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Succession Planning for Workforce Partnerships: A Toolkit for Practitioners
- Gillian Henderson
- 2 years ago
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1 Succession Planning for Workforce Partnerships: A Toolkit for Practitioners
2 SkillWorks: Partners for a Productive Workforce is a multiyear initiative jointly supported by 18 public and private funders to improve workforce development in Boston and in the Commonwealth of Massachusetts. SkillWorks brings together philanthropy, government, community organizations, post-secondary education institutions, and employers to address the twin goals of helping low income individuals attain family supporting jobs and businesses find skilled workers. SkillWorks invests in three areas of work to accomplish its mission: Workforce Partnerships, Public Policy Advocacy and Capacity Building. SkillWorks has become a model for cities across the country and for the National Fund for Workforce Solutions. For more information on SkillWorks, please visit our website at SkillWorks acknowledges the time and input we received in producing this Succession Planning Toolkit. In particular, we owe a debt of gratitude to Patricia Duarte, who generously allowed us to reproduce her presentation to the SkillWorks project directors and many of her materials in this publication. Contributors: Patricia Duarte Sarah Griffen Loh-Sze Leung Patricia Maguire Partners: Boston Private Industry Council Commonwealth Workforce Coalition Healthcare Training Institute Hotel Training Center Partnership for Automotive Career Education Year Up Financial Services Partnership Layout and Design: Maureen Precopio SkillWorks: Partners for a Productive Workforce is supported by: The Barr Foundation BNY Mellon The Boston Foundation Chorus Foundation City of Boston s Neighborhood Jobs Trust The Clowes Fund Commonwealth of Massachusetts The Garfield Foundation The Hyams Foundation Mabel Louise Riley Foundation Microsoft Corporation National Fund for Workforce Solutions Nellie Mae Education Foundation Perpetual Trust for Charitable Giving, Bank of America, N.A., Trustee State Street Foundation Surdna Foundation United Way of Massachusetts Bay and Merrimack Valley U.S. Department of Labor, through Jobs for the Future This report was made possible by SkillWorks funders. The authors thank them for their support, but acknowledge that the findings and conclusions presented are the authors alone and do not necessarily reflect the opinions of the funders.
3 Table of Contents 2 Succession Planning for Sector Projects 7 SkillWorks Management Workshop Presentation by Patricia Duarte 14 Staff Succession Planning Worksheet 15 Vision and SMART Goal Setting Tool 18 Leadership Trait List and Descriptions 37 Guide to Putting Together a Job Manual 38 Work Plan Template for Short-term Leaves of Absence 39 Employer Profile Template 40 Employer Contact Profile Template 1
4 Succession Planning for Sector Projects Sarah Griffen Staff turnover is almost inevitable for any organization or project. Yet, perhaps because we don t want it to happen or to believe it will happen, many organizations devote little or no time to planning for staff turnover. In workforce development sector projects, where relationships span organizations, employers, funders, and other partners, creating tools and processes that enable strong project continuity are critical. This briefing paper captures the content and discussion of a mini-training by Patricia Duarte for the SkillWorks Project Directors in September 2011 and is followed by a series of tools geared to help projects plan for succession and turnover. The largest loss, particularly for a sector based project with multiple partners, is the loss in relationship. Challenges in Succession Planning Staff transition is challenging wherever it happens within an organization. Staff have usually created systems for managing information and maintaining contact with key stakeholders. While organizations can create templates and general systems for staff to utilize, the reality is that people are productive differently and capture things differently. Often it is only when a staff announces that they are leaving that others within a project work to understand how the departing staff person manages data and relationships at the very time when that person may need to devote time to closing out pieces of their work. The largest loss, particularly for a sector based project with multiple partners, is the loss in relationships. Incoming managers need to pick up relationships with employers and employer staff, and it can take significant time to re-knit an institutional relationship if there has been no planning to facilitate the transition. The loss is even more profound for coaching staff because the relationship between the participant and coach is intense, personal, and has been built over time. Strategies Fortunately, there are tools and processes that can be put in place before staff announce they are leaving. Organizations can develop and utilize systems that layer staff throughout the project in strategic ways to facilitate eventual transitions and create a culture of expectation about how work is documented. For individual staff transitions, organizations can learn from Public/Private Ventures workforce training manuals 1 that retention begins at intake. The same philosophy can be applied to succession planning successful succession planning for when a staff person will eventually leave begins the first day that staff person enters the organization. 1 Retention Essentials Manual, Public/Private Ventures, 2
5 Succession Planning for Sector Projects Organizational Processes and Systems Managers focusing on succession planning should think about both the explicit content areas that each staff member oversees and about how that work gets done. The first the explicit content areas can be managed through information systems and other tools. The second the how may be less clear but are just as critical in any transition. Top-performing staff who have created relationships and managed projects well often have a particular approach or personality that is difficult to duplicate; paying attention to how they work can help ease transitions. Take a team approach to providing services to employers. Workforce partnerships might take a cue from sales teams in retail or other industries. In order to mitigate often high turnover within this occupation, sales teams assign a lead representative for each client and also have a supporting team that knows the client. Using a similar approach within a workforce partnership can help maintain institutional knowledge of an employer or of participants. Teams can operate in the background, with the lead providing regular briefings and updates and facilitating discussions about the employer, services, and program at internal meetings. Team members can occasionally meet with the employer or a participant to ensure relationship continuity face-to-face. Take a cue from sales teams: Assign a lead representative for each client and have a supporting team that knows the client. Maintain a robust data system. Using a robust database to track participant and employer information helps to maintain information in one place. Popular tools for sector projects include Efforts to Outcomes and Salesforce, but there are many others which can be customized. Ensuring that the database is updated weekly, or on a regular schedule that works for the organization, helps to embed the importance of current data and prepares the organization for sudden transitions. Partnerships should also consider the use of a team approach in this area to ensure that database expertise is not embedded in one person alone. The lead agency for the partnership should develop, regularly review and update, and keep in a central location policies for data entry, ensuring data quality, and the use and review of data. Create a job manual. Underlying the relationships within sector projects is a wealth of information that is critical to the success of both the relationships and the project. Creating a job manual for each staff person that is not only used for succession planning but also as a tool for use by the current staff, helps to catalogue critical information in one place. The job manual might include detailed profiles on each employer that comprise: 1) contact information for key employer staff; 2) preferred methods of contact; 3) details on employer s relationship with the project (good and challenging experiences); 4) information on how the relationship was established, and the method for establishing new relationships; and 5) critical dates or time frames related to the employer s operations. A job manual goes beyond a simple job description by providing detail on the critical parts of each person s job including data management processes, regular meetings, reporting responsibilities, coaching templates and processes. Finally, all the background and more informal knowledge should be captured - here s what you really need to know about this person, employer, or client. Part of each staff person s job is to review and update the job manual regularly; this helps it to become a resource for the staff person updating it and helps to ensure it will be up-to-date for the next staff person in or for a back-up person. One idea is to make updating the job manual part of the organization s annual performance review process, if applicable. 3
6 Succession Planning for Sector Projects Create regular cross-learning about the entire sector project, each person s role, and the ongoing activities. This approach aids in creating broader organizational knowledge that will sustain the project during times of transition. Staff meetings might provide opportunities for different teams (coaching, job development, instruction, employer engagement, fund raising/administration, etc.) to present their work, receive feedback and engage in cross-departmental learning. Examine the physical organization of staff. Being conscious of the flow of participants and creating ways for participants to informally meet and see other staff creates more of a team sense. For example, Year Up s coaches are situated in a cubicle area so that when participants come in, they have the opportunity to get to know more than one staff. At the employer site, having a space in which to work, or a bulletin board where partnership staff pictures and contact information are present, builds organizational presence. Human Capital Strategies Changing the organizational frame towards one of sharing relationships rather than having exclusive one-on-one relationships can increase program effectiveness in the long term. Identify your top performers. Understanding why your top performers excel can help managers to improve the overall quality of staff within an organization. Managers should take time to understand the qualities and practices of their most effective staff, with feedback from employers and other partnership members. When there is turnover, managers can then use that information to hire and onboard new staff. Additionally, asking top performers to help with training and coaching others can facilitate building their effectiveness into other staff s approaches and work. Areas of coaching can include technical skills, relationship management, project management, and instructional design and delivery. Use staffing transitions to embed succession processes in the paradigm of operations. It is sometimes difficult to step back and create a whole new system of succession planning. Instead, use moments of transition as opportunities to move the overall organizational culture towards one that encourages deliberate succession planning. Each new hire should understand that part of their core responsibility is to bring other staff into their work. During on-boarding, managers can make clear that sharing information and communicating with other coaches about clients, for example, is simply part of the job, and that it is standard operating practice for each client to know more than one coach, even if one staff serves as the primary coach. Establish a culture where relationship sharing is part of doing business. Given that turnover is inevitable, establishing a culture where the sharing of relationships is a part of how a project does business aids in program continuity. For immediate efficiency purposes, program staff often have individual relationships one coach works with one participant, or has the relationship with an employer s staffing manager. In the long term, as turnover occurs, this staffing pattern translates into lower effectiveness because of the break in relationship continuity. Changing the organizational frame towards one of sharing relationships rather than having exclusive one-on-one relationships can increase program effectiveness in the long term. Because this change fundamentally restructures how staff operate, including staff in discussions and decisions on how to effect this change for staff, participants, and employers helps build buy-in and increase the likelihood that this organizational change will happen smoothly and effectively. 4
7 Succession Planning for Sector Projects Staff can also be encouraged to promote this same team concept when talking with participants. Helping them to see that their role operates within a larger organization and then translating that to external stakeholders participants and others helps to build an organizational identity that moves beyond any one individual. Rather than identifying as the coach, staff can early on talk about the entire project team, introduce one or two other staff who are on their team, and help the participant to see the broader organization supporting their goals. Successplanning for the staff themselves helps them to see that to succeed in their current job they need to plan for their future and the future of the particular position they hold. Utilize strategies to promote buy-in and embed succession thinking in staff s daily approach. Discuss the benefits of a team-based approach. A team approach can minimize stress during times of intense work at a particular employer, because others are ready to be tapped to add extra staffing capacity. Vacations and sick time are also easier because other staff are fully briefed and ready to support the work at a particular employer or in coaching clients during those periods. Promote long-term thinking. Building in an approach to everyone s job that part of their responsibility is in preparing others to do their job sets expectations that succession processes are part of everyday work. Creating a discipline about updating files and maintaining team information on employers or clients ensures that when turnover does happen the organization is prepared. Make a practice of thinking about the what ifs? and be prepared for them. What if they are out sick with the flu for two weeks? What if someone has to leave their job suddenly? How will we cover maternity leave or other leaves of absence? Those questions can help guide staff to think about how to sustain everything they are doing, and then embed processes in their daily practices. Use staff career development to promote succession planning. Discussions with staff about their own skill and career development can be used as times to also help staff understand why a part of their current job is preparing the way for someone else to take their place. Success planning for the staff themselves helps them to see that to succeed in their current job they need to plan for their future and the future of the particular position they hold. Employer Relationships Employer relationships and services are the backbone of any sector project. Losing or lessening those relationships during a transition can jeopardize operations and outcomes. Successful sector partnerships will include employers in thinking through how to provide the right staffing support to maintain these connections, even as transitions occur. Help employers to see the value-add of a team approach. Employers recognize that turnover occur and will likely value an up-front discussion that shows organizational maturity in planning for the future and attention to quality customer service. Using the sales analogy noted above, having a discussion with employers about how to staff them both for the present and in the case of transition will ease the transition when it does occur. Frame the other coach/staff as a back-up person or back-up team for vacations, times when there is intense work, etc. as an added service to the employers that will ensure consistency of support and service. This can help manage the tension that employers don t like working with multiple people from the same organization. 5
8 Succession Planning for Sector Projects Talk with the employer about explicit roles on the team. I m the employment coordinator; you will have me as the primary contact; I ll also have a back-up person so our operations are seamless for you and so there is someone to step in if I m on vacation, sick, or otherwise not present. Create a template that asks very specific questions of employers to facilitate transparency in planning. Optimally, asking the employers to provide input on the template will help to build buy-in to the process and may add critical information that is not obvious to the sector project. Visit the employer regularly and become part of their culture. Do this in teams to help staff prepare to step in, if needed. Use regular feedback meetings to understand from an employer s perspective how the relationship is working. Document the feedback to improve the project and provide an incoming person with current information on how the relationship is going from the employer s perspective. For new staff, meet with employer partners early on. These introductory meetings, especially when new staff can enter such a meeting fully briefed by the tools and processes discussed here, provide an excellent opportunity to hear from an employer perspective how the relationship has evolved, their expectations, and other key information that will more quickly build the trust of the employer in the new relationship. Once a more team-based approach is established with the employer, it will be important to bring the team to occasional meetings with the employer so that there is some face-to-face contact and so that the entire team is familiar with the employer s organizational approach and culture. In addition the team should have regular opportunities to meet and develop common thinking and approaches. Taking the First Step Most sector projects do not have many of the tools and processes in this paper embedded in their organizations. Developing a full-blown succession planning strategy takes time and effort, and can easily become one of those projects that will be undertaken when there is time. Yet taken as individual strands of work, beginning to embed succession planning in organizational cultures and systems can start quickly. Key to beginning the work is the consciousness of what an organization is trying to do, and small, continued, and repeated emphases on why succession planning is important and why a particular strategy, process, or system will better prepare organizations for transitions. And then, when a staff transition does occur, as it will, staff will begin to see the value of the emerging organizational changes as new transitions becomes easier to manage. Following this paper, we have included a few tools to help organizations and partnerships take some of those steps. 6
9 SkillWorks Management Workshop SkillWorks Management Workshop Staff Transition Management Success-ion Planning for Retention & Sustainability September 23, 2011? Presented by Patricia Duarte, Principal Consultant Decision Insight, Inc. Organizational Development, HRM & Executive Search Boston / New York Office: / mobile text
10 SkillWorks Management Workshop Non-Profit Profit Turnover Turnover Non Profit Turnover Source: Opportunity Knocks Knocks NonProfit NonProfit Retention Retention and Vacancy and Vacancy Report, 2010 Report, 2010, (from 21% to 16%) 2 years) s vacated after < 2 years ties, Health Care, Youth rmination 2) Competitive more turnover than large Turnover Rate? of Staff) + Involuntary ed ses t leave elopment & Program Mgrs*. to increase Source: Opportunity Knocks NonProfit Retention and Vacancy Report, 2010 Average turnover for NPOs decreased since 2008 (from 21% to 16%) 20% vacated after < 1 year (majority after 1 2 years) Average turnover for NPOs decreased since 2008 (from 21% to 16%) 50% of Program & Direct Service Managers vacated after < 2 years 20% vacated after < 1 year (majority after 1 2 years) Highest turnover in Arts, Culture & Humanities, Health Care, Youth Development 50% of Program and Human & Direct Services Managers vacated after < 2 years Education Highest turnover Services in turnover Arts, Culture rate: ~6% & Humanities, Health Care, Youth Development and Human Services Top 3 Reasons: 1) Layoffs & Involuntary Termination 2) Competitive Job Education Offer 3) Services Job Dissatisfaction turnover rate: ~6% In Top 2010, 3 Reasons: small NPO s 1) Layoffs (budgets & Involuntary < $1M) had Termination more turnover 2) Competitive than large NPOs Job Offer (>$5M) 3) Job Dissatisfaction In 2010, small NPO s (budgets < $1M) had more turnover than large NPOs (>$5M) What s YOUR ORGANIZATION S Turnover Rate? (divide # of Terms by total # of Staff) What s YOUR ORGANIZATION S Turnover Rate? Total # of Terminations (Voluntary + Involuntary (divide # of Terms by total # of Staff) Total of Staff employed Total # of Terminations (Voluntary + Involuntary Total # of Staff employed Economic Factors of Tough Economy Cost of Turnover = 3 X Salary + Benefits Economic Factors of Tough Economy Demand for services (in most NPOs) increases Cost of Turnover = 3 X Salary + Benefits Voluntary turnover is low Demand for services (in most NPOs) increases Unhappy and/or marginal performers don t leave Voluntary turnover is low High demand jobs hard to fill: Admins; Development & Program Mgrs*. Unhappy and/or marginal performers don t leave As the Economy improves expect Turnover to increase High demand jobs hard to fill: Admins; Development & Program Mgrs*. As the Economy improves expect Turnover to increase Biggest Competitor for NPO Talent are other NPOs*! are other NPOs*! 2 Biggest Competitor for NPO Talent are other NPOs*!
11 Prevention Prevention Planning Prevention Planning Strategies & Planning Strategies Strategies Prevention & Planning Strategies SkillWorks Management Workshop Assess Your Hiring Process and Success Rate Are Assess you attracting Your Hiring good Candidates? Process and How Success are things Rate after 1 st year in job? Evaluate Are Assess Prevention you attracting your Your Interview Hiring good Candidates? Process Hiring & process and Planning How Success are - survey things new Rate after hires! 1 st year in job? How s Evaluate Are you your attracting your Onboarding Interview good Candidates? Hiring new hire process Orientation How are - survey things / Training new after hires! 1process? Are How s your your salaries Onboarding and benefits new competitive? hire Orientation / Training process? Strategies st year in job? Evaluate your Interview and Hiring process - survey new hires! 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12 SkillWorks Management Workshop information sharing and documentation.? Success-ion Planning Mitigate Impact of Turnover... Success-ion Planning New Hire Message Prepare Your Successor starting Day 1 Mitigate Impact of Turnover.. Relationship Management Focus: Development, X-Training, Relationship Management New Hire Message Prepare Your Successor starting Day 1 Identify high potential and senior staff for leadership and management Focus: Development, X-Training, Relationship Management Identify mission critical jobs and staff. Identify successor(s) and plans for each Identify high potential and senior staff for leadership and management Identify mission critical jobs and staff. Identify successor(s) and plans for each Mutually determine succession and career plans for every staff member Develop / strengthen internal training, peer learning, sharing. Keep process and important contact information update to date. New Hire Message Prepare Your Successor starting Day 1 Focus: Development, X-Training, Success-ion Planning Mitigate Impact of Turnover.. Mutually determine succession and career plans for every staff member Develop / strengthen internal training, peer learning, sharing. Keep process and important contact information update to date. Use career / professional assessment Use tools career with all / Staff professional to assess skills, assessment tools with all Staff to assess skills, competencies, interests, motivations. Use to target development and succession plans. competencies, interests, motivations. Use to target development and succession plans. Encourage transparency with external relationships. Use web-based tools for Encourage transparency with external relationships. Use web-based tools for Maintain active networks for potential information candidates to sharing meet future and hiring documentation. needs. Understand trends that will impact clients, services, funders, regulations,? Job requirements, internal activities Maintain and costs. active networks for potential candidates to meet future hiring needs. Develop individual and team work plans that include fluid information sharing and documentation use web based Understand tools, less paper trends (cloud!) that will impact clients, services, funders, regulations, Job requirements, internal activities and costs. Understand your labor market demographics, trends workforce readiness, training needs and talent resources. Develop individual and team work plans that include fluid information sharing and Revise onboarding and training plans to support success-ion planning. 4 documentation use web based tools, less paper (cloud!) Understand your labor market demographics, trends workforce readiness, training needs and talent resources. Revise onboarding and training plans to support success-ion planning. 4 10
13 SkillWorks Management Workshop Success-ion Planning Process Success-ion Planning Process Celebrate, communicate and share your success Consider the lessons learned Commit to continuous sharing & learning Review Success Org Strategic Plan Department Vision Career Development Vision Monitor Monitor progress frequently Make adjustments as necessary Feedback loop Constructive coaching, feedback, learning and adjusting plans Execute Implement plans Coach, collaborate, support, guide, direct Plan Define SMART Goals Develop Individual work plans Development Goals Add competencies and behavior traits Set expectations Role of Managers and Supervisors: 1. Vision: Succession Planning drives Career Development 2. Plan: SMART Development Goals + Defined Competencies 3. Execute: Implement, Monitor and Evaluate 4. Celebrate Success 5 11
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For PDF contact 6 Example: Profiles Use online Competency Assessment tools? ******************************************************************************* Google docs 6 6 Customer relationship management (CRM) 12 Example DonorPro DonorPro effectively brings together fundraising, constituent management, donation
15 fit and nonprofit Duarte has lived with her the Town s Personnel Decision Insight, Inc. unity Education Decision Insight, Inc. Decision Insight, Inc. Organizational Development, HRM & Executive Search Organizational Development, HRM & Executive Search Organizational Development, HRM & Executive Search Patricia Duarte, Principal Patricia Duarte, Principal SkillWorks Management Workshop 7 Former HR Manager, Cray Research Inc, Eagan, Minnesota; HR Director, Silicon Graphics, Former Inc, HR Mountain Manager, View, Cray California; Research HR Inc, Vice Eagan, President, Minnesota; ebusiness HR Director, Silicon Technologies, Graphics, Providence, Inc, Mountain Rhode View, Island, California; HR Dir HR /VP Vice Network President, World, ebusiness Southboro, MA. Technologies, Former Board Providence, Director of high Rhode tech Island, start up HR venture Dir /VP in Network Toronto, World, Canada. Southboro, Graduate MA. of Former the University Board Director of Cincinnati, of high College tech start of up Arts venture and Science. in Toronto, Earned Canada. numerous Graduate certifications of the University in HR management, of Cincinnati, change College process of Arts and design, Science. facilitation, Earned survey numerous research certifications methods, organizational in HR management, and individual change assessment. process design, facilitation, survey research methods, organizational and individual assessment. Founded Decision Insight, Inc. in In 2006, Patricia joined the Organizational & Executive Founded Transitions Decision Program Insight, at Inc. Third in Sector In New 2006, England Patricia and joined a select the Organizational pool of & independent Executive OD Transitions consultants Program providing at capacity Third Sector building New services England to and nonprofits a select pool of throughout independent New England. OD consultants Her work providing and reputation capacity with building TSNE services clients led to nonprofits to the expansion throughout of her New broader England. practice Her to work schools, and reputation universities, with state TSNE funded clients agencies led to the and municipalities. expansion of her Decision broader Insight, practice Inc. to works schools, with universities, for-profit and state nonprofit funded agencies corporations and municipalities. in New England Decision and Insight, selectively Inc. beyond. works with for-profit and nonprofit corporations in New England and selectively beyond. Decision Insight is based in Hopkinton, MA where Patricia Duarte has lived with her family Decision for nearly Insight 15 years. is based In Hopkinton, Hopkinton, Patricia MA where serves Patricia on the Duarte Town s has Personnel lived with her Board family and is for the nearly volunteer 15 years. Director In Hopkinton, of the Hopkinton Patricia Community serves on the Education Town s Personnel Program. Board and is the volunteer Director of the Hopkinton Community Education Program. Web address: Linked-In Web Profile: address: Twitter: Linked-In Profile: Facebook: Twitter: Decision Insight Inc Facebook: Decision Insight Inc Contact Patricia Duarte Contact Patricia Duarte ofc: / mobile text: ofc: / mobile text:
16 Staff Succession Planning Worksheet GOALS ACTION STEPS / ACTIVITIES WHAT DO I NEED? FROM WHOM? TIMELINE/ DEADLINE SUCCESS FACTORS / MEASURES Example Share / Strengthen Relationship (who?) with (whom?) List What changes or actions or steps will be taken to achieve this goal? What information, preparation training, coaching or mentoring is needed? Determine the timeline or dates for key actions What will be the indicators and evidence of success? Retain relationship between projects Brainstorm ideas - get creative. Develop proposals that outline benefits and costs Aim for partial if not complete success one deliberate step at a time but stay focused on the Goal! Source web-based tools or develop in-house methods of sharing information and documenting activities with each aspect of our work and relationships Each Staff member has a page with unique or similar goals Source tools, ask around, talk to vendors Review in-house solutions use free technology resources **Sample Planning Form for ecopy contact 14
17 Vision and SMART Goal Setting Tool Courtesy of Patricia Duarte, Decision Insight, Inc. A simple tool for determining Individual or Team Goals What are Your Aspirations? Hint: Imagine it s the end of the year and you are celebrating and/or being recognized for a fantastic year of success. What happened? What are you celebrating and why? Describe 15
18 Vision and SMART Goal Setting Tool Actions, Resources, Behaviors Your Needs What do you Need to Achieve Desired Results and Satisfaction? 4 Your Staff 4 Your Supervisor 4 Yourself (personal / professional development) 16
19 Vision and SMART Goal Setting Tool Your FY 2012 SMART Goals Specific, Measurable, Attainable, Relevant (to Vision/ Mission), Time-Driven List Below 17
20 Leadership Trait List and Descriptions Courtesy of Patricia Duarte, Decision Insight, Inc. Listed are over 70 descriptions. This tool is used to help groups define and describe the traits and competencies required or desired in the role. This tool is used to strengthen job descriptions, performance reviews, coaching and candidate assessment. Included with each definition are descriptions of each behavior when it is over done. 1. Action Oriented 42. Manageability / Coachability 2. Acumen - Organizational 43. Managerial Courage 3. Approachability 44. Measuring Performance 4. Adaptability 45. Motivating Others 5. Analysis 46. Negotiating 6. Assertiveness 47. Organizational Agility 7. Dealing with Ambiguity 48. Organizing 8. Ambition 49. Planning 9. Compassion 50. Dealing with Paradox 10. Coaching 51. Patience 11. Collaboration 52. Peer Relationships 12. Communication 53. Perseverance 13. Compliance 54. Personal Disclosure 14. Managing Change 55. Perspective 15. Comfort Around Power 56. Problem Solving 16. Command Skills 57. Political Savvy 17. Composure 58. Presentation Skills 18. Conflict Management 59. Priority Setting 19. Confrontation 20. Creativity 60. Process Management 21. Critical Thinking 61. Results Driven 22. Constituent / Stakeholder Focus 62. Self Development 23. Decision Making 63. Self Knowledge 24. Dedication 64. Sizing People Up 25. Delegation 65. Standing Alone / Independent 26. Developing Others / Mentoring 66. Strategic Agility 27. Directing Staff 67. Managing in Systems 28. Diversity / Culture Building 68. Building Team Spirit 29. Empowerment 69. Technical Learning 30. Ethics & Values 70. Time Management 31. Expertise 71. Total Quality Management 32. Hiring & Selecting People 72. Understanding Others 33. Humor 73. Managing Vision & Purpose 34. Influence 74. Work / Life Balance 35. Information Management 36. Innovation 37. Integrity & Trust 38. Intellectual Acumen 39. Interpersonal Savvy 40. Leadership 41. Listening Process Instructions: 1. Review list and descriptions. 2. Highlight Traits you feel are required / highly desired. 3. Review and discuss with other stakeholders to reach concensus. 4. Add Traits to (internal) job description, performance reviews, individual development, succession planning staff and pre-hire candidate assessment. 18
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text: I was recently given a fascinating hanging succulent called "princess' fingers." I have never seen one before, and I can't find anything on the internet about it. The leaves are about 2 cm long, light green, and banana-shaped. They are attached to long hanging stems in a fern-like conformation. There was no information with the plant about care. Can anyone tell me more about it and how it should be cared for? Thanks.

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Jackie Mason Makes Fearless Final West End Appearance
Editorial Staff • West End • 18 Nov 2011
Mason rose to fame in the 1960s thanks to regular spots on The Ed Sullivan Show, but fell from grace when he allegedly gave the host 'the finger' during a live broadcast.
His career eventually recovered thanks to his solo shows, including The World According to Me, which won a Tony Award when it transferred to Broadway in the mid 1980s.
Subsequent shows have included Jackie Mason: Brand New, Love Thy Neighbor, Much Ado about Everything A Night at the Opera (at the Royal Opera House) and The Ultimate Jew.
Currently at Wyndham's, Driving Miss Daisy runs until 17 December, when it will be followed by Christmas with the Rat Pack, which opens 20 December.
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Gay Los Angeles Nightlife » Bars
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BARchive :: Purple Reign
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Sun., Mar. 18, 2018 12:00 AM to 11:59 PM EDT
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Ask PFW: Football is back!
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Sat., Mar. 17, 2018 12:00 AM to 11:59 PM EDT
Hey Guys! I am usually faithful, borderline fanatic at keeping up to date but that last 17 weeks I've been out of the loop as I've been at Basic and AIT. I was wondering if I missed anything important during that time?
PFC Nolan Michalski Read
Unfortunately, no. Not until Monday's agreement between the league and the players to end the lockout. Now, we're back to football and the information is coming in at a record rate. Undrafted rookies, New England's own free agents, veteran free agency and trades are all on the table as of today. Enjoy catching up and keeping up!
Andy Hart Read
In my opinion we have to get protection for Tom Brady, and do what it takes to get the running game back. We cannot be one sided and win a Super Bowl unless you have a great defense. Sign Mankins and hope to get a good WR after teams release players. Remember the Jets may give us another great player.
Ricky Morton Read
I agree that the offensive line is one of the more pressing issues as we enter camp, in my eyes behind only outside linebacker. I put signing Mankins long term as a top priority, before the Sept. 20 deadline to do so. To me, he should be the foundation of the Pats offensive line for the better part of the next decade. He could also help rookie Nate Solder on the left side assuming that Matt Light leaves via free agency. With Brady coming off offseason foot surgery the less he has to move around to save his life in the pocket, the better. Plus, you're already on the books for $10 million for the franchise tag, so why not put that towards a long-term deal?
Andy Hart Read
Hey guys I was wondering who you think will be a free agent signing. I know that usually the Patriots sign a "below the radar" free agent, although every couple of years or so they go big (i.e Randy Moss). So who is it this year? A DE, OLB, WR?
Griffin Yun Read
I think the Patriots will be active on the free agency market more than ever because of this lockout. The learning curve for rookies is off the charts coming from college to the pro's. With no typical off season workouts and practices these rookies are at a major disadvantage. The Patriots are only a few key players away from having all the pieces to a Super Bowl team (WR,OLB,G,T,RB). There are plenty of proven veterans out there that would love to play for this team and not break the bank , who do you think we would target? Go Patriots!!! R.I.P. Mrs. Kraft.
Mike Montrond Read
Andy Hart Read
Thanks for the work you do, especially during this lockout. It's no secret that the Pats need a pass rush, and I wanted to know your thoughts on the topic. Could it be someone on the roster (ie, Jermaine Cunningham, or if they were to rotate the speedy Gary Guyton to outside linebacker?) or could it come via free agency, Mark Herzlich, Ray Edwards, or even a vet like Jason Babin, (12.5 sacks last year)? It was mentioned in a recent episode of Patriots Today that the Pats should re-sign Brandon McGowan and Jarrad Page. Both of them are really only backups, and I think if James Sanders, Pat Chung and Brandon Meriweather all split time at safety, the Pats will have enough depth and quality starters. Speaking of the safety position, I want to know your thoughts on Sergio Brown, he made some great plays in the preseason last year, and I didn't know if you felt he could develop into a capable backup? On the offensive side of things, what are the odds Sidney Rice could end up in New England? I am a personal fan of him and think he would be an amazing deep threat for Brady. I also am curious about the Patriots plans to use last year's third-round pick, Taylor Price, he isn't really the size to fill the deep threat-void Randy Moss left, but could he develop into another component of the Pats aerial arsenal? Thanks again for your great effort!
Ian Bryer Read
Geez, with all these questions it might take more effort to write this answer than I put in throughout the entire lockout – aka the Summer of Andy. But here goes! Clearly the pass rush is a huge need, but I do think the team is counting to some degree on getting some improvement from within. That includes a big jump for Jermaine Cunningham in his second season or the evolution of guys like Eric Moore or Rob Ninkovich. Herzlich signed with the Giants, so he's out. I don't think Edwards (pure 4-3 guy/too much money) or Babin (4-3 guy/one-year wonder) are really good fits. At safety I am a big fan of Jarrad Page and think he could be a playmaker that Belichick would enjoy using if he can stay healthy. I would definitely re-sign him. I'm more lukewarm on McGowan. The team has pretty good depth at safety, so I'm not sure there is much room for Brown who I see as more a special teamer and bottom of the depth chart guy at the very most. Rice is a young playmaker who many think can be a Moss-like producer. I'm not so sure at this point and wouldn't be willing to break the bank to sign him. I'd rather see a mid-level free agent and am of the belief that Price has a bright future. I think he's a versatile guy with the speed to get down the field but the overall ability to run intermediate and short routes as well. Down the road I think he could be a David Givens-like contributor or better. Ideally he makes strides in that direction this season.
Andy Hart Read
Luke Williams Read
I don't see the team making a big-money move at any position other than possibly re-signing Logan Mankins. I'd expect they'd address all the various needs in some way, though. And the reported release of Tully Banta-Cain certainly helps clear some cap room. A couple more moves like that and maybe the team could be creating space for a larger transaction. But given the short free agent period and lack of time to get new players up to speed, I still doubt the Patriots will make a big splash on the open market.
Andy Hart Read
I was wondering if you the Patriots were thinking about picking up Nnamdi Asomugha?
Zach Molina Read
I don't think so. I don't see the need, given that McCourty and Bodden are already in place and Dowling was practically a first-round pick. That doesn't even take into consideration the kind of huge contract it would take to land Asomugha. If the Patriots were going to go crazy in free agency, I'd rather they focus those resources on a pass rusher or wide receiver.
Andy Hart Read
How long will it take Dante Scarnecchia - the Grand Old Man of the Patriots - to get Nate Solder starting at left tackle?
Ken Fowler Read
There are two questions buried in that one sentence. How long till Solder plays or how long till he plays well at left tackle? If Matt Light leaves, and I think he very well could, Solder will likely start from day one. Will he be ready – mentally and physically – to play? No. He didn't have an offseason and is still developing physically at the position. But he'll have the best offensive line coach in the business teaching him as fast as he can. He'll also have the help of an All-Pro guard lined up next to him and the assistance of a couple real good blocking tight ends in many pass protection sets. He'll have to hit the ground running and it won't be perfect, but I think it's doable for a guy selected with the 17th overall pick.
Andy Hart Read
Why is Bill Belichick so against going after a pass rusher in the draft or in free agency?
Xavier Miller Read
I don't think he has any problem with going after a pass rusher in free agency – as he did with two of the bigger signings in franchise history with Adalius Thomas and Roosevelt Colvin. As for the draft, I just don't know. I think he has very high standards he's looking for at the OLB spot, and doesn't see many college bodies he thinks suits the spot. Remember he had L.T. He liked Julius Peppers. Those are guys taken in the first three picks of the draft. Belichick has never been in position to get one of those types with the Patriots on draft day. I also think he believes that the impact sack contributions from young players are few and far between. Maybe he's right. Regardless, he's left with an outside linebacker/rush end spot that's seriously lacking in both high-end talent and depth.
Andy Hart Read
I was just wondering how you see the Pats running game shaping up? What kind of priority are Light and Mankins with that in mind and which running backs will BB part with?
Mark Davis Read
As it stands today it sounds like Mankins will be in the mix on the line, and that definitely helps the running game and the attitude on the line. We saw that last year. Light may not be back. He's a good but not dominating run blocker. Regardless I think the Patriots will continue to use the committee approach in the backfield. That means the solid BenJarvus Green-Ellis will be the horse. He doesn't fumble, gets his 4 yards and isn't likely to make a lot of big plays. Danny Woodhead will be the change of pace playmaker. The rookies are likely to be on the roster, barring injury, with Shane Vereen more in the mold of a Kevin Faulk and Stevan Ridley more the Sammy Morris type, with every-down potential. I think Morris and Fred Taylor are long gone in free agency. Faulk is the wild card. I think there is a good chance he'll be back in camp to test his reconstructed ACL and battle for playing time as the veteran presence. Peter King predicted in Sports Illustrated today that the Patriots could sign Ronnie Brown, an idea I posted on the PFW Blog last week. That would be an intriguing addition to the committee, but not what I'd consider anywhere near a necessity at this point.
Andy Hart Read
Hi folks, I always hear and read about the special Patriots-Defense-System with a 3-4 and the special needs (size, weight) for an OLB "in a Belichick-system". What is so special about it, are 10 pounds more or less really so important for a player? And, to be honest, I don't really know the big differences between a 3-4 and a 4-3. Can you help a big Pats-fan from Germany? Keep up the good work.
Thorsten Geil
Germany Read
A 3-4 is a defense with three down linemen and four linebackers. A 4-3 is the opposite, with four down linemen and three linebackers. In a four-man front the defensive ends really set the end of the defense in the running game and serve as primary pass rushers. In the 3-4 those roles fall to the outside linebackers. As such those guys need to be bigger and stronger to take on huge tackles and big tight ends in both the run game and the passing game. But they also need to be athletic enough to get after the passer and drop into coverage. That's a lot to ask for a guy. Belichick's' 3-4 is also a two-gap scheme, in which front seven players are asked to control the blocker in front of them and be able to make plays on the gaps on both sides of the blocker. That requires more size and strength than speed-based, blitzing defensive fronts in which players pick a gap and shoot through it. There are more specifics to the schemes and the positions within them, but that's the general overview of the different defenses and the personnel needed to play them.
Andy Hart Read
Dan Glisack Read
Given the lack of numbers and the reported release of Tully Banta-Cain, I'd sign just about anybody at this point. (Mom, stay by the phone in case the team calls for your services!) Kiwanuka has the size (6-5, 265) and athleticism for the position. He's had more than 4.5 sacks just once in his career, with eight in 2008. He missed most of last season with a bulging disk in his neck. He was reportedly cleared to return to the field in February, but it's still a concern. I'd take a flyer on him, but given the recent injury and the transition he'd have to make to full-time outside linebacker I wouldn't spend too much money there. But the team certainly needs to add somebody at the position and the former Boston College star might be an option.
Andy Hart Read
Is there any real chance the Patriots sign Sidney Rice?
Dan Bollman Read
In my opinion? No. But Belichick does always caution us to never say never.
Andy Hart Read
What would you think of the start of free agency the Pats went and got Sidney Rice and Tamba Hali? The Pats seem like they have a good relationship with the Chiefs ??
Louis Alvarez Read
I'd think, "Super Bowl here we come!" I'd also think, "holy crap." The two players might just be the perfect fits for the team's two biggest needs. That said, I think there is little chance either happens. Sure New England has a solid relationship with Scott Pioli's Chiefs. But why would Kansas City give up one of its best young players as the team tries to build something special? Especially when he's under the franchise tag for this season? Keep dreaming.
Andy Hart Read
Reggie Bush appears to be unhappy in NO, think it would be worth taking a shot on him if he is available. He has been a bit of a disappointment production wise for NO, not entirely his fault in my opinion and I know we have a full house of RBs but I cannot help but fantasize what BB could do with his kind of athleticism. What do you think?
Jim C. Read
Is it just me or would Reggie Bush be the ultimate addition to the Patriots offense? The packages and potential seem endless.
Matt Paiva Read
Bush would be a great fit for the Patriots diverse offense if he became available. But I'm not sure the team would spend the kind of money it would take to get him, and I don't think his addition would solve any of the Patriots biggest needs. I'd see him more as a luxury addition at this point than a necessity. He never lived up to the hype of his draft status or college resume, but he is a very productive, diverse athlete on both offense and special teams. I just wouldn't expect to see him in New England any time soon.
Andy Hart Read
Hey guys quick question how do you see the safety positions unfolding this year considering Brandon Meriweather coming from the Pro Bowl and Pat Chung playing a large part of the season? Do you see Ras-I Dowling moving in the free safety position?
Joshua Brand Read
Though he has the theoretical size for the switch, I don't see Dowling moving to safety at this point. He's a proven cornerback in college and that's what he'll be expected to be early on as a pro. As for the rest of the safety position, I see Chung as the only sure starter. I think he had a very good second season and is an intriguing playmaker who throws his body around. Meriweather is entering a contract year coming off two Pro Bowls. On paper he looks good. On the field I think he's still a raw talent prone to missed tackles and being out of position. Sanders remains a solid, veteran presence who doesn't add a ton in terms of playmaking. I think Jarrad Page is a wild card. If he re-signs I think he could see more playing time and be used in sort of a safety/linebacker hybrid role in a lot of packages. We'll see. There is a lot of pretty good depth and talent at safety in my mind, just not a sure-fire pecking order on the depth chart.
Andy Hart Read
Kyle Volo Read
Love games. Under on interceptions for Dowling. Over on the receptions for Price. Under on the TD passes for Brady. Under on the wins. Over on the total turnovers on offense. Under on sacks. Under on special teams TDs. What do I win?
Andy Hart Read
Mankins was offered a deal that rivals Nick Mangold's, and to play with Brady and NE, and he doesn't like it. What a weird individual. Wouldn't you agree?
Matt S. Read
No I would not. I've always been very impressed with Mankins as a teammate, player and man. He's in what at times has been a somewhat ugly business negotiation. Nothing more, nothing less. And comparing a guard to a center is not just. Wouldn't it make more sense to compare Mankins to other guards. Just sayin'.
Andy Hart Read
Is Randy Moss coming back? Or are we going to get someone new who can go deep?
Aaron Taylor Andrade Read
I don't see Moss returning. The Patriots chose to trade him last fall and Moss struggled after leaving. Not sure he's the immense talent he once was. Not sure he's willing to be less than the focal point of the offense. I think there is a better chance the team goes after another veteran like maybe Stallworth or Chad Ochocinco. We'll see.
Andy Hart Read
Should Brandon Tate be traded to the Rams to work in an offense that could work with him and his offensive coordinator...because seriously...dropping a football is not considered a deep threat for an offense...
Robert Wheeler Read
I'm not the biggest fan of Tate as a receiver, but ouch! Tough crowd. Some still believe he can develop into a big-play threat at receiver. AT the very least he's been a good kickoff returner. Can't we all just get along and give Tate a chance? And if he can't catch, why would the Rams want him? I know they need help at receiver, but I'm sure they have certain standards. Catching the ball is probably one of them.
Andy Hart Read
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Fort Stewart hosted an activities, information, registration and back-to-school fair July 24 to give military families and community members health-related information and free school supplies.
Events at Fort Stewart and Fort Morris gave Liberty County families and visitors an opportunity to celebrate the nation's birthday all day long Friday.
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Messianic Praise & Worship
by Various;
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Messianic Praise & Worship
Full Product Description
Disc 1
I Was Glad - The Lord Is My Shield - Hallelujah - The God Of Abraham - Jehovah Shamah (The Lord Is Here) - Shalom Alechem (Praise To You) - Kadosh (Holy) - Hineni Yisad Betzion Aven (Behold I Lay A Stone In Zion) - Solomon's Prayer - Give Us Peace - Come Back Come Back - The Dance (Instrumental) - Sing To The Lord You Saints Of His - Within The Veil - There Is One Body - Psalm 139 - Remove The Veil
Disc 2
The Sacrifice - Lamb - O Lord Our Lord - You Who Fear The Lord - Save Us Lord - V'AHAVTA (And You Shall Love) - Magnificat Glory - Come Away With Me - The Lord God Reigns - Hava Nagila - Ancient Of Times Praise - The Name Jahweh - King Of Glory - Hineh Baruch Et Hashem - Peace Of Jerusalem - Create In Me - Baruch Hashem Adonai - Save Your People
Disc 3
Va'ani Ashire Hatikvah - Let us return - A praise in all the earth I will tell - To Dwell in Unity - Hoi Hol Tsameh Tabernacle - Lord Among your People - Y'shua's Name - Adonai Shalom - Alechem Ki Chilaftzta Nafshe - Passover Medley - Hava Nagila - Teach me Your way - Keeping my eyes upon You
Messianic Praise & Worship by Various was published by Integrity Music in July 2015 and is our 38644th best seller. The ISBN for Messianic Praise & Worship is 5019282276022.
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Details for Messianic Praise & Worship
|Author / Artist
|Integrity Music (July 2015)
|Product Code
|Page last updated
|14th February 2018