PROJECTS — LEADERSHIP

DEVELOPING A VISION

As a frontline manager, your vision for the sector is important.

Think about your current situation:

• What are some characteristics of the workforce that could be improved (e.g. level of training, type of employment, general expectations of support work)?
• Can you describe worker behaviours that regularly cause problems?
• Are there participant needs for which there are no ready solutions?

What would a more professional workforce look like?

• What extra benefits would it offer participants? How would it affect levels of:
  • risk
  • participation and control
  • focus on goals
• How would the worker’s role change? Think about:
  • benefits to workers
  • added responsibilities
  • demands and stress levels 
• How would the manager’s role change? Think about:
  • reduced or added tasks
  • demands and stress levels
  • change in status or perception of role

What do your workers think about greater professionalisation? What does it look like?

What does that mean for your role as a manager? How does their vision work with your vision?

DEVELOPING A PLAN

Consider the strategies offered in this chapter (under WHAT CAN MANAGERS DO?). Some will appeal to you, some won’t. Ask yourself why they don’t appeal:

• Because I don’t have that kind of relationship with staff.
• I can’t have that kind of relationship with workers (structural issues)
• That kind of strategy doesn’t suit my personality or management style.

What are you missing out on by not using those strategies?

What can you do about it?