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Annotation: Great leaders understand the importance of regular and meaningful conversations between themselves and their teams. However, those conversations are not all the same. Your leadership style, the personalities of your team, and the needs of your organization will dictate how to make the most of these necessary conversations. This course is led by Alan S. Berson, an executive coach, leadership consultant and professor with years of experience leading Fortune 500 companies. He’s also the co-author of “Leadership Conversations”, on which this course is based. The course comprises an overview, one lesson, and a post-course survey.

Learning Objectives: • How conversations can help you connect with your team and become a more effective leader. • How to embed continuous learning to build a culture of success. • How to inspire people in difficult times with proven step-by-step processes.

Annotation: This "Web-based Learning and Reflection" forum is designed to share examples from organizations that have recognized their own limitations in promoting cultural diversity and advancing and sustaining cultural and linguistic competence within human services, or those within the systems in which they are involved, related to the lack of cultural diversity and marginal attention that is given to fostering cultural and linguistic competence.

Learning Objectives: • Define a model of cultural competence including the role of policy in its implementation. • Define linguistic competence (Goode & Jones framework). • Cite legal mandates and requirements (policy directives) for language access for individuals with limited English proficiency. • Describe three approaches to influence change in organizational and public policy that promote cultural diversity and advance and sustain cultural and linguistic competence. • Reflect on the role of leadership in bringing about such change.

Annotation: Management expert Gary Hamel notes that, “modern organizations are motivationally crippled because they coerce grudging compliance instead of inspiring passion and performance.” Most of today’s government employees are knowledge workers, who come with particular ways of being motivated and managed. How do managers connect with their team in a way that motivates and inspires them? How do leaders know what to invest in to motivate their employees? The course comprises an overview and introduction, 6 lessons, 2 knowledge checks, and a post-course survey.

Learning Objectives: • Learn six actions for leading engagement. • Recognize employees and colleagues across four different levels of engagement. • Estimate the financial impact of disengagement. • Understand what tools to invest in to increase engagement.

Continuing Education: GovLoop is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors.

Annotation: This training spotlight, developed by the MCH Navigator, provides links to selected trainings and related tools on the topics of systems integration, integrated services, and systems development. It addresses a priority focus of the National MCH Workforce Development Center. At the heart of systems integration lies systems thinking, a discipline for seeing wholes, interrelationships and patterns of change. By focusing on the interrelationships among key elements within a system, and the influence of these interrelationships on the system’s behavior over time, leaders implementing improvements can pursue several goals at once, simultaneously reducing the potential for unintended consequences by predicting upstream and downstream influences and effects. By coordinating efforts across systems of care, programs to improve maternal and child health (MCH) can increase coverage and reduce barriers to the use of services and supports. Linking medical and non-medical sectors (to encompass education, housing, social services, mental health, and early childhood systems) can help minimize risk factors and promote health and wellness across the life course.

Annotation: In working to improve the lives of women, children and families, leadership is an essential role for maternal and child health (MCH) programs. Leaders must have a vision, take initiative, influence people, solve problems, and take responsibility in order to make things happen. And, whether or not they have a formal title, everyone is engaged in the process of leadership. Likewise, everyone can develop their leadership effectiveness. AMCHP’s efforts to strengthen the capacity of the MCH community to engage in the leadership process recognize that leadership development is a process, not an event. The Leading in Changing Times Series is an initiative launched by AMCHP as part of their larger efforts to support a diverse, effective and competent workforce in state and territorial MCH programs. The Leading in Changing Times Series is a year-long, three-part series of webinars blending principles of key leadership theory with real-world stories from senior-level MCH leaders. These 45 minutes leadership “conversations” are designed to share leadership ideas and inspiration through a 20 minute presentation and 25 minute discussion. The three webinars consist of: (1) Great Leaders are Great Decision-Makers: The Importance of Decisiveness; (2) Leading Change: The Challenge of Change; and (3) Leaders with a Vision: The Ability to See Beyond the Present.

Learning Objectives: 1. Great Leaders are Great Decision-Makers: The Importance of Decisiveness • Explore the elements of decision making in public health leadership theory. • Understand the benefits of having a defined approach to prioritizing among many concerns and issues. • Learn concrete strategies and examples that they can use to prioritize maternal and child health efforts in their state. 2. Leading Change: The Challenge of Change • Learn six characteristics of effective change. • Understand the difference between managing and leading change. • Identify opportunities to support or lead change within their organization. • Identify opportunities to practice strategies shared in the webinar. 3. Leaders with a Vision: The Ability to See Beyond the Present • Describe three skills of strategic leadership. • Identify opportunities to create a shared vision within their organization. • Identify opportunities to practice strategies shared in the webinar.

Annotation: Good management skills are important in any profession and maternal and child health is certainly no exception. In fact, in a recent survey almost 50 percent of state Maternal and Child Health and Children with Special Health Care Needs program directors identified management skill development as a top three training need for their staff members. The current climate of budget reductions and staffing changes highlights the need for strong management skills that can keep MCH programs running efficiently and motivate workers to perform at their highest levels.

Special Instructions: To access the course bundle, click on the link and scroll down to the “Management” section on the landing page. Click the “Here” buttons for more information or to enroll in the courses. Registration to the South Central Public Health Partnership is required. For new users it will take one weekday to receive an access email. If you are registered in TRAIN, login using that username and password. Click on “Certificate Programs,” click on “View all Available Certificates,” and select “Maternal and Child Health Course Bundle: Management.”

Annotation: Leadership development is an important topic in any profession and maternal and child health is no exception. In fact, in a recent survey nearly 60 percent of state Maternal and Child Health and Children with Special Health Care Needs program directors identified leadership skill development as a top three training need for their staff members. Given the aging work force and the potential for significant numbers of retirements over the next few years, thoughtful preparation of junior level staff to assure they are ready to assume leadership roles in the future is critical to the continued success of Title V programs. This bundle consists of 12 courses covering community partnerships, succession planning, diversity leadership, advocacy, strategic planning and systems approaches, collaboration, and advanced leadership and practice.

Special Instructions: To access the course bundle, click on the link and scroll down to the “Leadership” section on the landing page. Click the “Here” buttons for more information or to enroll in the courses. Registration to the South Central Public Health Partnership is required. For new users it will take one weekday to receive an access email. If you are registered in TRAIN, login using that username and password. Click on “Certificate Programs,” click on “View all Available Certificates,” and select “Maternal and Child Health Course Bundle: Leadership.”

Continuing Education: Continuing education credits for nurses and social workers are available for some courses

Annotation: People experience resistance to innovation and change, rather than embrace or take charge of it. Individuals can choose to be proactive toward change and adopt leadership strategies for taking charge of change instead of letting it take charge of them. This course will explore the change process and examine typical responses to change, environmental influences, and strategies for adapting successfully within the public health field.

Learning Objectives: • Apply concepts of change process to real-life situations. • Examine individual and group responses to change. • Explore how context features influence change. • Use appropriate strategies to facilitate successful change.

Special Instructions: To access this course, you first need to create an account

Continuing Education: Certificate of Attendance

Annotation: This self-paced course provides an introduction to the Competing Values Framework (CVF) for leaders and supervisors. The course is divided into two modules. The first module introduces CVF and the various roles of a supervisor. The second module addresses the issue of skill mastery. Several interactive learning strategies are employed in order to help participants apply the material to their current work. This course helps participants to prioritize their roles as a supervisor, reflect on their skills and challenges, and develop an action plan for skill mastery and personal growth. The course also provides a robust resource list of websites, documents, and books.

Learning Objectives: • Describe the competing values framework. • Identify the eight potentially conflicting roles played by supervisors. • Prioritize roles most appropriate for a supervisor to employ given a situational challenge. • Describe the five steps to mastery. • Assess personal challenges, identify areas for further development and develop a plan for change. • Describe the importance of self knowledge and assessment in understanding the impact of one's behavior on others.

Special Instructions: Registration in TRAIN is required. Enter course id (1018038) into “Search By Course ID” box. On the next page, click on the “Registration” tab and then on “Go to Step 2 of Registration.” Select the appropriate registration status button (on right) on this next screen and complete a quick registration form. Select “Enroll” (top of page) to launch the course.

Continuing Education: 3 CHES; 3 CME’ 3 CNE Contact Hours

Annotation: This learning opportunity is divided into four video modules, and includes PowerPoint handouts as well as a quiz to complete. In the first module, the presenter defines management and the tasks, skills and roles of managers. Module 2 describes the “Mystical Reality of Leadership”: focusing on the four managerial cultures and the evolving views on leadership overtime. Dr. Duncan continues this lecture in Module 3, focusing on different aspects of authority and the leadership triad: knowledge, power and trust. Module 4 concludes with various theories of motivation.

Learning Objectives: Module I - What Management is and What Managers Do: • Define what is meant by the term “management”. • Discuss what is meant by the process or functional approach to management. • Discuss what is meant by the “universality of management functions”. • Discuss what is meant by the “transferability of management skills”. • Describe how the skills required of managers changes as one moves up the organizational hierarchy. • Discuss an approach to management that is based on the roles managers perform. • Describe four “myths” of management. Module II - The Mystical Reality of Leadership: • Provide a definition of leadership. • Discuss the trait and situational views of leadership. • Describe why leadership is so critical to effective change management. • Discuss the differences between leadership and management. • Illustrate the essential aspects of the language of leadership. Module III - The Mystical Reality of Leadership II: • Describe the trust cycle in leadership. • Define authority, power, accountability, and responsibility. • Explain why it is important for authority, power, accountability, and responsibility to be equal. • Describe the formal theory of authority. • Describe the acceptance theory of authority. Module IV - Theories of Motivation: • Compare the needs theories of Maslow, Alderfer, and McClelland. • Discuss the Two-Factor theory of motivation and explain why it involves job enrichment. • Differentiate between horizontal and vertical loading in job enrichment. • Describe why equity is important in considering human motivation. • Discuss Operant Conditioning as a theory of motivation. • Compare and contrast continuous and partial reinforcement schedules.

Special Instructions: Registration to the South Central Public Health Partnership is required. For new users it will take one weekday to receive an access email. If you are registered in TRAIN, login using that username and password. Click on “Course Offerings” and search for “Managing and Motivating Effective Public Health Performance.”

Continuing Education: A completion certificate will be awarded if you receive 70% or higher on the course quiz.