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Inte ntiona l Me ntoring L e ar ning and Conne c ting for Pr ofe - - PowerPoint PPT Presentation

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Inte ntiona l Me ntoring L e ar ning and Conne c ting for Pr ofe ssional E volution T e re sa L . Pe nb ro o ke , PhD, MAOM, CPRE www.GPRED.org www.GreenPlayllc.com 1 T T odays Goals odays Goals E E xplo ring ste ps to

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Inte ntiona l Me ntoring

L e ar ning and Conne c ting for Pr

  • fe ssional E

volution

T e re sa L . Pe nb ro o ke , PhD, MAOM, CPRE

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T

  • day’s Goals

T

  • day’s Goals

 E

xplo ring ste ps to de ve lo p a c ulture o f

  • rg a niza tio na l me nto ring

 Applying a Me nto r Mo de l to c o nne c t me nto rs a nd

me nte e s

 I

de ntifying c o re c o mpe te nc ie s fo r e xe c utive le a de rship a nd pro fe ssio na l missio n

 Cre a ting stra te g ie s, ste ps, a nd a pla n fo r pe rso na l

a nd pro fe ssio na l me nto ring e ng a g e me nt

 E

xplo ring ste ps to de ve lo p a c ulture o f

  • rg a niza tio na l me nto ring

 Applying a Me nto r Mo de l to c o nne c t me nto rs a nd

me nte e s

 I

de ntifying c o re c o mpe te nc ie s fo r e xe c utive le a de rship a nd pro fe ssio na l missio n

 Cre a ting stra te g ie s, ste ps, a nd a pla n fo r pe rso na l

a nd pro fe ssio na l me nto ring e ng a g e me nt

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Change and Innovation Change and Innovation

  • Cha ng e c a n b e sc a ry b ut impo rta nt
  • Risk a dve rse vs. risk ta ke rs
  • Culture to suppo rt inno va tio n
  • Re c ruitme nt, a ppra isa l, a nd re c o g nitio n
  • I

nvo lve e mplo ye e s to c re a te a lig nme nt

  • Re a lly g o o d e mplo ye e s like wo rking fo r a fo rwa rd

thinking a g e nc y

  • Cha ng e c a n b e sc a ry b ut impo rta nt
  • Risk a dve rse vs. risk ta ke rs
  • Culture to suppo rt inno va tio n
  • Re c ruitme nt, a ppra isa l, a nd re c o g nitio n
  • I

nvo lve e mplo ye e s to c re a te a lig nme nt

  • Re a lly g o o d e mplo ye e s like wo rking fo r a fo rwa rd

thinking a g e nc y

Change is the

  • nly

c onstant

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L e adHE R ship is Changing L e adHE R ship is Changing

 Re tiring e mplo ye e s

po sse ss c ritic a l institutio na l kno wle dg e

 L

e a rning to b e re a dy

 L

e a ving a le g a c y

 Re tiring e mplo ye e s

po sse ss c ritic a l institutio na l kno wle dg e

 L

e a rning to b e re a dy

 L

e a ving a le g a c y

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How pe ople typic ally le ar n in the ir pr

  • fe ssion

How pe ople typic ally le ar n in the ir pr

  • fe ssion

I nze r, L .D. & Cra wfo rd, C.B. (2005). A re vie w o f fo rma l a nd info rma l me nto ring : Pro c e sse s, pro b le ms, a nd de sig n. Jo urna l o f L e a de rship E duc a tio n. 4:1, pp. 31-50. I nze r, L .D. & Cra wfo rd, C.B. (2005). A re vie w o f fo rma l a nd info rma l me nto ring : Pro c e sse s, pro b le ms, a nd de sig n. Jo urna l o f L e a de rship E duc a tio n. 4:1, pp. 31-50.

  • 95% - F
  • rma l in-ho use tra ining
  • 83% - T

e a ms

  • 79% - F
  • rma l o ff-site tra ining
  • 71% - Coac hing or

me ntor ing

  • 71% - Unive rsity pro g ra ms
  • 69% - Co ntinuo us impro ve me nt
  • 66% - I

ndividua l de ve lo pme nt pla ns

  • 58% - F

e e db a c k

  • 55% - Be st pra c tic e s
  • 42% - Jo b ro ta tio n
  • 38% - F
  • c us g ro ups
  • 18% - Qua lity c irc le s
  • 12% - Othe r
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De ve loping your

  • wn style

De ve loping your

  • wn style

 Pe rso na l a nd

Pro fe ssio na l Pa th

 L

ife lo ng L e a rning F

  • c us

 I

nte ntio na l Pla n

 Pe rso na l a nd

Pro fe ssio na l Pa th

 L

ife lo ng L e a rning F

  • c us

 I

nte ntio na l Pla n

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Quic k E xe r c ise Quic k E xe r c ise

 Ho w do yo u de ve lo p le a de rs in yo ur a g e nc y?  Ho w do yo u pre pa re fo r le a de rship suc c e ssio n

pla nning in yo ur a g e nc y?

 Do yo u ha ve a me nto r?  Are yo u o r do yo u wa nt to b e a me nto r?  Ho w do yo u de ve lo p le a de rs in yo ur a g e nc y?  Ho w do yo u pre pa re fo r le a de rship suc c e ssio n

pla nning in yo ur a g e nc y?

 Do yo u ha ve a me nto r?  Are yo u o r do yo u wa nt to b e a me nto r?

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CONSIDE R AT IONS for Me ntor ship CONSIDE R AT IONS for Me ntor ship

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T r e e s gr

  • w be tte r

whe n plante d in a for e st than an

  • pe n fie ld.

T r e e s gr

  • w be tte r

whe n plante d in a for e st than an

  • pe n fie ld.

T he ir ro o ts c a n fo llo w the intric a te pa thwa ys c re a te d b y the tre e s b e fo re the m. T he ir ro o ts c a n fo llo w the intric a te pa thwa ys c re a te d b y the tre e s b e fo re the m.

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L e ar ne r

  • Ce nte r

e d Me ntor ing Par adigm L e ar ne r

  • Ce nte r

e d Me ntor ing Par adigm

 Custo mize d to E

xpe rie nc e s

 T

he Me nto r’ s a nd Me nte e ’ s Jo urne y

Pre pa ring Ne g o tia ting E

na b ling

Clo sing

 Custo mize d to E

xpe rie nc e s

 T

he Me nto r’ s a nd Me nte e ’ s Jo urne y

Pre pa ring Ne g o tia ting E

na b ling

Clo sing

De pe nde nc e I nde pe nde nc e I nte rde pe nde nc e

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Ste ps to Conside r for Cr e ating a Cultur e of Or ganizational Me ntor ing Ste ps to Conside r for Cr e ating a Cultur e of Or ganizational Me ntor ing

1. Ide ntify the skills and wisdom ne e de d 2. E stablish two-way, c r

  • ss-

ge ne r ational me ntor ing 3. Suppor t infor mal me ntor ing 4. Offe r fle xible me ntor ship pr

  • gr

ams for all age s 5. E nc our age e xte r nal me ntor s 6. Ke e p it de moc r atic 1. Ide ntify the skills and wisdom ne e de d 2. E stablish two-way, c r

  • ss-

ge ne r ational me ntor ing 3. Suppor t infor mal me ntor ing 4. Offe r fle xible me ntor ship pr

  • gr

ams for all age s 5. E nc our age e xte r nal me ntor s 6. Ke e p it de moc r atic

Ma rtinuzzi, B. (n.d .). 9 T ips fo r Me nto ring Ne xt-Ge ne ra tio n L e a de rs. Re trie ve d 1/ 4/ 2018 fro m https:/ / www.a me ric a ne xpre ss.c o m/ us/ sma ll-b usine ss/ o pe nfo rum/ a rtic le s/ 9-tips-fo r-me nto ring -ne xt-g e ne ra tio n- le a de rs/

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De ve loping Me ntor e d L e ade r ship De ve loping Me ntor e d L e ade r ship

 A c ra ft tha t yo u c a n c o ntinuo usly le a rn a nd a da pt

a nd b e c o me b e tte r

 Suppo rt c o ntinuing e duc a tio n  Me nto ring o r E

xe c utive Co a c hing

 Pe rfo rma nc e Appra isa l: 360 de g re e s  Just in time fe e db a c k  Build o n stre ng ths, no t o n we a kne sse s  Jo b Ro ta tio ns  Cre a te a c c o unta b ility  Re a d e ve rything yo u c a n & Po dc a sts  A c ra ft tha t yo u c a n c o ntinuo usly le a rn a nd a da pt

a nd b e c o me b e tte r

 Suppo rt c o ntinuing e duc a tio n  Me nto ring o r E

xe c utive Co a c hing

 Pe rfo rma nc e Appra isa l: 360 de g re e s  Just in time fe e db a c k  Build o n stre ng ths, no t o n we a kne sse s  Jo b Ro ta tio ns  Cre a te a c c o unta b ility  Re a d e ve rything yo u c a n & Po dc a sts

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Me ntor ing for L e ade r ship Cor e Compe te nc ie s in P&R Me ntor ing for L e ade r ship Cor e Compe te nc ie s in P&R

Me nto ring sho uld invo lve de ve lo ping :

 L

e a de rship skills ide ntific a tio n

 Skills de ve lo pme nt  L

e a de rship tra ining

 Me nto ring a nd ne two rking  K

no wle dg e tra nsfe r a nd le g a c y c re a tio n

Me nto ring sho uld invo lve de ve lo ping :

 L

e a de rship skills ide ntific a tio n

 Skills de ve lo pme nt  L

e a de rship tra ining

 Me nto ring a nd ne two rking  K

no wle dg e tra nsfe r a nd le g a c y c re a tio n

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COR E E XE CUT IVE COMPE T E NCIE S

CE R T IF IE D PAR KS AND R E CR E AT ION PR OF E SSIONAL (CPR P) CE R T IF IE D PAR K AND R E CR E AT ION E XE CUT IVE (CPR E )

COR E E XE CUT IVE COMPE T E NCIE S

CE R T IF IE D PAR KS AND R E CR E AT ION PR OF E SSIONAL (CPR P) CE R T IF IE D PAR K AND R E CR E AT ION E XE CUT IVE (CPR E )

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  • 1. Communic ation
  • 1. Communic ation

 F

  • ste r g o o d inte rna l a nd e xte rna l re la tio nships

 Cre a te ma rke ting a nd c o mmunic a tio n

stra te g ie s

 Co mmunic a te a g e nc y’ s visio n a nd missio n  F

  • rma lize c o lla b o ra tio ns a nd pa rtne rship

pla nning

 F

  • ste r g o o d inte rna l a nd e xte rna l re la tio nships

 Cre a te ma rke ting a nd c o mmunic a tio n

stra te g ie s

 Co mmunic a te a g e nc y’ s visio n a nd missio n  F

  • rma lize c o lla b o ra tio ns a nd pa rtne rship

pla nning

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Ke ys to R e le vanc e Now Ke ys to R e le vanc e Now

“Align your department with solving public

  • problems. That’s what repositioning is all about.”
  • Dr. John L. Crompton

Distinguished Professor Texas A&M University “Elected officials have some very tough choices to make. It’s our job as recreation professionals to provide them with information and tools to be able to make those decisions.” Ann Conklin, Director of Leisure Services Canton, MI

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  • 2. Ope r

ations

  • 2. Ope r

ations

 Ma na g e a sse ts a nd pro g ra ms  Mo nito r c a pita l impro ve me nts  Custo me r re la tio nships  Risk ma na g e me nt, sa fe ty, a nd

se c urity

 Co lle c t input a nd upda te

sta nda rd o pe ra ting pro c e dure s/ ma nua ls

 Ma na g e a sse ts a nd pro g ra ms  Mo nito r c a pita l impro ve me nts  Custo me r re la tio nships  Risk ma na g e me nt, sa fe ty, a nd

se c urity

 Co lle c t input a nd upda te

sta nda rd o pe ra ting pro c e dure s/ ma nua ls

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  • 3. Human R

e sour c e s

  • 3. Human R

e sour c e s

 Skills with Pe rso nne l  De ve lo ping jo b de sc riptio ns  E

va lua te pe rfo rma nc e (g o a ls, wo rk pla ns)

 De sig n tra ining s fo r sta ff, b o a rd me mb e rs,

a dvo c a c y g ro ups, vo lunte e rs

 K

no wle dg e o f HR a nd/ o r unio n po lic ie s

 Pa yro ll a nd e mplo ye e re c o rds  Co nduc t hiring pro c e ss  Skills with Pe rso nne l  De ve lo ping jo b de sc riptio ns  E

va lua te pe rfo rma nc e (g o a ls, wo rk pla ns)

 De sig n tra ining s fo r sta ff, b o a rd me mb e rs,

a dvo c a c y g ro ups, vo lunte e rs

 K

no wle dg e o f HR a nd/ o r unio n po lic ie s

 Pa yro ll a nd e mplo ye e re c o rds  Co nduc t hiring pro c e ss

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Managing UP Managing UP

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  • 5. F

inanc e

  • 5. F

inanc e

 Pre pa re a nd ma na g e b udg e ts fo r a re a s o f

re spo nsib ility

 Addre ss c o st re c o ve ry a na lysis  Pro c ure a nd ma na g e tra ditio na l a nd a lte rna tive

funding me c ha nisms

 Pre pa re a nd ma na g e b udg e ts fo r a re a s o f

re spo nsib ility

 Addre ss c o st re c o ve ry a na lysis  Pro c ure a nd ma na g e tra ditio na l a nd a lte rna tive

funding me c ha nisms

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Cor e Se r vic e s and Cost R e c ove r y

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  • 5. Age nc y Planning &

L e ade r ship

  • 5. Age nc y Planning &

L e ade r ship

 Be st pra c tic e s  Ag e nc y stra te g ic / ma ste r/ b usine ss pla nning  I

de ntify ne e ds fo r ne w fa c ilitie s, se rvic e s, a nd c a pita l impro ve me nts

 Co mpre he nsive pro g ra m pla n  Co lle c ting a nd a na lyzing c o mmunity input (e .g .,

pub lic he a ring s, fo c us g ro ups, surve ys)

 Be st pra c tic e s  Ag e nc y stra te g ic / ma ste r/ b usine ss pla nning  I

de ntify ne e ds fo r ne w fa c ilitie s, se rvic e s, a nd c a pita l impro ve me nts

 Co mpre he nsive pro g ra m pla n  Co lle c ting a nd a na lyzing c o mmunity input (e .g .,

pub lic he a ring s, fo c us g ro ups, surve ys)

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Flora / Fauna Wellbeing & Reduced Stress Community Spaces P&R Public Spaces Open Spaces

Systems Approaches to relationships between access to public P&R spaces, health, and wellness

Attention restoration and ADD Physical activity and social support Adapted from EPA, 2014; Kuo, 2015; Penbrooke, 2017; Saw, Lim, & Carrasco, 2015; Sturm & Cohen, 2014

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Component‐Based Inventory & LOS Analysis

  • Geo‐spatial analysis
  • Beyond capacity and proximity
  • Equity, functionality, & quality
  • Health and walkability
  • Exploration and portrayal of new opportunities
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System‐Wide Master and Strategic Planning

Bra nding

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Agency Succession Plan Outline

  • Intro / History
  • Agency demographics
  • Upcoming retirements / changes
  • Plans for organizational change
  • Strategic implementation steps
  • Recruitment and training strategies
  • Leadership development support opportunities
  • Adopt and communicate the plans
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What Can You Do Pe r sonally? What Can You Do Pe r sonally?

 Vo lunte e r a nd c o ntinue to le a rn  Ask to b e invo lve d  Sha re e xpe rtise  Do c ume nt institutio na l kno wle dg e  Cre a te in-ho use tra nsfe r o ppo rtunitie s  I

de ntify me nto rs

 Suc c e ssio n Pla n / Othe r Pla ns fo r yo ur Ag e nc y?  Ac tio n Pla n fo r YOU!!  Vo lunte e r a nd c o ntinue to le a rn  Ask to b e invo lve d  Sha re e xpe rtise  Do c ume nt institutio na l kno wle dg e  Cre a te in-ho use tra nsfe r o ppo rtunitie s  I

de ntify me nto rs

 Suc c e ssio n Pla n / Othe r Pla ns fo r yo ur Ag e nc y?  Ac tio n Pla n fo r YOU!!

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Pe r sonal Me ntor ing Ac tion Plan Pe r sonal Me ntor ing Ac tion Plan

Me nte e o r Me nto r?

Who do yo u ha ve in yo ur life a s a Me nto ring re la tio nship?

Pe rso na l Skills/ Co mpe te nc ie s I nve nto ry

Prio ritie s a nd Go a ls

Pro spe c ting a nd Ag re e me nts

Wo rk Pla n

Me nte e o r Me nto r?

Who do yo u ha ve in yo ur life a s a Me nto ring re la tio nship?

Pe rso na l Skills/ Co mpe te nc ie s I nve nto ry

Prio ritie s a nd Go a ls

Pro spe c ting a nd Ag re e me nts

Wo rk Pla n

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Que stions? T hank you for atte nding this Inte ntional Me ntor ing Se ssion!

E mail or c all with any que stions!

Que stions? T hank you for atte nding this Inte ntional Me ntor ing Se ssion!

E mail or c all with any que stions!

Teresa L. Penbrooke, PhD, MAOM, CPRE 303-870-3884 TeresaP@GPRED.org www.GPRED.org www.GreenplayLLC.com