Microsoft Word - Extension self assessment of competencies ...



Planning for Professional Development Using Extension CompetenciesThe following steps will help you determine what professional development goals to set for yourself. Two priority competency areas – Interpersonal Leadership and External Linkages and Collaborations – are especially important for County Extension Directors to focus on for professional development. Your DED will visit with you about your plan during your annual performance review.Step 1: Identify your strengthsControl + click on the following link to complete the self-assessment. You will receive scores from Amy Harder (amharder@ufl.edu), Coordinator, PDEC, within five business days. This page is for your use only.UF/IFAS Extension Competency Self-AssessmentCompetency AreaWorking DefinitionMy ScoreProgram Planning and DevelopmentStrategies, methodologies, or tools used to develop an extension program.Extension Teaching, Tools, & MethodsMeans used to deliver educational content to clientele.Program EvaluationMeasures used to document outcomes and impacts as a means of accountability and program success.Subject Matter ExpertiseTechnical knowledge and skills possessed to perform tasks related to a specific field(s)Professionalism and Professional DevelopmentMaintaining a high code of excellence and ethics and seeking opportunities to stay up-to-date in relevant fields.Extension Organization and AdministrationKnowledge of the organization and overall management of the duties of the position. Information and Communication TechnologiesUsing current technologies to reach mass audiences and enhance programming.External LinkagesCollaborations with other governmental agencies, non-governmental agencies, and industry.Volunteer DevelopmentProactive use of the ISOTURE model to work with volunteersInterpersonal LeadershipProcess of creating change in others through positive relationship-oriented behaviorsStep 2: Identify areas to develop your skills.There are two ways to approach professional development. You may want to choose a competency area for which you have a lower score, so that you build your skills in that area. Negative scores are generally an indication that there is an opportunity for improvement.However, it is also valid to select a competency area for which you have a positive score if you have a goal of establishing expertise in that area. For example, you may already be able to conduct good program evaluations but have a desire to become a recognized expert in this area. A plan to develop expertise should clearly focus on engagement in professional development activities offered at the intermediate or advanced level.The competency area(s) I will focus on:Competency Area 1: Competency Area 2: Step 3: Professional Development Goal WritingUse the following pages to set measurable goals for the coming year to develop your skills in the competency area(s) you’ve selected. Set realistic goals; your DED can help you determine what is realistic within a one year time-frame. You will be asked to report on the progress you made on reaching your professional development goals when you have your 2016 performance evaluation. Use the IST catalog or the list of ideas at the end of this document to help you select appropriate activities to advance your expertise. If you have a need for an IST that is not in the current catalog, contact Amy Harder, PDEC Coordinator, at amharder@ufl.edu or 352-273-2569 for assistance.The following pages are the only pages you need to provide to your DED. The deadline for submission of the Professional Development Plan is December 4, with your ROA.Professional Development Action PlanName: Date: Competency area: Goal Statement:What specific actions will you take to further develop your competency? I will:What?By When?Watch:Read:Enroll in and complete:Attend:How will you measure the results?What will be the impact on you, others, teams, or the organization?Competency area: Goal Statement:What specific actions will you take to further develop your competency? I will:What?By When?Watch:Read:Enroll in and complete:Attend:How will you measure the results?What will be the impact on you, others, teams, or the organization?In-Service TrainingsLeadership Training in Extension. What is Your Style?(Lead: C. Sanders)On-campusJanuary 19, 2016 (tentative)Books/CollectionsWondolleck, J. M., & Yaffee, S. L. (2000). Making collaboration work – Lessons from innovation in natural resource management. Island Press.External Linkages & CollaborationsHarvard Business Review’s 10 Must-Read Articles on:LeadershipStrategyManaging YourselfChangeManaging PeopleCollections can be ordered from: mustreads.Interpersonal LeadershipLencioni, P. (2002). The five dysfunctions of a team: A leadership fable. San Francisco, CA: Jossey-Bass.Interpersonal LeadershipLencioni, P. (2012). The advantage: Why organizational health trumps everything else in business. San Francisco, CA: Jossey-Bass.Interpersonal LeadershipButterworth, B. (2006). Balancing work & life. Colorado Springs, CO: WaterBrook Press.Interpersonal LeadershipPatterson, K., Grenny, J., McMillan, & Switzler. A. (2012). Crucial conversations: Tools for talking when the stakes are high. USA: McGraw-Hill.Interpersonal LeadershipCollins, J. (2001). Good to great: Why some companies make the leap … and others don’t. New York, NY: HarperCollins Publishers.Interpersonal LeadershipSinek, S. (2011). Start with why: How great leaders inspire everyone to action. London, England: Penguin Books, Ltd.Interpersonal LeadershipKouzes, J. M., & Posner, B. Z. (2012). The leadership challenge: How to make extraordinary things happen in organizations. San Francisco: Jossey-Bass.Interpersonal LeadershipKouzes, J. M., & Posner, B. Z. (2010). The truth about leadership: The no-fads, heart-of-the matter facts you need to know. San Francisco, CA: Jossey-Bass.Interpersonal LeadershipUF HR Leadership Toolkit Suggested Readings LeadershipArticlesHeifetz, R., Grashow, A., & Linsky, M. (2009). Leadership in a (Permanent) crisis. Harvard Business Review. Retrieved from LeadershipAusland, A. (n.d.). Staying for tea: Five principles for the community service volunteer. The Global Citizen, 5-15.Interpersonal LeadershipWagner, W. (n.d.) The social change model of leadership: A brief overview. Retrieved from (Wagner).pdfInterpersonal LeadershipGeorge, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering your authentic leadership. Harvard Business Review. Retrieved from LeadershipUF HR Job Aids (short articles in each category)Build TrustCreate & Communicate VisionGenerate AlignmentCultivate Talent LeadershipConferencesJCEP Leadership ConferenceFebruary 10-11, 2016Las Vegas, NVInterpersonal LeadershipPILD ConferenceApril 10-13, 2016Arlington, VAExternal Linkages & CollaborationsNational Association of Extension Program & Staff Development Professionals ConferenceDecember 1-3, 2015San Diego, CAAllESP National ConferenceCape May, NJOctober 23-27, 2016AllTraining Courses & WorkshopsManaging at UF: The Supervisory Challenge Courses LeadershipAdvanced Leadership for Academics and Professionals LeadershipUF Academy LeadershipManagers Cohort Opportunity LeadershipWebinars/TED Talks/PodcastsSimon Sinek: How Great Leaders Inspire Action LeadershipDan Ariely: What Makes Us Feel Good About Our Work? LeadershipKevin Andrews: Networking and Partnership Tips for Extension Professionals Linkages & CollaborationsMarilyn Lesmeister & Carolyn Aston: Viewing Volunteer and Workplace Management through Generational Lenses LeadershipNancy Franz: Developing and Articulating the Public Value of Extension Work Linkages & CollaborationsUF HR Leadership PodcastsBuild TrustCreate & Communicate VisionGenerate AlignmentCultivate Talent Leadership ................
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