1.Introduce everyone ..name, organization, funder CIC funded, the reason we are funded because we have expertise and wealth of knowledge, and have presented with best practice models.
The biggest obstacle to better performance isn't lack of knowledge. It's failure to act on knowledge we already have . Getting more knowledge is not the only thing--or even the most important thing--that produces great performance In addition to knowledge, there are other elements at the very heart of high performance: that we will talk about… faith , fire and focus . WHAT ARE SOME OF WORDS THAT MAKES YOU FEEL PASSIONATE?
You can take an inside-out approach with your team or organization to eliminate interference and unlock the performance capacity people already have. To help get you started, let's better understand and pose a few questions you can ask yourself to find out whether you're on track to build a culture of high performance, or if you're actually creating interference that blocks it.
belief about what they can do
How fire grows? Is when you go out of old faith
How were you able to implement your work? How does fire grow? Is when you go out of old believes and that is faith. When you begin to see new possibilities .
One of the challenges is overcoming APPR. How did you overcome it? Were you prepared to providing the information about APPR? Client profile Referrals
What do you need to reduce interference?
Arguably, focus is the defining difference in human performance. It's what brings together people's faith (their belief about what they can do), their fire (their energy for doing it), and their acquisition and use of knowledge. Interference - reducing interference is the key to success to high performance
The bottom line: Your employees already have the potential to be high performers. Interfering with these elements does profound damage, so reducing interference to faith, fire and focus is probably the most effective, though least recognized, way you can improve performance in your organization. SPO’s that pursue an approach to reduce the interference that blocks faith, fire and focus and build an environment where people genuinely believe in the organization's viability, competency and purpose. As a result, people are more engaged in their work. They know what to pay attention to and stay focused on key objectives, and they can fully execute on the knowledge they already have. An inside-out approach is a powerful and sustainable basis for improving performance and staying ahead of the curve. Alan Fine is the founder of Inside Out Development and author of You Already Know How to Be Great: A Simple Way to Remove Interference and Unlock Your Greatest Potential.
B5 managing best practices in the settlement sector
MANAGING BEST PRACTICES IN THE SETTLEMENT SECTOR Facilitated by: Mohamed Al-Adeimi Coordinator - Newcomer Settlement Services South London Neighbourhood Resource Centre firstname.lastname@example.org and Helena Rumley Client Services Integration Specialist Employment Programs and Services Dixie Bloor Neighbourhood Centre-Mississauga email@example.com
AGENDA• Introduction • Transparency among the service providers • Knowledge acquired • Most Executive Training Is Done All Wrong- Allan Fine II. Modernized Settlement • Logic Model • Annual Project Performance Report (APPR)III. Managing Service Delivery • Collaborative Approach: inclusive, within the organization, neighbourhood, city-wide and beyond • Partners and networks
feel safe behavior convictiontake risks power believe devotion passionexperiment possibilities high performance
Do you believe that your organization’s mission and value are clear and relevant? What are your beliefs about your organizations ability to effectively learn and adapt in changing environments? How are your beliefs, (positive or negative), communicated throughout the organization? Canadian Experience Class
FaithFaith is about what we believe, and our beliefsdrive our behavior.As a leader you have the profound power toboth shape and interfere with the faith withinyour organization.As you create a culture of high performance,perhaps one of the most important questionsyou can ask yourself is: Is it safe for my leaders,teams, and employees to experiment? Do they Canadian Experiencebelieve its safe? Class
Citizenship and Immigration Canada - Settlement Program Logic Model – June 2008 Policy Development, Program Design and Management Settlement Services Language Information & Program Policy and Program Program Implementation and Needs Assessment Learning & Employment-related Support Services Awareness Community ConnectionsComponents Development Management and Referrals Skills Services Services Development • Strategic plans • Operational plans • Initial and on- Enabling services: • Information • Language • Labour market • Individual and • Policy, priorities, • Program delivery materials and going needs – Childminding products training bridging community-level assessments – Transportation bridging, e.g.: standards and outcomes tools assistance • Orientation • Other skills/ • Job search skills (including life-skills training – Host/ mentor matches • Performance • Functional guidance & training – Provisions for sessions language disabilities – Volunteers engaged trained measurement strategy • Promotion training • Labour market • Data collection and assessments) and supported and national reports Other support and outreach information regional/local/SPO reports • Referrals to CIC- • Cultural awareness, anti- Outputs • Horizontal coordination services: • Workplace racism, and welcoming • Regional, local and SPO funded and • PT consultations – POE reception services community orientation communities services coordination – Translation • Research analysis/ and settlement – Interpretation • Service delivery capacity building services – Settlement/ crisis reports counselling • Funding allocation • Best practices and info sharing • Contribution agreements E 6. Clients, service providers and CIC are aware of • Policies and programming align with departmental and newcomer settlement government priorities 8. Target population is aware of CIC settlement services needsImmediate • Program models are evidenced-based, informed by 9. Timely, useful and appropriate CIC settlement services are available in the Official Language of choice (in 7. Referrals and accordance with the Official Languages Act and Policy)Outcomes stakeholder input and address the barriers & needs of both personalized settlement newcomers and communities plans are based on 10. Clients obtain the CIC settlement services they need to deal with settlement issues as they emerge • Standards, tools, resources and program coordination assessed settlement support the effective delivery of services) needs 4. Services are efficiently delivered 5. Provision of settlement services across Canada that achieve A B C D comparable outcomes 17. Clients are connected to the 15. Clients have knowledge broader community and social 11. Clients have timely, useful and 13. Clients have the official of the Canadian work networks accurate information needed to make language skills needed to environment and are informed settlement decisions function in Canadian 18. Program participants are awareIntermediate connected to local 12. Clients understand life in Canada society of newcomers’ needs and Outcomes labour markets including laws, rights, responsibilities 14. Clients have the skills/life- contributions and are engaged in 16. Clients have the skills to Expected Results and how to access community resources skills needed to function in Canadian society find and apply for newcomer settlement employment A - Orientation B - Language/Skills 19. Newcomers find employment commensurate with their skills and experience C - Labour Market Access 20. Newcomers enjoy their rights and act on their responsibilities in Canadian society 21. Canadians provide a welcoming community to facilitate the full participation of newcomers into Canadian D – Welcoming Communities society 22. Newcomers contribute to the economic, social and cultural development needs of Canada (in PAA) E - Program and Policy DevelopmentCIC Strategic Outcome 3 23. Successful integration of newcomers into society and the promotion of Canadian Citizenship
motivate obligationidea Fuel commitment inspiration energy overcome challenges excite
Is your teams energy positive and directedtoward accomplishing the purpose of theorganization? As a manager, how will you maintain themomentum within your organization?How do you manage the knowledge that youhave?
FireFire is about energy, passion and commitment. Weoften see its flame in companies that do great andinspiring things.Its the fuel that enables people and teams to transcendtheir normal abilities and overcome challenges toachieve performance breakthroughs.There is a powerful relationship between faith and fire.Once people escape old beliefs they begin to see newpossibilities (thats faith), and then their fire grows.
Annual Project Performance Report (APPR)• What are some of the questions that challenged you or were not clear?• How did you overcome these challenges?
common language decision-making processcommon structure reduce interferenceinteract effectively
Is the teams energy positive and directed towardaccomplishing the purpose of the organization? As a manager, what have you done to reduceinterference that blocks the fire within your teamor organization?
Focus One of the most effective ways to improve focus within an organization is by providing managers and employees with a common structure and language for the decision-making process. A sound coaching method can help you accomplish this. Great managers cultivate focus so that their team members can interact more effectively, significantly reduce interference and improve their performance with faster and more accurate decision-making.
SummaryAn inside-out approach is not so much about getting immediate results asabout creating a culture of high performance that gets results consistently.When you help to eliminate interference in the minds of your employees,you enable them to consistently apply knowledge, increase faith, fire andfocus, and work together creatively and synergistically to accomplish sharedgoals. • Collaborative Approach: inclusive, within the organization, neighbourhood, city-wide and beyond • Partners and networks
Most Executive Training Is Done All Wronghttp://www.forbes.com/2011/02/16/executive-training-coaching-knowledge By: Allan Fine 02. 16. 2011
THANK YOU Helena Rumley Client Services Integration Specialist Employment Programs and Services Dixie Bloor Neighbourhood Centre Mississauga firstname.lastname@example.orgMohamed Al-AdeimiCoordinator, Newcomer Settlement ServicesSouth London Neighbourhood Resource Centre1119 Jalna Blvd., London, ON N6E 3B3Phone: 519 686 8600 ext. email@example.com