1. Values Action

2. Values Action
Inspire
Enable
Support
Nurture
Standards
Policies
Practices
Skills

3. What’s the PLAN?

4. R&R Standards
The Work So Far:
2012‐13:
Informal, collaborative conversations, resource
sharing, oral history capturing;
Produced draft Standards & Competencies.
October 2013:
Membership resolves to carry on work toward
more formal consensus.
January 2014‐present:
R&R Standards Work Group

5. R&R Standards
• Anchored in Family Strengthening values.
• Support our unique position as parents’
childcare planning partners.
• Tied to Funding Terms & Conditions &
other requirements.
• What should it look like when this
requirement is done right?

6. R&R Standards
Parental Resilience:
“1. Actively listen to and
engage the parent in the child
care planning process…”
Knowledge of Parenting and Child Development:
“2. …promote informed child care
choices…”

7. R&R Standards
Concrete Support in Times of Need:
“4. …provide information on the
range of subsidized care
options…”
Social Connections:
“6. Identify existing resources
and support systems…”

8. R&R Standards
Social & Emotional Competence of Children:
“2. Provide information on
child care quality
indicators…”
“8. Provide Community Care
Licensing information…
Oliver’s Law… Trustline…”

9. R&R Standards
Next Steps:
April 1, 2015:
Parental Guidance & Data Standards
documents to membership.
September 2015:
Funding Terms & Conditions document to
membership.
2016:
Roll‐out of training, resources?

10. What aspects of Parental Guidance
Template…
…can I identify as something my organization
does really well?
…do I need more clarification to understand?
…would I need tools and supports to implement?
What would they look like?

12. Models of Management
(How the cool management books describe them)
Democratic/Entrepreneurial
• Consensus‐Based
• Empowering
• Nimble
• Client‐Centered
• Future‐Focused
• Liberating
• Morally Right
• World‐Saving
Hierarchical/Bureaucratic
• Top‐Down
• Command‐and‐Control
• Unresponsive
• Out of Touch
• Status Quo‐Preserving
• Oppressive
• Corrupt
• Evil

13. Models of Management
(How an exhausted manager might see them)
Idealistic Hoo‐Ha
• Distracting
• False Hopes
• I’ll have to clean up the mess
• Chaos
• Power vacuum filled by the
loudest
Just Get the #+!@ Work Done!
• Reality‐Based
• Practical
• Results‐Oriented
• Accountable
• Responsible

14. Reflective Supervision
It’s not a management “model” or “theory”.
It’s an approach for…
• Creating the conditions for learning, growth,
and ongoing quality improvement.
• Giving attention to how I “show up” to
supervisory and team leadership
relationships.
• Consciously improving our services and
adapting to change.

15. Reflective Practice
Observation
“What?”
Reflection
“So What?”
Planning
“Now What”?
Action
“What to Do”
Situation/
Problem
The “What”

17. Reflective Practice
Observation
“What?”
Reflection
“So What?”
Planning
“Now What”?
Action
“What to Do”
Situation/
Problem
The “What”

18. Reflective Practice
Action
“What to Do”
Situation/
Problem
The “What”

19. Reflective Practice
Observation
“What?”
Reflection
“So What?”
Planning
“Now What”?
Action
“What to Do”
Situation/
Problem
The “What”

20. Reflective Supervision
• Challenging
• Relationship‐based
• Responsibility (beyond Accountability)
• Vulnerable, uncomfortable
• Clarity of priorities, goals, parameters, roles
• Learning stance
• Time and space for reflection

21. Reflective Supervision
Management Task Approach Benefits
Training •Clarifying values, expectations.
•Establishing a learning
relationship.
•Understanding learning style.
•Alignment
•Clarity
•Adaptability
Supervision •Listening
•Thought partner/questions
•Space for reflection
•Individually tailored
•Internalized solutions/growth
•Foundation of trust over time
Evaluation •Continuation of an ongoing
conversation.
•Growth‐focused.
•Maximizes use of team
members’ strengths.
Corrective Action •Set up to succeed.
•Document efforts to support
(vs. staff failures).
•Clarifies path for improvement
+ considerations around job
match.
•Risk management

22. What do I have to reflect about?
My and my team’s…
•Learning & Feedback
•Vision, Values, Mental Models (TOC)
•Understandings of Perceptions and Values of
Others Involved
•Data, Outcomes, Impact
•Strengths & Successes
•Limits & Boundaries
•Needs & Resources
•Standards & Priorities
•Assumptions, Biases, Motivations

23. Confirmation Bias
It’s like I always say…
What do I have to reflect about?

24. Attributional Error
Isn’t that just like him!
What do I have to reflect about?

25. Appreciative Interview
A successful experience I had in handling an individual
supervision or team leadership challenge.

26. Observation
“What?”
Reflection
“So What?”
Planning
“Now What”?
Action
“What to Do”
Situation/
Problem
The “What”

27. Onward!
1 Action I’ll take to try to bring more reflection
to my individual supervision and team
leadership.
1‐3 Questions, which, if I had the answers,
would significantly help my progress toward
being confident as a reflective leader and
supervisor.

28. Homework
Follow through on my identified Action.
Reflect with a coach, supervisor, peer, my team
about my experience with the Action;
see if the experience sheds light on my
Questions.
Email Michael any insights I gain:
mwilliams@childrenscouncil.org