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LEADINGTHE WAY…BY THE WAY WE LEAD

We are all committed to continuously strengthening our culture and being the leading agency in North Texas. The ACH Leadership Program is meant to facilitate how each of us “lead the way,” and this booklet is a guide to support your role. If you have questions after reading this booklet, you are most welcome to speak to your supervisor or contact either of us directly.I hope you enjoy this journey as we grow, TOGETHER! Wayne Carson, Ph.D.Chief Executive OfficerACH Child and Family ServicesTnai Mason, MSChief Human Resources OfficerACH Child and Family Services1

The ACH Leadership program describes the qualities, or competencies, necessary to be an ACH leader. What does this mean to you?Who? An organization achieves greatness when each of us works toward a common cause. At ACH, our individual actions really add up and deliver results that exceed the expectations of our agency, our clients, and our community.Successful organizations have a strong and widely shared culture that helps guide behaviors and sets the context for everything an organization does. And when our actions set an example for others, true leadership emerges.2LEADINGTHE WAY

How? How we deliver on our themes lies in how engaged we are in our work. All of us either serve children and families directly, or we serve someone who does. When you take our mission to heart, your actions and your attitude, and the impact you have on both clients and co-workers, help lead the way to delivering superior results. Why? When we work within the context of our culture, we have a better idea of how to respond to any situation, we’re habitually doing the right things, and we see how our success drives organizational success. Kids Can’t Wait Relationships Get ResultsStart with YesPlan Together, Work Together, Improve TogetherThe Community is Counting on Us to Get it Right What? At ACH, our culture truly defines us and is rooted in our values of childhood, families, effective services, stewardship, spirituality, advocacy, and learning. These values guide our actions and behaviors and lead to five recurring themes: 3

Leading the Way is built on the way we lead Whether or not you supervise someone is not the point of this program. Being proactive, helping colleagues to integrate and grow, and addressing individual challenges on the job relies on your leadership qualities. Developing these qualities can make you better at your job and make your work easier. Plus, by developing your qualities, you also help all of us at ACH move toward meeting our organizational goals. To help you explore your potential, a team of staff members defined key leadership qualities that align with our themes (see next page). These leadership qualities can be used across all positions at ACH to build on and strengthen our culture. Plus, by developing your qualities you also help all of us at ACH move toward meeting our organizational goals.When you help lead the way, you’re helping move ACH from good to great!Leadership qualities are simply the knowledge and skills that shape our behavior. They can be developed to fit your personal preferences and career aspirations. Doing so helps all of us understand our connection to culture and strategy—and how our work impacts the organization.4

Centers on ACH’s PurposeDrives ResultsDevelops Self and OthersCollaborates with TrustSeeks toUnderstand and Be UnderstoodEncourages Inno-vationCultivates Well-BeingKids Can’t WaitThe Community is Counting on Us to Get it RightPlan Together, Work Together, Improve TogetherRelationships Get ResultsRelationships Get ResultsStart with YesPlan Together, Work Together, Improve Together7PAGETHEMELEADERSHIP QUALITY89101112135

The elements of our leadership qualities Leadership qualities can be expressed by behaviors observed at every level of our organization:INDIVIDUAL CONTRIBUTOR Applies to each of us and our responsibilities, both as an individual and as a member of a team.GOAL: We want to align our behaviors with ACH’s goals and achieve results beyond our expectations.TEAM LEVEL You can see how supervisors set expectations for you, your team, and how your team interacts with other teams.GOAL: We want our behaviors to strengthen team effort and benefit other teams, too.ORGANIZATIONAL LEVELYou can see how department directors and above determine how everyone’s behaviors influence and improve the organization as a whole.GOAL: We want to think globally and help establish new standards of excellence.To be successful, we need to focus on positive behaviors while avoiding behaviors that are not part of our culture and limit our potential to grow, develop, and deliver positive outcomes. Learn more about each leadership quality on the following pages. Most of us will find that we are stronger in some areas than others. You can build on your strengths and turn weaknesses into assets.6

Works with passion for children and families; represents ACH with pride. Advocates for behaviors and practices that are consistent with our mission and values.Centers on ACH’s Purpose•Aligns goals and decisions to our mission•Expresses pride in work and urgency in helping children and families•Acts in a professional manner at ACH and in the community•Shares concerns when observing behaviors that go against guidelines•Empowers team to put clients and communities first•Proudly advocates for our services and how they impact the community •Helps team see how their work aligns with our themes and strategy•Seeks to correct activities that hinder our mission•Remains close to programs and departments up, down, and across agency•Maintains contact with key external stakeholders to understand and manage emerging issues and trends •Sets a vision that links to satisfying client needs•Inspires enthusiasm through a compelling vision of the future LIMITING BEHAVIORS•Avoids making time for clients or direct-care employees•Ignores best practices•Does not discuss ACH with external community7INDIVIDUAL TEAM ORGANIZATION

Provides exceptional services, combining critical thinking, analysis, and experience to intuitively solve challenges and achieve high-quality results. Drives Results•Translates goals into actions; goes above and beyond on a daily basis•Takes responsibility for decisions, actions, and mistakes•Keeps promises and delivers on commitments•Adjusts pace and responds to change •Varies approach to and persists in difficult times •Capitalizes on past experience and organizational resources •Ensures the team’s SMART goals are monitored regularly•Sets high expectations and appropriately presses for team to deliver•Removes barriers to producing quality work•Delegates, holds team accountable, and addresses issues quickly•Anticipates obstacles and overcomes challenges by combining insight and analysis •Displays a positive, tenacious spirit and an urgency to act•Sets benchmarks against the best, within and beyond ACH•Develops and uses criteria to measure and improve processes and outputs•Builds a culture of systematic performance management that is expected and valued•Recognizes opportunities and prioritizes resources to improve implementation •Makes sound decisions in the face of uncertainties LIMITING BEHAVIORS•Lacks sense of urgency under changing deadlines and finds excuses for failure•Satisfied with underperformance or delivering below standards•Waits/hopes for problems to solve themselves•Sets easy, achievable targets based on past experience8INDIVIDUAL TEAM ORGANIZATION

Fosters continuous learning that builds personal and team potential and organizational capability. Seeks growth through experiences, coaching, and training.Develops Self and Others•Believes all have the capacity to grow/develop•Recognizes own strengths and weaknesses•Demonstrates responsibility for personal growth and applies learning to work•Uses feedback to improve performance •Proactively discusses career goals with supervisor•Uses performance meetings to discuss & advance skills•Welcomes and mentors newer and junior staff•Develops people who know team strengths and development needs•Consistently provides feedback to team •Provides staff opportunities to develop through on-the-job learning and reflection •Identifies and advocates growth opportunities for team members•Seeks feedback and sets goals based on new areas for learning•Translates program/organizational goals into resources and staff development needs and addresses them with strategies•Builds long-term talent pipeline from across ACH•Coaches staff through challenging projects and job moves•Allows for growth from mistakes and cultivates leadership •Creates a culture where performance-related feedback is expected and given•Leads learning events to share knowledge and experienceLIMITING BEHAVIORS•Shows little interest in developing self or others•Responds defensively to feedback•Participates in training as a requirement without reflecting or applying learning •Provides feedback that is vague and lacks constructive advice•Engages in self-serving behaviors towards promoting at the expense of the team9INDIVIDUAL TEAM ORGANIZATION

Puts “we” before “me;” believes in the power of relationships, mutual interdependencies, and working together for common goals.Collaborates with Trust•Pitches in before asked•Looks for win-win outcomes for all parties involved•Creates and establishes trusting, productive relationships between staff, clients, and community•Involves personal network to support initiatives and improve results•Encourages contributions and perspectives of others•Supports team decisions•Breaks down silos by establishing collaborative and open relationships across ACH •Shares resources, contacts, and knowledge with colleagues and between teams•Encourages team to work with other departments toward shared goals•Asks team what is needed and “Where can we collaborate?”•Knows when and how to seek input from stakeholders•Builds relationships with outside stakeholders •Addresses and overcomes barriers to collaboration•Participates on committees to analyze and improve processes and procedures•Creates a safe environment to express minority opinions and encourages a culture of collaboration•Respects and carries out organizational decisions even if not yet fully on boardLIMITING BEHAVIORS•Creates or operates in silos/territorial manner, focusing on personal priorities•Blames others when things go wrong•Does not seek out opportunities for synergies•Questions every decision with purpose to challenge authority, instead of seeking better understanding•Sees committees or workgroup as a waste of time10INDIVIDUAL TEAM ORGANIZATION

Communicates with empathy, active listening, and candor. Seeks out diverse perspectives and shows courage in difficult conversations.Seeks to Understand and Be Understood•Acts with care for colleagues and clients•Commits to a two-way dialogue of understanding•Seeks to understand others’ perspectives and is honest in sharing own perspective •Communicates in a clear, professional manner •Builds knowledge of other cultures & traditions; avoids bias and discrimination•Anticipates the impact of own words and actions•Holds self and others accountable for maintaining our culture •Uses a variety of leadership styles with team members, peers, and clients •Considers goals, impact, and timelines to decide what and how to communicate•Initiates difficult conversations as soon as a problem arises•Checks for understanding from all parties after meetings and conversations•Models respect, authenticity, and compassion•Makes in-the-moment adjustments and responds with calm and humility to difficult situations •Keeps stakeholders informed of relevant issues•Effectively communicates complex messages to large groups •Seeks out and respects diverse viewpoints from across the organizationLIMITING BEHAVIORS•Does not show interest in exploring other people’s opinions and ideas, or quickly dismisses them•Uses fear, criticism and blame to influence others•Lacks structure and clarity in communication•Unwilling to listen or accept others’ points of view•Uses power and privilege in own self-interest11INDIVIDUAL TEAM ORGANIZATION

Champions new ideas and different approaches aimed at enhancing ACH’s services, processes, and workplace. Encourages Innovation•Recognizes needed improvements in work processes and pursues ways to achieve better results•Receptive to ideas brought forward by others•Expresses opinions, in a constructive way, even if they differ with others•Is flexible in responding to change•Resilient to setbacks and understands they are necessary for innovation and learning•Recognizes and shares the need and reasons for change •Networks to learn best practices •Thinks “outside the box” and challenges status quo•Takes calculated risks on new and unusual ideas and manages associated risks •Shows support for needed changes and encourages others to contribute•Helps staff to manage stress •Finds and shares insights and practices from our industry and peer organizations•Brings best practices and new learning to life agency-wide•Understands and plans to overcome barriers to change •Communicates the need and vision for change, balances urgency and capacity to adapt•Perseveres with change efforts and keeps staff up to date •Embeds change in systems, processes, and behaviors LIMITING BEHAVIORS•Complains without offering solutions•Tends to be limited by current or existing frames of reference•Remains resistant to external ideas; displays “not invented here” mentality•Dismisses policies, procedures, or standards claiming innovation12INDIVIDUAL TEAM ORGANIZATION

Nurtures wellness, physically and mentally, to sustain high-quality work over time. Strives for inclusivity and fairness; celebrates achievement and fosters enjoyment and pride in work. Cultivates Well-BeingINDIVIDUAL •Recognizes and corrects personal imbalance & stress, recharging when needed•Remains calm when stressed •Shares best practices used in his/her work with colleagues•Regularly checks own ideas against others’ perspective•Treats everyone with respect; appreciates colleagues’ work•Reflects on work, celebrates success•Brings energy, joy and team spirit•Ensures that team health and safety are safeguarded •Models healthy boundaries & balance in approaching work•Works to provide what the team needs to give their best •Builds others’ perspective and navigates stress and change•Encourages all to feel safe to speak up and share ideas•Delivers difficult news in a tactful way•Celebrates collective work and highlights accomplishments•Maintains awareness of the overall wellness of the department and manages risks of strain and burnout•Introduces and champions best practices that promote wellness•Makes decisions with staff wellness in mind•Breaks down barriers to inclusion •Fosters feelings of energy, excitement, and optimism •Shares success stories internally and externallyLIMITING BEHAVIORS•Does not react to burnout signals in self or others•Disregards others needs to achieve results•Avoids talking about how personal life, feelings, or health affects work•Shows bias in who to reach out to or support•Moves from task to task without recognizing achievements or success13TEAM ORGANIZATION

ACH Leadership Qualities—The Path to Excellence Our culture of caring is the foundation of our organization, and by building on it, we can take ACH to new heights. That’s why our Leadership qualities influence everything from our performance conversations to our professional development programs, and even our hiring process. We’re Driven to Success Our culture of caring is the foundation of our organization and by building on it, we can take ACH to new heights. ACH will:•Drive culture through leadership—everyone becomes a role model by exemplifying the behaviors associated with leadership. •Reinforce recognition with culture—we’re motivated to excel because we understand the connection between behaviors and reward and recognition. •Engage others to live the culture—through training and a commitment to uphold our values, we inspire everyone to become the best we can be. Again, when you help lead the way, you’re helping move ACH from good to great! TALENTACQUISITIONONBOARDING LEARNINGLEADERSHIP & PROFESSIONAL DEVELOPMENTSUCCESSION MANAGEMENTPERFORMANCE MANAGEMENT14

Copyright 2018 ACH Child and Family Services V06/22Help ACH continue to lead the way 2003ACH meets—and continues to meet—the national standards of the Council on Accreditation (COA)2013ACH receives the state contract for foster care redesign. OCOK delivers results that help pass legislation for statewide community-based care in 20172015ACH begins its second century of protecting children and preserving families in North Texas2017CNM (Center for Nonprofit Management) recognizes ACH as Nonprofit of the Year, the first time ever awarded to a Tarrant County agency2019OCOK becomes the first contractor in Texas to enter Stage II of Community-Based CareStay in The Loop at intranet.ACHservices.org/leading-the-way