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Conflict Management through Leadership (Goals are to: (4. Streamline a…

- - - - Learning Ally offers the following concrete tactics to support alignment:
        
        Mission Statement
        
        Culture Statement
        
        Board meetings (at least Quarterly)
        
        All-Staff Meetings (at least Quarterly)
        
        Senior Leadership Team meetings (at least Quarterly)
        
        Leadership Team Meetings (at least monthly)
        
        Departmental meetings (Typically at least monthly but may vary by department)
        
        While each of these efforts strive to ensure effective alignment and support for all employees, volunteer and members, there may be times when employees, volunteers, and members have questions, concerns, or observe actions that seem to be in conflict with the mission and culture of Learning Ally. In these instances, we recommend the employee, volunteer, and member take the following steps:
        
        1.Review the company’s mission and culture statement. Make an effort to identify (preferably in writing) how your observation or experience is out of alignment with the stated policy.
        
        2.Review your concern with your supervisor/staff lead or HR representative. If the conflict is not related to an experience with your supervisor, please start with him or her to discuss your concern. If your concern relates to your supervisor, raise the issue with your HR representative or staff lead. Either your supervisor or the HR Representative will discuss with you to understand your concern and work with with you to determine the best approach to resolving the conflict.
        
        If after an agreed upon length of time, you feel as if the misalignment is continuing, please raise the issue in writing directly to the CEO.
        
        Build into communication with our volunteers and customers.
    - - Add a recurring: “Ask the CEO” breakfast or lunch at least quarterly to offer an opportunity for the CEO to address questions/concerns from employees/ volunteers/ members each quarter. Need to discuss whether items should have to be submitted in advance, or if they can be addressed on the fly. Also need to determine whether attendance for all employees is mandatory, encouraged, or optional.
      - *Quarterly Q & A within each department. For example: in Virtual Studio production meet with our volunteers to hear concerns and questions.
      - *Ongoing suggestions platforms
      - Make part of our yearly evaluations and goal setting.
    - - Utilize Strengths Training and Linked in Learning Resources with all employees.
      - Identify leaders within each department who can bring personal development education and learning into weekly and daily functions.
      - Build in training component regarding etiquette/ communication between volunteers and staff in the Virtual Studio, Classroom, Member Services,Teacher Support, Employees, and other Stakeholders.
        
        To build a framework around volunteer to volunteer, employee to volunteer, and employee to member interactions. To include from the beginning of first interactions with Learning Ally.
  - - - *Use I statements.
      - *Taking turns speaking and listening.
      - *Practice active listening.
      - *Set a time limit to the discussion.
      - *Have a neutral party involved if necessary.
      - *Don’t attack the other person. Use neutral language when communicating (build language into training)
      - *Clearly define the situation and the context on the issue.
      - *Be solutions focused.