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Leading Union Staff Workbook

AFT National Representatives September - December 2014

American Federation of Teachers


Welcome As leaders of staff you work “with and through others to achieve the goals of the organization and its people.”

This means shifting from a reliance on your own achievement to a focus on maximizing the potential in others. It can be baffling and rewarding, frustrating and empowering. Just when you think you are great at it, someone comes along who humbles you.

While training might seem like the logical solution, it doesn’t work on its own. There are proven approaches and tools that help get better results, but actually retaining, using and adapting that information is the real work.

Learning is a process of reflecting on experience, taking in new information, practicing new behaviors and forming new habits. This takes time and focus.

The AFT Organizing Department and the Alvarez Porter Group have co-designed a program on leading union staff that makes this possible.

It is up to you to make it a reality.

ALVAREZ PORTER GROUP | WWW.ALVAREZPORTER.COM 2

http://WWW.ALVAREZPORTER.COM/


Purpose The purpose of the program is to support AFT Organizing Department National Representatives and managers to make substantial improvements in their ability to lead and develop union staff.

In this program, you have the opportunity to:

Gain new insights into your strengths and potential;

Learn useful frameworks and tools for leading staff;

Make significant advancement toward achieving a meaningful development goal.

Developing healthy habits that support learning and sustainable lifestyles


Our deepest fear is not that we

are inadequate. Our deepest

fear is that we are powerful

beyond measure. It is our light,

not our darkness that most

frightens us. We ask ourselves,

‘Who am I to be brilliant,

gorgeous, talented, fabulous?’

Actually, who are you not to be?

Marianne Williamson



Agenda:September 15 th

3:00pm Introductions and overview

Barriers to/principles for learning

Break

The role of leading union staff

6:00pm Dinner

Connecting to core purpose

8:15pm Adjourn

September 16 th

9:00am Check in

Stress and wellness

Self-assessment

Break

Giving and receiving feedback

12:00pm Lunch

Getting ready for learning

Setting a development goal

Development planning

Break

Coaching: a learning conversation

Wrap up and adjourn

5pm Adjourn


Starting from the Inside Out

The leader who exercises

power with honor will

work from the inside out,

starting with him or

herself.” Blaine Lee



Principles Leading [& learning] with the brain in mind

1. Focus 2. Build on strengths 3. Align with purpose;4. Anticipate resistance 5. Make reflection a priority6. Take responsibility for your own results7. Practice new habits




Operating principle of the brainAway from threat and toward reward


Learning Mindset

Experience

Reflection

Discovery

Application

Away-Threat

Toward-Reward

Humiliation/disrespectUncertaintyRejection/exclusionUnfair treatmentThreat to livelihood



What is something in your work life now that feels like threat?

What is something in your work life now that feels like reward?

Barriers to Learning What folks say when they get in the way of their own learning…

“I already knew that.” The resistance to listening for what may be new. “Why should I listen to her/him?” Not seeing the value in another person who

has something to teach me. “I need to make a phone call.” Letting the stress of current work be a barrier to

learning how to do better work in the future. “You can’t teach old dogs new tricks.” Believing the myth that I can’t learn after

a certain age or level of experience. “This isn’t my reality/sounds too corporate.” Being unwilling to transpose the

learning from one situation to another. “I’m sticking with the way we’ve always done it.” Resisting trying new things. “Snicker, snicker.” Using humor and sarcasm to deflect learning. “Why are we doing this?” Resisting experiential and non-linear learning –

believing that all learning is information.




“No one will let me do this.” Assuming that they will not be able to apply the learning and therefore don’t need to learn it or advocate for it.

“Yeah, right.” Putting up a barrier based on mistrust of the context: the situation, the subject, past experience, or the process.

What’s my biggest [self-imposed] barrier to learning?

What will I do to make sure I don’t sabotage my own learning

Program OverviewTo use an analogy, think of your development plan as a map and the results you would like to get as your destination. You can’t start your journey until you know where you are now , and are committed to learning how to get there. You also need to know what obstacles you might encounter along the way. This program may be your GPS, but you are the driver.

1. Launch Training Introduction to principles Reflecting on your role as a staff leader Self-assess and set learning goal Skills training in feedback and coaching

2. Coaching

Each participant chooses an Alvarez Porter Group coach for four one-hour coaching sessions by phone or Skype [one per month]

1) Use first session to finalize goal and project plan 2) Second and third session to reflect and accelerate learning 3) Final session to assess progress and create next steps




3. Webinars/conference calls Four 45-minute participatory conference calls Pre-work [such as a self-assessment, reading or web viewing] Online resources are available at your community page:

http://www.alvarezporter.com/leading-union-staff-community-page-cohort-2/

Topics:o Strengths-based leadership o Leading teamso Motivation and driveo Systems thinking

4. Wrap up Training Come back together to share and deepen the learning Systems thinking and Situational Leadership Session on turning new learning into habits Setting new goals and plans for ongoing learning

CoachingCoaching happens on scheduled, confidential phone calls between you and an APG coach. They are there to listen to what is going on with you, to help you learn to think and act more effectively as you apply the learning from the webinars and work toward your learning goal.

The coaching conversation is driven by you. You come with dilemmas, reflections and questions. It is an opportunity to reflect, decide and commit to action around those things that matter most to you. It works as well as you will let it.

The coach is NOT there to tell you what to do. He or she will NOT listen to your story and decide who is right or wrong or what the next course of action should be. He or she WILL have suggestions for how to think differently about challenges and where to go for additional resources. Mostly, the coach is there to evoke your best thinking and commitment to action.

Setting up the coaching for success:

Be honest with your coach – it’s confidential, it’s for you, there’s no reason not to be

Set aside the time to be focused and present during the call [not driving] Do the work – reflection, action, outreach, reading – what you decide to do

to learn, that’s what you need to do




From insight to action

Coaching respects how our brains work. It gives us time to reflect, explore alternatives, make choices and commit to action. A coach will challenge you to think in new ways, without telling you what to think; clarify what you want, and stay along with you until you succeed.




Role of Leading StaffTo work with and through others to achieve the goals of the organization and its people.

What competencies are most important in your role?NESS INDE


Core Competencies

Self-Mastery1. Managing Stress & Wellness2. Self-awareness of style &

strengths3. Managing emotions4. Prioritizing and getting things

done5. Biases and privilege

Strategy into Action1. Connecting to purpose2. Systems thinking3. Clarifying roles & authority4. Planning the work5. Analyzing the environment

Leverage Talent1. Giving & receiving feedback2. Situational leadership3. Coaching and mentoring4. Strengths based leadership5. Powerful conversations

Great Teams1. Team dynamics2. Team meetings3. Diversity and inclusion4. Managing conflict5. Managing up

Results Climate1. Culture of learning2. Motivation & drive3. Measuring what matters4. Decision-making5. Leading change




Self-MasteryStrategy into ActionLeverage TalentGreat TeamsResults Climate

The gifts I bring

What brings me joy

What I am

learning

My Purpose

Words I

My Full Name“Nickname”



THE WELLNESS INDEX stproject.org | © 2013 Robert Gass

A self-assessment of the current state of one’s self-care and wellness: mind, body & spirit.

Part 1: BodySection 1 – Sleep:

Awaken to these facts: Less sleep has a significant impact on strength, cardiovascular capacity, mood, and energy. Over 50 studies conclusively show that mental performance – reaction time, concentration,

memory, analytic reasoning, and executive judgment – all decline with insufficient sleep. Mortality rates climb rapidly for those sleeping less than 7-8 hours per night. While sleep needs vary among individuals, almost all people need 7 to 8 hours per night. Naps of less than 30 minutes at a time can compensate to some degree for less sleep.

Step 1 Answer the following questions honestly:

1. What is the optimal number of hours per night of sleep for you to maintain good energy and well-being? ________

2. How many nights per week, on average, do you sleep this long?_____

Step 2 Rate your responses using a scale of 1-7, from “almost never” to “almost always” as indicated:

3) I have difficulty falling asleep.NEVER ALWAYS1 2 3 4 5 6 7

4) I have difficulty getting myself back to sleep if I awaken during the night.NEVER ALWAYS1 2 3 4 5 6 7

5) I need an alarm clock to wake up at the needed time.NEVER ALWAYS1 2 3 4 5 6 7

6) I wake up feeling groggy and like I didn't sleep enough.NEVER ALWAYS1 2 3 4 5 6 7

7) I have bloodshot eyes or discoloration and/or bags under my eyes in the morning.NEVER ALWAYS1 2 3 4 5 6 7

8) I have difficulty staying awake or find myself nodding off during the work day.NEVER ALWAYS1 2 3 4 5 6 7

9) When I get tired during the day, I override my fatigue rather than taking a nap.NEVER ALWAYS1 2 3 4 5 6 7

High scores on more than one or two of these questions indicate that you are having sleeping problems that may be impacting your overall wellness and work.




Part 1: BodySection 2 – Diet: Digest these facts:

• Much of your daily energy levels, emotional moods, and mental focus are determined by what and when you eat.• Many major health problems such as heart disease and diabetes are directly related to diet and/or obesity.• Diet is also the only major determinant of health that is completely within your control.• Primary factors include what you eat, how much you eat, and when you eat.• Water intake is a frequently overlooked significant component of energy and health.• Inadequate hydration causes significant loss of muscle strength, coordination and concentration.• By the time you experience thirst, you are already dehydrated.

Step 1 Answer the following question honestly:

1) My weight and body fat are within the recommended range for a person of my height and age. YES_____ NO _____

Step 2 Rate your responses using a scale of 1-7, from “almost never” to “almost always” as indicated:

2) I jump-start my day with high energy, low-glycemic foods such as whole grains, proteins, and fruits such as strawberries, pears, grapefruit and apples.

3) I sustain my energy by eating energy-rich foods before either acute hunger or energy lags occur.NEVER ALWAYS1 2 3 4 5 6 7

4) I eat at least 5 servings of fruits or vegetables per day.NEVER ALWAYS1 2 3 4 5 6 7

5) I eat lots of high fiber foods such as whole grains, beans and raw fruits & vegetables.NEVER ALWAYS1 2 3 4 5 6 7

6) I limit the amounts of high saturated fat foods that I consume.NEVER ALWAYS1 2 3 4 5 6 7

7) I limit the amounts of foods that I consume containing refined sugar and refined carbohydrates (white bread, chips, crackers, etc.).NEVER ALWAYS1 2 3 4 5 6 7

8) I consciously choose foods according to their positive impact on my body and energy.NEVER ALWAYS1 2 3 4 5 6 7

9) I eat on a schedule that best supports my health and energy.NEVER ALWAYS1 2 3 4 5 6 7

Low scores on more than two of these questions are cause for you to seriously examine your diet and eating habits.




Part 1: BodySection 3 – Addictive substances: Be especially careful of denial in this section!

Cigarettes• Nicotine is one the most addictive drugs existing – as much or more so more than heroin and cocaine.• Smoking is the single most preventable cause of illness and death. If you smoke, you are killing yourself (and possibly those you love through second-hand smoke).

Answer the following questions honestly:1) Do you smoke? YES_____ NO _____2) How many cigarettes per day? _____3) What are your plans for stopping?

Caffeine• While a cup of coffee or tea can be a delightful ritual and gustatory delight, in our stressful lives many of us begin using caffeine as a drug to help manage our energy.• Caffeine abuse takes a toll on our nervous systems and gastrointestinal system, causing headaches, irritability and agitation, insomnia, circulatory irregularities, and gastrointestinal and urinary tract problems.• You are considered physically dependent on caffeine if you consume more than 300 mg per day. Coffee 100-150 mg Mountain Dew 55 mg Coca-Cola 45 mg Black tea 30-70 mg• Caffeine is metabolized very slowly. Insomnia is a common side-effect of caffeine over-use. One-half the caffeine in a late afternoon cup of coffee is still circulating in your bloodstream 6 hours later when you are trying to wind down from the day, and one-fourth is still present 12 hours later.• Caffeine withdrawal symptoms include fatigue, headache, nausea and various psychological symptoms. Withdrawal symptoms usually peak 20 to 48 hours after abstinence, and continue for about a week.

Rate your responses

1) I depend on caffeine to manage my daily energy cycle.NEVER ALWAYS1 2 3 4 5 6 7

2) I consume more than 3 cups of coffee per day.NEVER ALWAYS1 2 3 4 5 6 7

3) I notice caffeine increasing my irritability or agitation.NEVER ALWAYS1 2 3 4 5 6 7

4) I believe the amount of caffeine I consume has a negative effect on my mind and body.NEVER ALWAYS1 2 3 4 5 6 7

Alcohol/recreational drugs

Many of us abuse alcohol or drugs in ways that, over time, damage our energy, health, productivity and relationships. Most abusers are also in varying states of denial. Here are classic warning signs that you are abusing alcohol or recreational drugs: Answer the following questions honestly with a NO or YES

1. Do you use alcohol/drugs to manage your emotions or energy?2. When you have trouble or feel under pressure, do you drink/use more heavily?3. Do you drink/use when others will not know it (i.e. do you conceal your drinking/drug use in any way from friends/family)




4. Are there activities that you are concerned you will not enjoy without drinks/drugs?5. Do you ever have memory lapses about what happened while you were drinking or high?6. Have you failed to keep promises you have made about cutting down on your drinking or usage?7. Do you sometimes feel guilty about drinking or using?8. Are family or friends concerned about the amount you drink or use?9. When you are sober, do you regret things you have done or said while drinking or high?10. Are there times when you feel uncomfortable if alcohol or drugs are not available?11. Do you use recreational drugs that are known to be highly destructive to your body (cocaine, heroin, PCP, meth, etc.)•

If you answered "yes" to more than a few questions, you may be an addict. What do you think about your use of these substances and their impact on your life? Substance abuse and addiction are unfortunately not infrequent among activists. If you have concerns after answering the questions in this section, reach out for help

Part 1: BodySection 4 – Exercise:

Some statistics regarding exercise & performance: There is a 47.5 % in reduction in absenteeism for participants in corporate fitness

programs, including 14% fewer disability days. Physically fit workers commit 27% fewer errors on tasks involving concentration and

short-term memory as compared to unfit workers. Executives who worked out regularly over a 9-month period showed a 70% improvement

in their ability to make complex decisions as compared with non-exercisers. 47% of participants in fitness programs were shown to be more alert, enjoyed work more,

and had better rapport with co-workers. Recent studies show that those who exercise regularly have a biological age of up to 9 years

younger than those who don’t, as well as lower rates of heart disease, diabetes and cancer. Exercise will make you feel better and very possibly live longer!

Step 1 Answer the following questions honestly:

1) I do a minimum of 20-30 minutes of continuous exercise, 3-5 days a week, at 60-85% of my maximum heart rate. (Check one)YES_____ NO _____

2) I do some of kind of strengthening exercise 2-3 days per week (weights, yoga, Pilates). (Check one)YES_____ NO _____

Step 2 Rate your responses

3) My body feels flexible and free of stiffness or achiness.NEVER ALWAYS1 2 3 4 5 6 7

4) I give my body the optimal exercise it needs for me to feel good, energetic, and strong.NEVER ALWAYS1 2 3 4 5 6 7

5) My body feels flexible and free of stiffness or achiness.NEVER ALWAYS1 2 3 4 5 6 7




Your body is the only place you have to live. Low scores are a sign that your body is not receiving proper care. If we don't change the oil and take care of the basic needs of our car, breakdowns will inevitably happen. We can't afford to look at exercise as a luxury that we do if we have time.

Part 1: BodySection 5 – General health:

1) I appropriately attend to (rather than ignore or override) symptoms or signs that my body may be unwell, including seeking help from health care providers.NEVER ALWAYS1 2 3 4 5 6 7

2) I care attentively to any unique conditions or health needs of my body.NEVER ALWAYS1 2 3 4 5 6 7

3) I have a general attitude of honoring and caring for my body.NEVER ALWAYS1 2 3 4 5 6 7

Caring for our body is an investment in both our own happiness, health and a lifetime of work.

Part 2: Emotional life

1) I feel tense, anxious, or stressed (note: the scale is reversed for this item).NEVER ALWAYS1 2 3 4 5 6 7

2) I experience moods of depression, loss of interest, or energy for my life. (note: the scale is reversed).NEVER ALWAYS1 2 3 4 5 6 7

3) I have moods of annoyance, irritability, or anger. (note: the scale is reversed).NEVER ALWAYS1 2 3 4 5 6 7

4) I am in touch with my feelings, and recognize how they affect my relationships and my performance.NEVER ALWAYS1 2 3 4 5 6 7

5) I understand my emotional needs and know how to appropriately meet them.NEVER ALWAYS1 2 3 4 5 6 7

6) I skillfully manage potentially disturbing emotions so that they do not adversely affect others or my leadership.NEVER ALWAYS1 2 3 4 5 6 7

7) I feel satisfied with the quantity and quality of time I share with family and friends.NEVER ALWAYS1 2 3 4 5 6 7

8) I ask (appropriately) for support and help from others.NEVER ALWAYS1 2 3 4 5 6 7

9) I get positive feedback from the people in my life that they experience me as being present, attentive and connected with them.NEVER ALWAYS1 2 3 4 5 6 7

10) I feel satisfied with the amount and quality of love in my life.NEVER ALWAYS1 2 3 4 5 6 7




It is hard to over-estimate the impact of our emotional life on our personal relationships and our performance as leaders. Low scores in this section should become the basis for thoughtful and committed personal development work.

Part 3: Spirit

1) I feel a deep sense of purpose and meaning about my life.NEVER ALWAYS1 2 3 4 5 6 7

2) I invest in activities that nurture and renew my connection to purpose.NEVER ALWAYS1 2 3 4 5 6 7

3) I feel connected to something larger than myself.NEVER ALWAYS1 2 3 4 5 6 7

4) I wake up in the morning ready to meet life with positive energy.NEVER ALWAYS1 2 3 4 5 6 7

5) I inspire those around me with my sense of purpose and positive energy.NEVER ALWAYS1 2 3 4 5 6 7

6) My inner life and resources allow me to meet change and adversity with equanimity.NEVER ALWAYS1 2 3 4 5 6 7

7) I have deeply-held values which guide my everyday decisions.NEVER ALWAYS1 2 3 4 5 6 7

8) My everyday behavior is in harmony with my deeply-held values.NEVER ALWAYS1 2 3 4 5 6 7

9) I end my days with a feeling of satisfaction.NEVER ALWAYS1 2 3 4 5 6 7

10) I look back at the last year of my life, and feel a deep sense of satisfaction at the legacy I am leaving behind.NEVER ALWAYS1 2 3 4 5 6 7

Low scores in this section mean that you should be paying serious attention to your inner life.

Reflection Questions:

1) What do you feel good about? Where do you feel pleased about your wellness?

2) Where are areas of less than optimal wellness or habits?

3) Of these, what do you most feel committed to changing?4)




Feedback is so awkward it’s funny



What they did with it

What it meant to

them

What they heard

What I said

What it meant to

me

What I saw

What happened


Feedback is…

… information about past behavior… delivered in the present……with the positive intent of influencing future behavior. What can possibly go wrong?


Receiving Feedback1. Make a habit of asking for feedback: It is always easier to hear feedback if you ask for it. Think about what you’d like to know; be proactive.2. Put it in your pocket: You are in total control of what you do with it, so start by putting difficult feedback in your pocket. Take it out later to look for patterns.3. Listen: Breathe. Be curious and open. Ask for more information. The more open you are with your questions, the more you will learn. 4. Check for understanding: Check assumptions by repeating back the feedback. If you think you know what someone else is thinking, ask.


Exercise in giving and receiving feedbackFind someone in the room who you would like to ask for feedback. The person chosen is the Giver. The chooser is the Receiver.

STEP ONE:Receiver:

ASK the giver for specific feedback – then

PAUSE AND WRITE down: Why do I want this feedback? How can I prepare myself for the feedback to be useful?

Giver: LISTEN to what the receiver wants feedback about – then

PAUSE AND WRITE down: What do I think? Be specific. What is the most useful thing I can share?

STEP TWO: When you are both ready: Giver: GIVE the receiver USEFUL information, not positive or negative Receiver: LISTEN to the feedback with curiosity, ASK QUESTIONS without

defensiveness

STEP THREE: Afterwards, pause and reflect: THINK about how you were in the exchange and anything you might have done

differently THINK about how you feel about what you heard. SHARE feedback about the exchange with the other person

Receiving Feedback1. Make a habit of asking for feedback: It is always easier to hear feedback if you ask for it. Think about what you’d like to know; be proactive.2. Put it in your pocket: You are in total control of what you do with it, so start by putting difficult feedback in your pocket. Take it out later to look for patterns.3. Listen: Breathe. Be curious and open. Ask for more information. The more open you are with your questions, the more you will learn. 4. Check for understanding: Check assumptions by repeating back the feedback. If you think you know what someone else is thinking, ask.

Notes on Feedback Conversation

What feedback do I want to get?

What do I think about the feedback I got and how it was shared?

What does my partner want feedback on and what do I have to say?

What do I think about how I shared the feedback and how my partner responded?

Learning Goal WorksheetSelf Reflection Disagree

StronglyDisagree Agree Agree

StronglyDoesn’t apply

I communicate a compelling vision for the work

I lead a team that feels like a “real team”

I engage others in creating shared goals & plans

I communicate clearly what is expected

I build strong, professional work relationships

I work in a collaborative way

I am challenged and growing in my career

I connect the day-to-day with the larger purpose

I do not over commit

I am satisfied with the results I am getting

I manage my emotional triggers well

I like who I am at work

I follow through on commitments and deadlines

I initiate difficult conversations when needed

I am aware of my strengths and build on them

I feel comfortable with the power I have

I proactively coach and/or mentor others

I run meetings that are engaging & productive

I measure results that matter

I regularly acknowledge and appreciate others

I adjust my style to meet the needs of others

I create a climate of accountability on my team

I delegate the right amount to the right people

I give useful and timely feedback regularly

I am aware of my social identity influences

I don’t let others’ criticism of me get me down

I seek out feedback on how I can do better

I make tough & fair decisions about staff

I am a positive and inclusive when I lead change

3M Development Goals: Meaningful, measurable and memorable

1. Meaningful = Pick goals that are meaningful to you AND will make a real difference in your performance. What, if you achieved it, would impact your work goals and your professional growth?

2. Measurable = you have to know it when you see it – is a description of success, not just an area to work on. Describe what will be different if you succeed at developing in this area:

3. Memorable = to keep your goals in your mind as you go about your daily work, they need to be short and motivating. Try for 8 words or less – use a metaphor or words that have punch for you.

INDIVIDUAL DEVELOPMENT PLAN

Name Manager

Start Date: End Date:

DEVELOPMENT GOAL

Strengthsfinder Feedback

1.

2.

3.

4.

5.

Strengths to build on:

Challenges and new areas to focus on:

Action plan

Baseline: Establish a clear baseline. Ask for feedback. Assess your starting point.

Learn and explore options: Who can you learn from? What can you read? Where can you go to learn more?

Pilot new behaviors: Be the change, build in a support system, keep track of results, reflect on what you learned, adjust.

Topics for Calls and Final Training

Situational LeadershipSL is a model that breaks down leadership into task and relationship. Depending on the ability of the other person to do the work, you adjust your leadership style. Includes a self-test. Gets at issues of when to turn over decision making and when to engage.

Stewardship DelegationDelegating is a skill that develops other people and frees you up – or results in disaster! Learn here about best practices in delegating, plan an actual delegation, and talk through common issues that get in the way of delegating effectively.

Leading teams A team is a small group of people who are working together to achieve a common goal. This webinar will share a straightforward tool for assessing your team and ways in which you as the leader can positively impact the team’s performance and morale.

Strengths-based leadershipLeading staff with a positive, strengths focus has been proven to be most effective, yet many of us have been trained to look for what’s not working and point out weaknesses. How can we get great results and address challenges and still be a positive leader?

Fostering motivation and driveThe drive to work through obstacles, innovate new ideas and go the extra mile to get results comes from within. How can you as a leader of staff help foster that motivation and drive in your team?

Systems thinkingAs leaders, we are often seeing results that we don’t want or don’t expect. It is easy to assume it is someone’s fault, rather than seeing the underlying forces that might be at work. Being able to “see systems” is a skill that all leaders should have.

Difficult conversationsThe most difficult conversations we have are the ones that have emotional charge. Anger, frustration, fear or resentment or some other emotion. Learning how to plan for, start and carry out a difficult conversation is an essential skill for leading staff.

First Call: Strengths based leadership

October 2nd at 12noon EasternDial (712) 432-0927 with participant code: 371921#

PRE-WORKA. STRENGTHSFINDER

1) Please take the Strengthsfinder Self-test to find out your 5 signature strengths:2) Visit the website: https://www.gallupstrengthscenter.com/Register/en-US/Index3) Enter this access code: CT93TE24RZ23TR884) Allow 35-40 minutes to take test5) Your results will be automatically sent to you when you finish, along with a

description of what they mean and how to build on them

B. WEBINAR & READINGS1) Additional reading and a short webinar on Strength-based leadership will be

available on the community webpage: 2) http://www.alvarezporter.com/leading-union-staff-community-page-cohort-2/

C. CONFERENCE CALL

1) In advance of the call, think about questions you have from your test, webinar and readings;

2) The call is based on discussion from you, not lecture, so please plan to be somewhere you are able to be off mute and participating;

3) Please have your 5 Signature Strengths on hand;4) Conference call dial in number: (712) 432-0927

Participant Access Code: 371921#

http://www.alvarezporter.com/leading-union-staff-community-page-cohort-2/

https://www.gallupstrengthscenter.com/Register/en-US/Index

starting from the inside out - alvarez porter · web viewmarianne williamson the purpose of the...

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