Project Directors and Coordinators:
Facilitating the Process
Barbara Paradiso
Shannon Collins
Training and Technical Assistance Institute II
June 9, 2016
FY 2015 Grants to Reduce Sexual Assault, Domestic Violence,
Dating Violence and Stalking on Campus Program
Our Work for Today
Session Goal: Clarify and provide support for the role of the Project
Director/Coordinator in carrying out the OVW Campus Program project.
Session Objectives:
• Articulate the role of the Project Director/Coordinator in facilitating the
implementation of the grant project.
• Identify challenges experienced by grantees in carrying out that role
successfully and consider potential solutions.
• Understand the meaning, value, challenges, and benefits of campus and
community engagement.
• Explore strategies for engaging CCRT and facilitating collaborative
ownership of the grant project.
Small Group Exercise:
In teams of three, discuss the following questions:
1. What role do you believe you play as Project
Director/Coordinator for your campus? For the CCRT?
a.
What three words would you use to describe your role?
b. How does the role you play impact the focus of your work?
2. What expectations do you believe others have of you in
your role as Project Director/Coordinator?
3. What are the greatest challenges you are facing as a
Project Director/Coordinator?
Hersey & Blanchard: Leadership Styles
S1
Telling
S2
Selling
S3
Participating
S4
Delegating
Source: Hersey, P. and Blanchard, K. H. (1977). Management of
Organizational Behavior 3rd Edition– Utilizing Human Resources.
New Jersey/Prentice Hall
Quick Talk!
In your team of three –
Discuss which of the four leadership
styles you naturally gravitate towards.
Is there diversity among those at your
table? Any surprises?
Hersey & Blanchard: Levels of Maturity
M1
Low competency; low motivation
M2 Low competency; high motivation
M3
High competency; low motivation
M4 High competency; high motivation
Source: Hersey, P. and Blanchard, K. H. (1977). Management of
Organizational Behavior 3rd Edition– Utilizing Human Resources.
New Jersey/Prentice Hall
Leadership Approaches
Source: Hersey, P. and Blanchard, K. H. (1977). Management of
Organizational Behavior 3rd Edition– Utilizing Human Resources.
New Jersey/Prentice Hall
Small Group Exercise:
In your teams of three, discuss the following
questions:
1. Which leadership style is most comfortable
for you as an individual?
2. Which maturity level do you believe your
CCRT is at this time?
3. Which leadership approach might be most
effective given the current situation?
We created a
large and diverse CCRT…
now what do we do with it?
Barriers to team engagement…
• High staff turnover
• Power dynamics within
the group
• Power dynamics outside
of the group
• Staff burnout
• Knowledge and Expertise
Importance of Team Engagement and
Self-Reliance
•
•
•
•
It is the mechanism for sustainability.
People are more likely to carry out work they choose to do.
Engagement provides social support and builds allies.
When team members are engaged, we feel connected to
one another and the work.
• When one or two people do the work, they are easily
scapegoated if something goes wrong.
• The job is simply too big for any one or two people to do
alone.
• Our stakeholders are our information source
Strategies for Engagement
1. Teams should define the
scope of the work.
2. Team members should
articulate how they want to
contribute to the work.
Examples of Strategies of Engagement
•
•
•
•
•
Storytelling
Three Questions
Onboarding
Cross-training
Art
Quick Talk!
In teams of three, discuss:
1. The sample engagement strategies;
2. Any experience you may have had with
them; and
3. Other ideas to encourage development of
competency and commitment among the
CCRT membership.
Closure
Questions?
Thank You!
Contact:
[email protected]
[email protected]