Supporting Peer Specialists: What Types of Supervision

and Management Works?Presented by: Lori Ashcraft, PhD

Determine how to move beyond “push back”

Assess and build recovery skills for leading and coaching

Put together a Professional Development Plan

Use a tool to communicate performance evaluations

Develop an action plan for “Monday morning”

Identify the reasons for hiring a peer workforce

Address fears in adding Peer Support Workers to the team

Peer Support Workers reach out and engage people exploring the possibility of recovery

Peer Support Workers are coworkers who provide living proof that recovery is possible

Peer Support Workers extend the capacity of the clinical team by adding their expertise

Peer Support Workers have latitude for creating healing relationships that can be emulated by clinical staffPeer Support Workers know things from their personalexperience and thus enhance the team’s serviceswith hope and determination Pages 6-7

Peer Support Workers are living examples of hope to people being served- “If I can do it, so can you”

When an integrated workforce “hums” the results are amazing, with all professions contributing their Own special expertise, including Peer Support Specialists

When the “force” doesn’t hum, it’s quite a different story – not a pleasant tune

Peers say:

I’m not treated with respect

I’m not allowed to look at files that I need to see to do my

work

I’m relegated to “gofer” work and not allowed contribute

what I’m best at

What else?

And what else?

Professional Development Plan

Stepping Up

Staying Connected

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Staff Say:Peers seems to have too many person

problems to stay focused on the workPeers ask for lots of time off and often

never come backPeers do incomplete workPeers need to learn about boundaries and

ethicsWhat Else?And What Else?

Pages 6-7

Pages 18-19

What would you like to achieve professionally in 5-10 years?

How do you want your life work to impact the people you supervise and serve?

What can you do to really make a positive difference in the lives and the work of those you supervise?

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Needs to be used creatively; can set an example for treatment plan

Needs to reflect the organization’s values (Such as self-determination

Needs to be self-directed and promoter ownership

Needs to build on relationship and partnership

Begin by reviewing strengths and skills

How will the strengths and skills be put into action toPromote the recovery goals of the organization?

How will further skills be developed and What isNeeded from you to accomplish this?

What changes will the employee need to makeTo increase effectiveness?

What are the employee’s plans for making improvements and by when?

Ask how the employee wants to Receive feedback from you as the coach?

Arrange meeting with plenty of timeReview strengthsTalk about performance in exact terms – what’s expected and what's missing What are the barriers? What’s the plan of correction?What’s the coaches role?Agree on plan and on points of accountabilityAgree on what will happen if this doesn't work

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When I realize that my way of being conveys the strongest message as a leader, I think _____________

This realization causes me to ________________________________________________________

Which results in ______________________

When I do the above, this will allow us to_______

In order to become a more effective leader, I’m going to _________________________

Step One: Getting Clear about the Job

Step Two: Agreeing How the Job Will Be Done

Step Three: Maintaining a Quality Performance

Having the Performance Evaluation Conversation

Having the Performance Evaluation Conversation

Let’s talk about your paperwork

Having the Performance Evaluation Conversation

(About 80 %)

Let’s talk about how you engage others…

Having the Performance Evaluation Conversation

Having the Performance Evaluation Conversation

(About 60 %)

Let’s talk about your teamwork…

Having the Performance Evaluation Conversation

Having the Performance Evaluation Conversation

(About 90 %)

Let’s talk about your outreach to customers…

Having the Performance Evaluation Conversation

(About 70 %)

Let’s talk about how you do on special projects…

Having the Performance Evaluation Conversation

Having the Performance Evaluation Conversation

(Right at 100 %)

Having the Performance Evaluation Conversation

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Special thanks to the Office of Mental Health and Substance Abuse Services for funding this webinar