfs staff pd provision 2017 ‘self & people’ · background . in 2016, the first...

of 19 Date: 21/12/2017 Version 1

Summary of CFS Staff PD Provision

2017

‘Self & People’

Summary of CFS Staff PD Provision 2017 ‘Self & People’

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FORWARD

As we come to the end of 2017, it has been another busy year for staff development as opportunities continued for CFS staff to attend learning experiences including:

• AFAC Annual Conference • AIPM Developing Future Leaders program • AFAC Strategic Command Program, and • AIPM Executive Development Program.

As skill requirements emerge across all areas of work, these events are just a few of the many diverse development opportunities attended to suit the ever growing needs of our personnel.

During 2017, CFS hosted the second round of our own tailored PD courses for all staff based on further capabilities within AFAC Leadership Capability Framework.

The Self & People courses facilitated by Learning Matters, aimed to continue the learnings from the previous year’s program. The courses provided an opportunity for all staff to come together, get to know one another a little better, to share, and to develop a greater sense of self-awareness of both their own self-worth and that of others.

These sessions were understandably challenging as they included real life experiences and in some cases, the sharing of personal experiences. I am pleased from the feedback received as the majority of staff found this to be a worthwhile provocation and for some, enough to commence a journey in better self-care.

I would like to take this opportunity to thank all that participated in the sessions; for your honesty and your contributions which are key to the success of such sessions.

The following document is a reflection of the course, a collection of contributions from you all and of recommendations based on your feedback.

As we continue to move forward with staff development and growth in 2018 and beyond, I would like to wish you and your loved ones a very happy, safe and prosperous New Year.

Warm regards,

Greg Nettleton


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Background

In 2016, the first of a series of workshops to provide all SA CFS staff with personal development aligned to the AFAC Leadership Capability Framework were conducted at the SACFS State Training Centre in Brukunga. The focus of this workshop was the Capability - Ethics & Collaboration. In 2017, Leadership Matters was commissioned to develop and deliver ‘Self & People’ workshops to provide all staff with personal development, again aligned to the AFAC Leadership Capability Framework. The following report provides an overview of the workshop and people’s responses to various elements.

“If you think you're too small to make a difference, try sleeping with a mosquito in the room.”1

Self & People

Structure & Attendance

A total of 8 workshops were conducted at the State Training Centre, facilitated by Paul O’Brien with around 20 participants in each workshop. Staff from all 4 leadership levels were involved in each workshop. 158 of 174 staff attended the workshops, constituting a 90% attendance rate.

“If life hands you a lemon; make lemonade.”

Workshop Content

Day One

Day one of the workshop provided an opportunity for participants to explore the elements of a healthy workplace. Activities included:

Glad & Sad – Prior to any discussion, participants were asked to respond to 2 questions: What do you most enjoy about your work with the CFS and; what makes you sad about working at the CFS?

Participants invariably chose 2 themes when responding to the first question and that was their work colleagues and being of service to the community.

1 This report is punctuated with a number of leadership quotes (in italics) that were provided by workshop participants.


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There was a broad array of responses to the second question (what makes you sad) which were more difficult to categorise. The complete responses are listed at Appendix ‘A’.

Helium stick – participants engaged in an activity to lower a stick to the ground as a team. Learning outcomes included the need to: lead, communicate, trust and learn. Whilst it was generally a fun activity, it also brought out behaviours and reflections on what may not be happening in some workplaces in terms of effective leadership.

Above and below line behaviours - participants determined to behaviours they wanted to see in the workshop and those they did not want to see.

Whilst it was only for a 2-day period, there were invariably references later to “that was below the line.” This provided a non-threatening method to challenge questionable behaviour.

Participants were encouraged to take this activity back to the workplace to discuss with colleagues and supervisors. A sample of the discussion is contained at Appendix ‘B’.

“Always do right. This will gratify some people and astonish the rest.”


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Values - participants were encouraged to explore their personal values and the relation to the CFS’ values. It was pointed out that a disconnect between company and personal values caused stress in individuals and several participants nominated this as a primary reason why they had left other organisations.

Whilst participants’ values were invariably aligned to those of the CFS, it was interesting to note there was considerable difficulty nominating CFS’ values.

Please see Appendix ‘D’ for a sample of the number one personal value of participants.

Leadership – participants were invited to consider a definition for leadership. It invariably contained the leader, followers and a vision. It was also unanimously agreed that anyone could lead – not just authority figures.

It was then pointed out that this gave everyone in CFS the opportunity to demonstrate leadership to achieve the organisation’s goals.

The concept of technical and adaptive challenges was also discussed. Most often, organisations focus on technical solutions to challenges and shy away from the adaptive (or habit changing) challenges. Participants were asked to be aware of this aversion and the likelihood that it would result in a failed change process.

Participants were also asked to bring a leadership quote to the workshop. This prompted participants to actively consider leadership prior to attending. It also provided for reflective discussion when those quotes were shared with the wider audience. Please see Appendix ‘D’ for a complete list of the leadership quotes. These are quite inspirational and sometimes provocative for our own leadership behaviour.

“Don’t find a fault, find a remedy. Leadership character is more important than strategy.”

Personality profiling – participants undertook a short questionnaire and were then informed of their personality in terms of being instructed, receiving praise and being engaged generally.

Practical activities were also used to illustrate that we are all different and it was important to inquire of others as to how they would like to be treated. Participants were also encouraged to take this information back to the workplace to engage work colleagues in discussion and build team rapport.


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Limiting beliefs – it was explained to participants that we all have artificial psychological restraints that prevent us from fulfilling our ultimate capability. A practical story of the facilitator’s challenges was provided to illustrate that limiting beliefs could be recognised and successfully challenged.

7 Elements life plan – participants were introduced to the 7 Elements life plan (Future, Fitness, Family, Friends, Finance, Work and Fun) and asked to draw their ideal future. This workshop thread continued over the two days and participants finally completed a life plan near the end of day two.

Please see Appendix ‘E’ for the 7 Elements model.

“Everything you've ever wanted is on the other side of fear.”

Day Two

Day two required participants to practically apply what had been discussed on day one. Activities included:

CFS timeline – participants drew a CFS timeline commencing from 2005 and progressing up to the current day. This activity was introduced after the Chief Officer and Executive Director, Frontline Support Services attended a workshop where a participant made the observation that the culture of the organisation had changed. This activity gave all staff an opportunity to reflect on the significant events (operational and non-operational) that had impacted the CFS in the last 12 years.

Snapshot example of a timeline is shown in Appendix ‘F’.

Values-based Decision making – participants were asked to consider a number of ethical dilemmas; individually, in groups and as a whole cohort and reflect on what values were invoked and what feelings these generated. The purpose was not to reach unanimous agreement but to consider others’ perspectives.

Resilience – participants were taken through a presentation on resilience and provided with the A.R.S.E.N.A.L. toolkit (awareness, rest, support, exercise, nutrition, attitude and learning) to increase understanding of what causes distress for people. On occasion, participants also shared the strategies that had helped them through difficult times.

Feedback – participants were provided with an outline of matters to cover in a difficult conversation and asked to apply this in a scenario-based activity. Unfortunately, time


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limits prevented a few of the cohorts from completing this activity in any depth. It is felt the feedback subject could be more comprehensively explored in another session.

7 Elements Plan – participants were asked to identify and record the initial activities and actions they could commence to realise their vision.

Participants were asked to consider a 3 – 5-year horizon however this was reliant on where the participant was currently focused. In some instances, participants were only able to consider a four-week horizon given their limited capacity to think beyond this.

Participants were also asked to consider ‘low hanging fruit’ – things that could be actioned immediately. This resulted in at least one participant making calls to people that person had been deliberating over for a considerable amount of time.

“Good leadership isn't about advancing yourself. It's about advancing your team.”

Outcomes

The feedback on the workshops was almost unanimously positive. Some feelings were that people gained a better understanding of themselves and others in the organisation and that a high level of trust was experienced in the room. Other outcomes included:

• High level of attendance and participation in activities and discussion • Increased understanding that if people wanted positive change in the organisation

then it was their responsibility to initiate it on the basis that anyone could lead • The introduction of a common language to explore our individual learning styles

and raise concerns with behaviour that may be below the line - in a non-threatening manner. Personality style difference did not necessarily constitute bullying

• Opportunity for participants to take the first step to achieve their personal vision – for work and for life in general through the development of their 7 Elements plan (See Appendix ’)

• Opportunity for participants to share and discuss (in a safe environment), life challenges that could be debilitating

• Opportunity for individual workplaces to now discuss (in line with the work of Jane Abdilla & Louise Hincks - SAFECOM SPAM Team) what values and behaviours they would like to see demonstrated in that workplace

• Opportunity for supervisors to discuss with their reports, what they will do differently in the workplace following their workshop attendance

• A sense that people were the most important organisational resource and that CFS did highly value its people and was willing to honour an ongoing commitment to invest in them.


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“If your actions create a legacy inspire others to dreams more, learn more, do more, and become more, you are an excellent leader.”2 Formal feedback

Participants completed a two-page feedback sheet with provision for narrative comments. In my 10 plus years of facilitating leadership programs, this is the highest level of positive feedback received – including the majority of participants completing the blank narrative comments space. Comments include:

“Exceeded expectations. Whole content tied together – logical sequence.” “Has been an emotional two days. Made issues bring forward to have to deal with

and move forward.” “The ability to encourage and facilitate open and honest discussion.” “Personally challenging for me in terms of sharing.” “Loved that a lot of content was from personal experience and not just textbooks.” “I thoroughly enjoyed the course and left with a better understanding of what I need

to do.” “The most informative course I have been on for years.” “A unique course which provided a supportive and positive environment to openly

challenge/discuss thoughts, perceptions, ideas and beliefs.” “I found it a real insight to myself and other staff members.” “Insightful, informative and reflective.” “Awesome. Greatly appreciated your time and effort throughout the two days.”

Ratings on the 5-point Likert scale questions were also very positive. Where constructive criticism was received, appropriate changes were made to the workshop program. This provided a continual improvement process to refine the content and style of delivery.

The facilitator generally received exceptionally positive feedback for the facilitation style and sharing of personal stories and making it ok to not always be in control of life.

The complete set of evaluation questionnaires have been electronically scanned for future reference.

“Leadership is based on inspiration, not domination; on cooperation, not intimidation.”

2 This was the most popular leadership quote with 11 participants selecting it.


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Recommendations

• CFS to continue with personal development for all staff aligned to the AFAC Leadership Capability Framework and the CFS Staff Capability Framework

• CFS to continue to support PD through regular 1-2-1 meetings with all staff • CFS to continue to have a mix of staff levels at the workshops to provide visible

leadership and guidance and allow staff to share a variety of perspectives for consideration

• CFS to continue to provide supervisors with leadership skills development. Future areas of development may include:

o Conflict resolution o Team building o Emotional intelligence (in depth) o Resilience (in depth) o Feedback skills (in depth) o Coaching & mentoring

• Participants to be asked to share their 7 Elements Plan successes to inspire other staff and continue to build on the positive and supportive culture

• CFS to acknowledge the outstanding commitment and diligence shown by those participating and the overall success of the all staff PD programs to date by sharing the development, management and support of this program with other agencies (along with learning new approaches from other agencies)

• Consideration of the material gathered in these workshops will inform future strategy development and the holding of all staff engagement days

“Leadership is not a position or a title. It is a way of thinking, acting and most importantly a way of communicating.”


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Appendix ‘A’

What makes us Glad and Sad – responses captured


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Appendix ‘B’ Above & below line behaviours activity – snapshot from one course


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Appendix ‘C’

Leadership Quotes gathered over the courses

A boss has a title. A leader has the people A good leader develops the competence and commitment of their people so they're self-motivated rather than dependant on others for direction and guidance. A leader’s high realistic expectation causes high performance, their low expectation leads to low performance A good leader leads the people from above them. A great leader’s leads people from within them A good plan violently executed now is better that a perfect plan next week A leader is a dealer in hope A leader is best when people barely know he exists. When his walk is done, his aim fulfilled, they will say, we did it ourselves A leader is one who knows the way, goes the way, and shows the way A leader leads by example A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the quality of his actions and the integrity of his intent. In the end, leaders are much like eagles. they don't flock together, you find them one at a time Always do right. This will gratify some people and astonish the rest An Army of Sheep led by a lion can defeat an army of lions lead by a sheep Anyone can hold the helm when the sea is calm As we look ahead into the next century, leaders will be those who empower others Be enthusiastic as a leader. You can’t light a fire with a wet match. Be the leader you would follow Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others. Don’t find a fault, find a remedy. Leadership character is more important than strategy Don’t get bitter, get better Everything you've ever wanted is on the other side of fear Follow me, lead me or move aside Good leadership isn't about advancing yourself. It's about advancing your team Grant him this authority not with resentment or resignation but happily; it feels right. Deep down you almost always like how a real leader makes you feel, the way you find yourself working harder and pushing yourself and thinking in ways you couldn't ever get to on your own I alone cannot change the world, but I can cast a stone across the water to create many opportunities I can’t change the direction of the wind, but I can adjust my sails to always reach my destination I never though in terms of being a leader. I thought very simply in terms of help people I think one of the keys to leadership is recognising that everybody has gifts and talents. A good leader will learn how to harness those gifts towards the same goal If leadership building follows the right basic principles, improvements can last. Greater empathy can be built and remain. What this requires is intentional effort, motivation and emotional commitment from participants If life hands you a lemon; make lemonade If the highest aim of a captain were to preserve his ship, he would keep it in port forever If you always do what you have always done, then you will always get what you have always got


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Appendix ‘C’

Leadership Quotes continued

If you have ever spent time in the military, you know how incredibly easy it is to tell which of your superiors are real leaders and which aren't, and how little rank has to do with it. A leader’s real authority is a power you voluntarily give him and you If you think you're too small to make a difference, try sleeping with a mosquito in the room if you want the position, make the decisions If your actions create a legacy inspire others to dreams more, learn more, do more, and become more, you are an excellent leader It is best to try and fail, than to never have tried at all It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership It is not fair to ask of others what you are unwilling to do yourself Knowledge is not power - it is empowering Leaders are not born to the role, they are made. Leaders become great, not because of their power, but because of their ability to empower others Leaders instil in their people a hope for success and a belief in themselves. Positive leaders empower people to accomplish their goals Leaders must be close enough to relate to others, but far enough ahead to motivate them Leaders who don’t listen will eventually be surrounded by people who have nothing to say Leadership and learning are indispensable to each other Leadership is about making others better as a result of your presence and making sure the impact lasts in your absence Leadership is about taking responsibility not about making excuses Leadership is based on inspiration, not domination; on cooperation, not intimidation Leadership is not a position or a title. It is a way of thinking, acting and most importantly a way of communicating. Leadership is not a position or title, it is action and example. Leadership is not about titles, position or flowcharts. It is about one life influencing another Leadership is seeing the possibilities in a situation while others are seeing limitations Leadership is solving problems. The day a soldier stops bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care - either case is a failure of leadership Leadership is the art of getting someone to do something you want done, because he wants to do it Leadership is the capacity and will to rally men and women to a common purpose and the character which inspires confidence Leadership: the ability to inspire others May your choices reflect your hopes and not your fears Most people tend not to listen with the intent to hear, but listen with the intent to reply Never tell people how to do things, tell them what to do and let them surprise you with their ingenuity No person can be a great leader unless he takes genuine joy in the success of those under him One cannot be prepared for something while secretly believing it will not happen People are not willing to take risks when they feel afraid or threatened. But if you manage people by showing them respect and trust, they start to perform up to their real capabilities


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Appendix ‘C’


People ask the difference between a leader and a boss. The Leader works in the open and the boss in covert. The leader leads, the boss drives People may hear your words, but they feel your attitude Presenting Leadership as a list of carefully defined qualities (like strategic, analytical and performance orientated) no longer holds. Instead true leadership stems from individuality that is honesty and sometimes imperfectly expressed. Leaders should strive for authenticity over perfection Professionalism is a state of mind not a state of pay Respect is earned, honesty is appreciated, trust is gained, loyalty is returned Seek to understand before you seek to be understood Some 80% of your life is spent working. You want to have fun at home, why shouldn't you have fun at work? Sometimes it is necessary to be lonely in order to prove that you are right Start with the end in mind Stave not to be a success, but rather to be of value Strategy without tactics is a slow road to victory. Tactics without strategy is noise before defeat Success is the ability to go from one failure to another with no loss of enthusiasm The art of communication is the language of leadership The art of Leadership is saying No, not saying yes. It is very easy to say yes. The art of motivating others to achieve a common outcome The best executive is the one who has sense enough to pick good men to do what he wants done, and self- restraint enough to keep from meddling with them while they do it The Challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humour, but without folly The growth and development of people is the highest calling of leadership The higher you climb up the mountain, the thinner the air gets The journey of a thousand miles begin with one step The longer I live the more I realise we cannot change our past, we cannot change the fact that people will act in a certain way. We cannot change the inevitable. The one thing we can do is play on the string we have and that is attitude. I am convinced that life is 10% what happens to me and 90% how I react to it. And so it is with you. we are in charge of our attitude The main thing is the team that can persevere the longest and play contested footy for the longest is the team with the best chance of winning The main thing is to have a plan. It may not be the best plan, but it is better than having no plan at all. The mediocre teachers tells. The good teacher explains. The superior teacher demonstrates. The great teacher inspires The most powerful leadership tool you have is your own personal example The person who rows the boat doesn't have time to rock it The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails. the Quality of a leader is reflected in the standards they set for themselves The secret to success is constancy to purpose The speed of the leaders is the speed of the team The standard you walk past is the standard you accept


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Appendix ‘C’


The supreme quality for leadership is integrity. Without it no real success is possible The task of a leader is to get their people from where they are to where they have not been There are not more than five musical notes, yet the combinations of these five give rise to more melodies that can ever be heard. There are not more than five primary colours, yet in combination they produce more hues than can ever be seen. There are not more than five cardinal tastes, yet combination of them yield more flavours than can ever be tasted There is no such thing as bad criticism. It is the way in which you respond to it that counts/matters This is where I want to be - get me there. Come and see me if you require my influence to achieve the outcome To handle yourself, use your head, to handle others, use your heart To lead people, walk behind them Train people well enough that they can leave, treat them well enough so they won’t want to We have nothing to fear, but fear itself We must be the change we wish to see Weddings are optional, funerals are mandatory What you do has far greater impact that what you say When the best leaders work is done, the people say' We did it ourselves Winning the men's confidence requires much of a commander. He must exercise care and cation, look after his men, live under the same hardships, and above all apply self-discipline. But once he has their confidence, his men will follow him through hell and high water You can do what I cannot do, I can do what you cannot do. Together we can do great things You can never cross the ocean until you have the courage to lose sight of the shore You don’t need a title to be a leader You have enemies? Good it means that you stood up for something at some time in your life You only live once. If you do it right, once is enough Your job is not to die for your country. Your job is to make the other bastard die for his.


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Appendix ‘D’

Personal Values


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Appendix ‘E’

The 7 Elements Model

What is your vision (ideal Future)?

What are your priority actions to commence the path to your ideal future?

When will you start?

With whom will you share your ideal future plan?


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Appendix ‘F’: CFS Timeline – snapshot from one of the courses

summary of cfs staff pd provision 2017 ‘self & people’ · background . in 2016, the first...

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