fostering change & innovation through continuous learning

LEARNING & Organizational D E V E L O P M E N T

Course Catalog 2014

http://sharelink/lt/acoe/Pages/Default.aspx

If you are viewing this catalog online, click on a topic in the Table of Contents to go to that topic page. If you would like to move back and forth through the catalog, click on the forward and back arrows in your program. Look for the on each page and click to return to the Table of Contents at any time.

Table of Contents
GENERAL INFORMATION
Introducing Our 2014 Courses The Asbury Center for Organizational Excellence: Our Vision, Mission, Products & Services How to Register for a Course Meet the Center for Organizational Excellence Team 4 5 6 7-8 9-12 13-14

THE ASBURY COMPETENCY MODEL NEW

Introduction Model Overview Course-Competency Matrix

COURSE DESCRIPTIONS
For New Associates

Discover Asbury Leadership Asbury For Leaders Excellence-In-Leadership Series Overview Performance Management Behavioral Interviewing Leadership Development Institute (LDI) 2014 Resilient Leadership Series Overview Introductory Module Module One: Reactivity Module Two: Stay Connected Module Three: Over/Under-Functioning Module Four: Triangles Module Five: Non-Anxious Presence Module Six: Focus on Your Own Functioning Module Seven: Lead with Conviction Module Eight: Fallacy of Empathy
For ALL Associates

15 16 17 18 19 20 21-22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37-39

Administrative Professional Development Series Diversity Grow With Us Series NEW Planetree Retreat Relias Learning Management System NEW Notes & Quotes

Introducing Our 2014 Course Catalog

WELCOME TO ACOE'S 2014 CATALOG OF COURSES! It's hard to believe that spring
is just around the corner and as we gear up for the year's work, I wanted to share our focus for the year. One of our major initiatives this year is the introduction and communication of the Asbury Competency Model and the integration of the competencies into our Performance Management process. Delivering and receiving timely and meaningful performance evaluations is critical to the success of every associate as well as Asbury communities. Everyone wants to know how they're performing- accurate evaluations help recognize our positive accomplishments and also provide guidance as to how to improve. And, when each of us is successful individually, we know the residents, clients and associates of Asbury Communities are being well cared for and the company overall is also successful. During the coming year, we will be sharing the new competencies, their definitions, and the expected performance standards with all Asbury associates. It is extremely important that everyone is aware of what is expected of them as regards each competency and how they will be evaluated on each of these behaviors during the 2014 Year-End Review Process. Information will be shared in meetings, in webinars, in our classes and one on one with your managers. Additionally you will find information in this catalog that will help to explain the competencies and their definitions. And on the ACOE Sharelink site, there are a number of tools, resources, job aids to help associates develop and/or improve their level of proficiency for each of the competencies. The implementation of the competency model rollout will provide a strong foundation for a number of HR functions including recruitment, interviewing and hiring, training and developmental opportunities, as well as career-pathing and succession planning. Going forward, all courses that we offer will be built around the competency model and aligned and correlated with the expected Asbury behaviors. We are committed to keeping the quality of all our offerings at a very high level while continuing to meet the needs of our customers and the organization. Take a look through our Catalogthere are a few new offerings in addition to our Resilient Leadership and Administrative Professional Development Series modules. We encourage you to visit our website on Sharelink to register for courses, and to access tools, resources and job aids to supplement the coursework.

Looking forward to an exciting year.... Carol Dennis, Director

THE ASBURY CENTER FOR ORGANIZATIONAL EXCELLENCE 4

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Center for Organizational Excellence

Vision
We will be a leader in developing people, processes, and practices that foster Asburys continued growth and excellence as a learning organization operating in a culture driven by person-centered care.

THE ASBURY

fostering change & innovation through continuous learning

Mission
We are a catalyst for organizational learning and development. We work collaboratively with clients, as business partners and as a resource for enhancing individual, departmental, and organizational excellence.

Products & Services

Key leadership development programs Professional staff development sessions and workshops New associate onboarding and orientation New leader onboarding and orientation Consultation and coaching for leaders and associates Assessments and feedback Change management facilitation Team building/Team development Customized departmental training Intact workgroup interventions Diversity training Retreat planning Departmental business planning Meeting facilitation Myers-Brigg Type Indicator/DiSC Assessment/Workshop

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How to Register For a Course

Administrative Professional Development Series
The first offering of this series is by invitation only to a select group of administrative professionals from the corporate office and Asbury Methodist Village.

Performance Management and Behavioral Interviewing

These courses will be offered at all communities in 2013. Register through the Asbury Center for Organizational Excellence Course Schedule and Registration to attend at your location.

Leadership Asbury and Discover Asbury

Human Resources schedules all new associates for the sessions held in each community or at Asburys corporate office in Germantown.

Resilient Leadership-All modules except Introductory Module These courses are offered at all communities. Please check for dates and

times with your local Human Resources department. For sessions in Germantown, corporate associates can register online through The Asbury Center for Organizational Excellence Sharelink site, under Course Schedule

and Registration.

Planetree Retreat
This course is offered at all communities. Look for announcements from the Planetree coordinators in the communities for dates and locations. Corporate staff can register online.

Leadership Development Institute

Attendance for the Leadership Development Institute is by invitation only.
* Please note dates and times are subject to change. Please check the ACOE Sharelink

site for information updates.

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THE ASBURY Center for Organizational Excellence Team

Meet Our

Carol A. Dennis
Carol Dennis joined Asbury Communities in 2011 as Director of Learning and Organizational Development, bringing with her more than twentyfive years of experience in healthcare. Carol has led the Human Resources and Organizational Development functions at such area organizations and corporations as Sheppard Pratt Hospital, the American Red Cross, MedStar Health, and T. Rowe Price. Carol built, expanded and enhanced Asburys Organizational Development and Human Resource functions through the creation and redesign of training departments, modernization of leadership development curriculum, creation of leadership competency models, and implementation of new performance management and succession planning initiatives. In her role as Asburys Director of Learning and Organizational Development, Carol sets direction, develops strategy and manages the work of the Asbury Center for Organizational Excellence, a learning center for all Asbury associates and leaders. She is responsible for leading organizational development, learning and change initiatives for the organization, and designing, developing and implementing programs and initiatives that meet the organizations strategic learning needs and operational goals. Her educational highlights include an M.B.A. from Johns Hopkins University, a B.S. degree in business from Towson University and post-graduate training at Georgetown University.

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THE ASBURY Center for Organizational Excellence Team

Jane Ippolito
Jane has been with Asbury for more than 20 years in a variety of leadership positions both at the community and corporate levels. Now with over twelve years of experience in Learning and Organizational Development, as Senior Consultant for Asburys Center for Learning and Organizational Development, Jane applies her expertise to the design, development and implentation programs and processes that support organizational strategies. These include leadership development, customer service, CCAC accreditation and performance excellence. Jane holds a Masters of Science degree in Information Systems from the University of Maryland.

Stephanie Minkoff
Stephanie Minkoff brings over twenty years of experience in long term care to her current role as Manager of Learning and Organizational Development at Asbury. Stephanie joined Asbury in 2008 as part of the Sodexo team, and in 2012 officially joined the Asbury Center for Organizational Excellence. As Manager of Learning and Organizational Development Stephanie was instrumental in the successful rollout of the Silverchair Learning System (now Relias) and the Resilient Leadership (RL) initiative for the Asbury Center for Organizational Excellence. She developed and delivered a highly interactive TTT (Train-the-Trainer) for the Resilient Leadership mentors in Tennessee and facilitated the delivery of the RL training in three states with over fifty sessions. Stephanie is a registered dietitian, certified Achieve Global trainer, ServSafe Food Safety instructor, adjunct faculty and trained chef. She holds a Bachelor of Science degree with a concentration in Nutrition and a Masters degree in Health Services Administration with a concentration in Long Term Care.

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The Asbury Competency Model

Introducing

ASBURYS COMPETENCY MODEL has been designed to be the foundation for

all Human Resources functions, including recruitment, hiring, training and development, performance management, workforce planning and succession planning. The competencies listed on the model define what skills are critical for leaders and associates to be successful in their jobs and to contribute to the organizations mission, vision and values. At Asbury, our competency framework consists of four major levels including both behavioral competencies and technical standards. If you click the informational icon at each level you will find a brief description of that category. Developmental Competency Ladder for Leaders In addition to the core competencies critical for all leaders, there are a number of additional competencies that have been defined as critical for success at each successive level from Supervisor to VP/Chief. These competencies have been identified to help leaders develop and move from one role to another. They will be used in training/development initiatives, in evaluating associates for succession planning, and in career progression. Programs will be designed around each of the competencies to help leaders develop and grow into various roles. These competencies are cumulative, so at the highest level (SVP) you should have mastered all of the successive skills. Core Leadership Competencies The Core Leadership Competencies are skills that are critical in ANY leadership role, and will be used to assess and evaluate applicants for leadership positions in our organization. They will be used in the performance evaluation process (leaders will be rated against these behavioral competencies on an annual basis). They are the minimum required skills for all leaders. Functional and Technical Standards by Job Code As opposed to the behavioral competencies, the functional and technical standards by job code are those technical/functional skills that are found in the job description that may be somewhat unique to the position, i.e. computer proficiency, budget analysis, etc. These are unique to the job and will be reviewed/revamped during the year to make sure they are in line with job requirements. Foundational Competencies/Ethical Standards for ALL ASBURY ASSOCIATES These seven (7) Foundational Competencies are behavioral skills critical for the success of ALL Asbury associates. They will be used in the recruitment/ interviewing process for new hires as well as for training/development purposes and the performance evaluation process. ALL associates will be expected to excel in these areas.

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Foundational Competencies/ Ethical Standards

Definitions

These competencies are behavioral skills that are critical for success for ALL associates. They will be used to recruit, hire, train, develop and evaluate the performance of all associates.

ACCOUNTABILITYTakes ownership for the quality and timeliness of work, achieves results with little oversight. Holds self and others responsible for the quality and timeliness of work. Accepts responsibility for his/her mistakes. Solicits and offers feedback; is open to others ideas and suggestions. Follows established rules and acts in accordance with Asburys Mission, Vision and Values. CARINGDemonstrates sensitivity and compassion in words and actions. Is available and ready to help and provide exceptional service to residents, coworkers and clients. Is viewed as routinely focusing on the needs of others. Uses Asburys preferred language that honors the dignity of all persons and promotes a positive view of older persons. CIVILITY AND RESPECTTreats others with dignity and works collaboratively to build positive relationships. Is open to different perspectives and is willing to compromise for the greater good. Remains calm and responds thoughtfully to adverse situations. CUSTOMER SERVICEWorks with customers to ensure resident/associate/client satisfaction; responds to requests for service in a timely and thorough manner; listens and responds effectively to customer questions; prioritizes customer needs, follows up to evaluate customer satisfaction; respects all internal and external customers. FAIRNESSDemonstrates consistent, equitable and respectful treatment of others at all times. Is aware of personal biases that can influence his/her perceptions about others. Is open and honest. Seeks to obtain unbiased information and objectively understand it. Follows Asburys policies and standards. INTEGRITYIs widely trusted; is seen as a direct, truthful individual; presents truthful information in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn't misrepresent himself or herself for personal gain. Follows through on commitments. Acts in accordance with Asburys policies and standards. RESPONSIBILITYProactively identifies ways to contribute to Asburys goals and mission without needing reminders from others. Is a model associate in all aspects of their job performance and presents a professional image. Holds self accountable for actions and behaviors. Is committed to lifelong learning.

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Core Leadership Competencies

Definitions

These competencies are skills that are critical for success in any leadership role, and will be used to assess and evaluate applicants for leadership positions. They are the minimum required skills for all leaders and will be used in the performance management process.

APPROACHABILITYActs with authenticity and honesty. Puts others at ease and builds rapport and relationships quickly. Is viewed as friendly and is easily accessible. Is an effective listener and is easy to talk to. Values diversity by treating others with respect, patience and consideration. CONTINUAL LEARNINGPursues professional development opportunities to develop new capabilities, skills, and knowledge of best practices; encourages/ seeks feedback from others and engages in self-reflection to improve; receives feedback in a positive manner and uses it to improve. DRIVE FOR RESULTSIs responsible and can be counted on to attain goals and objectives. Anticipates problems and helps keep others on track in pursuing goals. Has a reputation for success and quality outcomes. Establishes wellthought-out plans with clear objectives and deliverables. INITIATIVEActively works on making things happen for self and others, does not wait for others to open doors or take action. Independently identifies and pursues business objectives in an organized and efficient manner, prioritizes activities as necessary to meet job responsibilities. Is able to maintain required level of activity toward achieving goals without direct supervision. LEADING THROUGH CHANGEClearly communicates the need for change, addresses concerns and engages others in the process. Anticipates and effectively deals with resistance to change by actively working with stakeholders. Drives continuous improvement throughout the change process. LEVERAGING DIVERSITYTreats all people fairly, consistently, with dignity and respect. Is open-minded to the values and beliefs of others and actively seeks to understand others perspectives. Embraces the importance of diversity of thought to drive high performing teams. Effectively works with people from varying backgrounds and freely recruits/hires people of differing backgrounds to develop a diverse team. RESILIENCYIs viewed as calm, especially during highly charged emotional situations. Leads from strength, manages control of emotions. Sustains a high level of leadership efforts over time. Presents truthful information in an appropriate and helpful manner. TALENT MANAGEMENTWorks to improve the performance of others constructively. Clearly establishes and communicates expectations, provides effective feedback and coaching, monitors and evaluates performance, inspires team to excel. Develops a team spirit drawing on the strengths of the entire team and tracks progress. Anticipates roadblocks and changes course as needed to achieve team goals.

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The Course-Competency Matrix

THE ASBURY CENTER FOR ORGANIZATIONAL EXCELLENCE
is committed to providing ongoing support and guidance to those associates who want to enhance the skills and competencies that have been identified and outlined on The Asbury Competency Model. To assist you in your development efforts, the Course-Competency Matrix has been designed to correlate with the Competency Model. It will help you select educational offerings and learning events that are in alignment with your development needs. The matrix on the following page offers you a convenient at-a-glance guide to direct you to courses which will help fulfill your competency requirements. Fortythree competencies are listed in the rows at left. Columns list courses as laid out in the catalog. Simply use the grid to see which course fulfills a competency: for example, if you are interested in taking a course to enhance your customer service skills, simply look for Customer Service in the competency row; you will see four courses offer rich material that will help you develop that particular competency. As throughout the catalog, click on the course name for a full description and for instructions on how to register. As new courses are added to our catalog they will automatically populate in the matrix. Eventually each competency will have a number of associated training programs and learning activities from which you may choose.

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The Course-Competency Matrix

Competency Course
Planetree Retreat Resilient Ldshp. Intro. Module RL Mod. One: Reactivity RL Mod. Two: Stay Connected RL Mod. Three: Over/ Under Functioning RL Mod. Four: Triangles RL Module Five: Nonanxious Presence RL Module Six: Focus on Your Own Functioning RL Mod. Seven: Lead with Conviction RL Module Eight: Fallacy of Empathy

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Accountability Approachability Budget Development & Management Building High Performing Teams Business Savvy Caring Civility/Respect Communication Skills Continual Learning Customer Service Dealing with Ambiguity Decisiveness Delegation Skills Effective Listening Entrepreneurship External Awareness Fairness Financial Acuity Flexibility Functional & Technical Skills Hiring and Staff Influencing Initiative Innovation/Creativity Integrity Leading Through Change Leading Vision & Purpose Leveraging Diversity Managing Conflict Negotiation Skills Performance Management Planning and Organizing Presentation Skills Problem Resolution Relationship Skills Resiliency Respect Responsibility Strategic Leadership Systems Thinking Talent Management Time Management

Administrative Professional Dev. Series Performance Mgmt. Behavioral Interviewing Discover Asbury Leadership Asbury Leadership Devp. Institute

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Discover Asbury
DISCOVER ASBURY is a required orientation program for all new associates. The program
introduces recently hired associates to our organization and culture through a highly interactive experience. DISCOVER ASBURY is an opportunity for new associates to network with other associates and to learn more about the Asbury family.

Audience: All new Asbury associates

AFTER ATTENDING THIS ORIENTATION PROGRAM, PARTICIPANTS WILL HAVE A BETTER UNDERSTANDING OF:
Asburys heritage and history Asburys mission, vision and values Our organizational structure The five communities that comprise Asbury The residents and clients we serve Asburys expectations of its associates Our customer service expectations Our person-centered culture

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Ive been through several orientation programs in the past ten years but this orientation was the BEST! It really helped me understand the culture and Asburys commitment to its associates.
Participant Testimonial

Staff schedules all new associates into the monthly sessions held in each community.

How to Register: The Human Resources

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Leadership Asbury
culture and future growth, and it starts from Day One of a persons employment. This course, Leadership Asbury, is an introductory program with required attendance by all new leaders which will help them assimilate into the Asbury culture. The program provides these new associates with a proper, detailed introduction to the organization. Through intense but rewarding interaction and learning, they will hear whats expected of them as a member of one of Asburys leadership teams and where they fit into the overall direction of the organization. During this 3-day event held at Asburys corporate office in Germantown, participants will meet with other senior leaders of the company plus learn skills that Asbury views as critical to the effective management of people and operations. Attendees will have an opportunity to network with others through formal and informal conversation and hopefully build lasting relationships with others just joining Asbury.

LEADERSHIP DEVELOPMENT is an integral part of Asburys

Audience: Directors and above.

During 2014, this program will be offered in the communities to all current leaders.

LEADERS WILL LEARN HOW TO:

Apply the organizations mission, vision, values and ethics to the management of people and when making decisions Use technology as a key differentiator and to increase effectiveness

Leadership is not about making yourself more powerful its about making the people around you more powerful.
Betty Linton

Navigate and retrieve information from Asburys intranet site, Sharelink Apply proven budget concepts to manage resources Understand the many tools available to Asbury supervisors and to grow personally and professionally Utilize the Diversity of Thought model and follow a Culture of Recognition to motivate individual performance and build high performing teams Apply Resilient Leadership concepts to maintain composure, manage reactivity and lead with conviction Practice good judgment and follow sound principals in communicating with others as well as interacting with the media Encourage the practice of effective customer service skills at all times across all levels of the organization

Sharelink site for information.

How to Register: Visit the ACOE 16

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Excellence-in-Leadership Series
AS ASBURY CONTINUES
ITS JOURNEY of advancing organizational excellence, it is

crucial that we build a continuous learning environment where all leaders and associates are committed to managing their own development through participation in learning opportunities that will enable them to perform at the highest levels. in 2012 the Excellence in Leadership Series for all Asbury leaders. This is an exciting, new and comprehensive leadership development certificated program that includes eight courses given over a 2-3 year period. The competency based curriculum is designed to develop and strengthen the abilities of leaders, from supervisors to vice presidents, by providing the learning resources necessary to allow them to:

THE ASBURY CENTER

FOR

ORGANIZATIONAL EXCELLENCE was excited to introduce

Develop leadership skills through core programs and targeted learning activities Identify the leadership abilities they want to develop (for themselves and their staff) Set developmental goals that are aligned with business needs and objectives Write personalized leadership development plans to help them reach goals Take responsibility for and control their own development
The first course in this series, Performance Management, will be offered each year for new leaders and/or as a refresher for past participants. In 2014, the second course in this series, Behavioral Interviewing , will be introduced to all leaders in the communities and corporate staff. In each successive year, two courses will be offered for a total of eight programs in this series. Future topics include:

Leveraging Diversity Leading Change Motivating and Rewarding Relationship & Communication Skills Negotiation Skills Conflict Management

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If you havent already taken Performance Management, you can register for this program as well as for this years new offering, Behavioral Interviewing, through the registration process on our Sharelink site. Please call Carol Dennis, at 301-250-2142 with any questions you may have.

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Performance Management
PERFORMANCE MANAGEMENT is one of the many programs provided through the
Excellence-in-Leadership Series certification program, offered by Asburys Center for
Organizational Excellence. This program is a single, eight-hour session that provides leaders with an overview of those skills needed to effectively set goals and expectations plus manage the performance of high, middle and low performers. The program consists of lecture, film clips and interactive exercises to practice and apply concepts learned.

Audience: All leaders

LEADERS WILL LEARN HOW TO:

Set clear goals and expectations for associates Effectively coach associates for improved performance Properly document performance Conduct conversations with high-middle-low performers Write performance reviews and accurately rate performance Partner with Human Resources to enhance supervisory problem solving

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I am very grateful for this program. I have learned a lot and look forward to implementing what I have learned.
Participant Testimonial

Sharelink site for course information.

How to Register: Visit the ACOE

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Behavioral Interviewing
HIRING THE RIGHT associate (the first time!) is a key step toward developing a highperforming work team. This workshop teaches hiring managers how to identify candidates that possess the skills, knowledge and performance characteristics managers are looking for to fill open positions. Attendees will learn how to develop interview questions that appropriately assess an applicants ability and readiness to perform key job-related tasks. In addition, workshop participants will learn how and when to use probing questions in order to gather the information needed to make effective hiring decisions.

Audience: All leaders

LEADERS WILL LEARN HOW TO:

Conduct effective behavioral-based interviews Avoid common interviewing mistakes Effectively review and evaluate application materials Evaluate interview responses and outcomes Interview while following certain legal requirements and restrictions relevant to the hiring process Design structured interview plans which include: Performance competencies Interview questions that gather helpful, valuable information resulting in effective hiring decisions

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The behavioral interview technique is based on the belief that past performance is the best predictor of future behavior. In fact, it is said to be 80 percent more predictive of future on-the-job behavior than traditional interviewing.

Sharelink site for course information.

How to Register: Visit the ACOE

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Leadership Development Institute 2014

ANNUAL LEADERSHIP DEVELOPMENT INSTITUTE (LDI)- The Institute was created by The Asbury
Center for Organizational Excellence to enhance the leadership and management skills of Asburys leaders while fostering teamwork and collaboration, and to improve overall organizational performance. As a learning organization, Asbury is committed to providing this opportunity for its leaders. For 2014, the Leadership Development Institute will be based on FILL TEXT

Audience: Directors and above by invitation only

THE LEADERSHIP DEVELOPMENT INSTITUTE PROVIDES OPPORTUNITIES FOR PARTICIPANTS TO:

Exchange ideas Learn from expert guest presenters

I enjoyed the opportunity to connect with so many associates from all over the Asbury system, the open discussion with peers, and the real time examples that are relevant to our work..
Participant Testimonial

Network with other leaders from across the organization Gain insight into the leadership competencies Grow and develop their skills as leaders of the future Explore solutions to the many challenges facing our organization and the healthcare industry overall

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This session is by invitation only. 20

at Asbury
OVER THE PAST SEVERAL

Overview of

YEARS, Asbury has made a commitment to building a

strong associate and leadership development culture. The Resilient Leadership training modules that we began providing to all leaders in the fall of 2011 support this commitment and provide a platform for all of our leadership development initiatives.

SOWHAT IS RESILIENT LEADERSHIP? Its not your typical leadership skills training. Instead its a new way of SEEINGLEADINGTHINKING about yourself as a leader and as a person.
Based on the book of the same name by Bob Duggan and Jim Moyer, Resilient Leadership is an application of the Bowen Systems Theory. This theory states that there is a better way of understanding present situations in terms of networks of relationships. It affirms that an individual can become more of a differentiated leader if he or she works on becoming self-aware, manage his or her automatic functioning in better ways, and become more intentional about changing instinctive patterns. Resilient Leadership teaches us as leaders how to function in healthier, more effective ways emotionallywithin the organization, in our personal lives, and by understanding organizations and ourselves at a deeper level.

WHAT DOES A RESILIENT LEADER LOOK LIKE YOU MIGHT ASK? A Resilient Leader is one who leads with clarity and conviction in the midst of anxiety; he or she leads from an inner strength, cares for him/herself emotionally, spiritually and physically, and can sustain leadership efforts over time.

Resilient Leaders
When under pressure are able to keep the big picture in mind Are able to share their ideaseven if they fear ridicule from others Can say NO even if they are pressured by others to say YES Have a clear vision for themselves and for the organization they lead Act as a calming influence when those around them become increasingly anxious Are able to remain engaged and work towards win-win solutions when dealing with strained relationships

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at Asbury

Overview of

WHATS IN IT FOR YOU? The concepts you will learn in Resilient Leadership give you guidance towards more effective leadership behaviors. Resilient leadership offers a fresh, insightful way of thinking about what youre experiencing; it helps you understand complex situations in which you often find yourself a leader and helps you to be more thoughtful, giving you a range of potential choices to weigh before moving forward. HOW IS RESILIENT LEADERSHIP BEING IMPLEMENTED AT ASBURY? At Asbury we have made Resilient Leadership a required educational program and over the next several years we will be implementing it throughout the organization to all leaders and eventually to associates at all levels. The modules are offered live in each community and at the corporate office in Germantown, Maryland. Each module is 1 hours in length and includes mini-lectures, discussion, movie clips and action planning as part of the design. Each module focuses on three big ideas that are explained and discussed as part of the session. All associates who participate in the program will be assigned a Resilient Leadership mentor whom they will meet and work with to help apply and extend the learning from the classroom to the workplace.
The titles of the Resilient Leadership modules are as follows: Introductory Module for Resilient Leadership (on Relias) Module 1: Reactivity Module 2: Stay Connected Module 3: Over/Under-Functioning Module 4: Triangles Module 5: Non-Anxious Presence Module 6: Focus on Your Own Functioning Module 7: Lead with Conviction Module 8: Fallacy of Empathy Each module above is described separately on pages 23 through 31 of this course catalog, and also on the ACOE Sharelink site. Registration can be completed online for classes at the corporate office. For classes in the communities, please contact your HR Director for dates and times.

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Introductory Module
THE INTRODUCTORY MODULE OF RESILIENT LEADERSHIP is offered exclusively online
through Silverchair/Relias. It is a prerequisite to prepare participants for the eight classroom modules of Resilient Leadership.

Location: Online Audience: All leaders

I really like how this is laid out in eight sessions over a period of time.. enough time to digest each one and ask questions later if clarification is needed.
Participant Testimonial

LEADERS WILL LEARN:

The key concept of Resilient Leadership Why Resilient Leadership is a new way of Seeing, Thinking and Leading The importance of internalizing the concepts of Resilient Leadership into your work and personal lives The process and structure Asbury has designed to embed Resilient Leadership into its culture

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offered in all the communities, contact your manager for details.

How to Register: This course is

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Module One: Reactivity

MODULE ONE OF THE RESILIENT LEADERSHIP series explores the nature and
importance of a leaders ability to recognize the emotional process dynamic in him/herself as well as in the organization he or she leads. Participants will be encouraged to reflect on the natural human reactions that can hijack their responses to their environment, and the program offers skillful ways to calm ourselves and/or others.

Audience: All Asbury corporate office associates Location: Online Audience: All leaders

Sometimes trainings/ lectures can be somewhat dry. This is NOT the case with Resilient Leadership!
Participant testimonial

THE THREE BIG IDEAS IN THIS RESILIENT LEADERSHIP MODULE ARE:

Be alert to recognize behaviors (in self or others) that represent automatic reactions rather than thoughtful responses Develop skillful ways to manage your own reactivity Recognize that reactive complaints are rarely about the content of the complaint

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Sharelink site for course information.

How to Register: Visit the ACOE

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Module Two: Stay Connected

THIS MODULE OF RESILIENT LEADERSHIP delves into how a leader is only able to
influence a system to which he or she is connected. Staying connected in the right way is a balancing act between the extremes of fusion and cut-offs. Participants will explore how the functioning of a leader who has learned to stay connected in a more differentiated way is characterized by two patterns of behavior: respectful dialogue without cut-offs; and staying connected without fusion. Participants will examine the notion of what it means to stay connected and discuss ways in which they can stay connected to others without getting too close and becoming naturally fused with them while still maintaining a healthy sense of self.

Audience: All Asbury corporate office associates

I really hate to take time away from my desk to participate in these trainings, but I am always glad I went afterwards!
Participant testimonial

THE THREE BIG IDEAS IN THIS RESILIENT LEADERSHIP MODULE ARE:

A leader is only able to exert positive influence on a system to which he/she is connected Work on maintaining a healthy balance between individuality and togetherness Recognize whether your default system when you become more anxious tends towards cuff-off or fusion

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Sharelink site for course information.

How to Register: Visit the ACOE

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Module Three: Over/Under Functioning

THIS MODULE HELPS LEADERS explore the world of over and under-functioning. In this
class, participants will discuss how they are increasing or decreasing their own workload at home and/or on the job, which in turn increases their anxiety. It gives participants the tools to learn how to realign themselves and reset priorities to allow for a better and more healthy approach to work and life. Participants will deepen their ability to think systems by exploring the reciprocal nature of how a system naturally adjusts to maintain the status quo.

Audience: All Asbury corporate office associates

This is an excellent resource that allows a person to see how they are increasing their own workload at home and on the job and in turn increases their anxiety. It also gives you the tools to learn how to realign yourself and reset your priorities to allows for a better balance.
Participant Testimonial

THE THREE BIG IDEAS IN THIS RESILIENT LEADERSHIP MODULE ARE:

Whenever there is an over/under-functioning part of the system, there is always an opposite part working to maintain the balance Both over and under-functioning are driven by anxiety Leaders who find themselves in an over or underfunctioning relationship can (and should) break the cycle

Sharelink site for course information.

How to Register: Visit the ACOE

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Module Four: Triangles

THIS MODULE HELPS LEADERS manage themselves in the network of interlocking
triangles that make up an organization. Repositioning oneself in a triangle (sometimes called detriangling) is achieved by managing ones anxiety, becoming more thoughtful, and adopting a more neutral stance to the relationship process that constitutes the triangle. Participants will learn that a triangle is the smallest stable unit of a relationship network, or the basic building block of an emotional system. Triangles form because a twoperson relationship is inherently unstable; it generates anxiety and automatically seeks to relieve that anxiety by focusing on a third party or issue. Its important to note that triangles are a natural phenomenon, rather than a problem to be avoided.

Audience: All Asbury corporate office associates

With these classes we are getting more insight into our relations with others here at work or at home. This is a good tool for everyone involved in patient care, whether clinical or administrative.
Participant Testimonial

THE THREE BIG IDEAS IN THIS RESILIENT LEADERSHIP MODULE ARE:

Triangles are natures way of relieving stress in relationships, and they are everywhere! Efforts to change the other side of the triangle generally produce the opposite effect and leave you with stress How you manage your own reactivity in triangles is what makes a triangle healthy or toxic

Sharelink site for course information.

How to Register: Visit the ACOE

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Module Five: Non-Anxious Presence

THIS RESILIENT LEADERSHIP MODULE will explore one of the most important behaviors
exhibited by a leader a presence that has a calming effect on the system he or she leads. A leaders presence is not just about what the leader does, but also about his or her level of poise, confidence, calmness and in general how they carry themselves. Participants will learn skills that will allow them to be more aware of their own presence and will be taught how to use those skills to help diffuse anxiety in others.

Audience: All Asbury corporate office associates

Weve heard all our lives slow down and smell the roses. This module reminds us that its important to use your balcony seat, smile, and treat others as youd like to be treated. Positive energy is contagious and I would rather be pleasant to be around than someone people dread conversing with.
Participant testimonial

THE THREE BIG IDEAS IN THIS RESILIENT LEADERSHIP MODULE ARE:

A leaders influence depends primarily on the quality of his/her presence The leader who can maintain a presence that is less anxious than those around him or her acts as a step-down performer Moods and emotions are contagiousthe leaders moods and emotions are more highly contagious than those of anyone else in the system

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Sharelink site for course information.

How to Register: Visit the ACOE

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Module Six: Focus onYour Own Functioning

THIS RESILIENT LEADERSHIP MODULE focuses on helping leaders understand the
importance of focusing on themselves and their own functioning as a step in becoming a more effective leader, rather than on changing others. Participants will spend time exploring self-differentiation which has to do with ensuring the right balance between thinking and feeling responses as well as the closeness and distance in relationships.

Audience: All Asbury corporate office associates

I appreciate how the training really tries to appeal to all instead of those who respond best to audio, visual, or face-to-face. The changing scenes between the movie clips to group discussions really bring everything together and incorporates all, regardless of learning styles.
Participant Testimonial

THE THREE BIG IDEAS IN THIS RESILIENT LEADERSHIP MODULE ARE:

Effective leaders: Focus on managing self rather than on changing others Effective Leaders: Act with clarity, conviction, and persistence in a way that is consistent with mission, vision, values and boundaries Effective Leaders: Keep asking, What is my part in this?

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Sharelink site for course information.

How to Register: Visit the ACOE

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Module Seven: Lead With Conviction

IN THIS MODULE, participants will gain knowledge in what it means to lead with
conviction and how important this is to being an effective leader. A person who leads with conviction displays certain characteristics including tenacity and steadfastness (even in the face of resistance and sabotage). They also have the courage and willingness to be exposed to ridicule, to be adventurous and bold, and to take risks. Participants will spend time discussing how people who lead with conviction are able to step aside of the surrounding emotional climate; they know where the boundaries of self end and those of the other begin. They are able to disagree with others and still respect their viewpoints, willing to take responsibility for their own contributions to a problem, and they maintain a sense of personal limits.

Audience: All Asbury associates

After attending this module I am going to make sure that I continue to stand by my convictions even in the face of sabotage or resistance. I am also going to improve my own awareness of the ways in which I might be resistant to change.
Participant Testimonial

THE THREE BIG IDEAS IN THIS RESILIENT LEADERSHIP MODULE ARE:

Be willing to act boldly, even when the risk makes you vulnerable to failure and ridicule Persist in the face of resistance and sabotage Take a clear stand, even when others disagreewithout feeling defensive or the need to win

Sharelink site for course information.

How to Register: Visit the ACOE

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Module Eight: Fallacy of Empathy

the concept of self-differentiation, Ed Friedman, calls fallacy of empathy. This module will teach leaders how to be more perceptive and attuned to their use of empathy as an effective tool for dealing with issues. Good leadership requires a leader to promote greater responsibility for self, and that is best done by offering challenge rather than comfort. Participants will learn how this kind of leadership requires a higher threshold for the pain of others, and that will often be judged negatively by many who see it as a sign of insensitivity or a lack of compassion. When a leader increases his or her own capacity to tolerate the pain of others, he/she is actually helping others to increase their capacity to endure hardship and ultimately, to deal with their pain in more responsible way.

A COMMON PITFALL

FOR LEADERS in anxious organizations is what noted expounder of

Audience: All Asbury associates

One of my strengths is being empathetic. It was good for me to see that empathy is not always a strength and it can actually hinder an associates productivity. I have a certain associate in mind that I need to set boundaries and certain guidelines for I didnt see that before, but I see that now.
Participant Testimonial

THE THREE BIG IDEAS IN THIS RESILIENT LEADERSHIP MODULE ARE:

Empathy is never effective in limiting those who consistently invade the space of others Leaders must set boundaries for those who cannot regulate their own functioning, and they do this best by challenging rather than comforting A leader acts as the immune system of an organization by increasing its members capacity to deal with challenge and tolerate pain

Sharelink site for course information.

How to Register: Visit the ACOE

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Administrative Professional Development Series

THE ADMINISTRATIVE PROFESSIONAL DEVELOPMENT SERIES is a program for executive
assistants and administrative professionals to further enhance the skills and abilities necessary for success in their roles. The series includes both technical (computer) training as well as soft skill classroom training. The series has been designed to offer a number of classroom sessions over a 5-6 month period with self-paced online computer training and facilitator-led computer webinars to ensure a grasp of the material. Participants will have complete access to the online computer training tool (CustomGuide) for a period of one year following completion of the series to continue to use as an ongoing training and refresher resource. An administrative resource manual will also be provided to each participant with tools to assist them in their jobs.

Audience: Administrative professionals by invitation

THE SERIES WILL INCLUDE THE FOLLOWING:

Module 1: Gateway to Success

Competencies focus: Accountability, Responsibility, Relationship Skills, Conflict Management

Effective assistants can make enormous contributions to productivity at all levels of the organizationthe return on investment from a skilled assistant can be substantial.
Harvard Business

Review, 2011

Module 2: Take Back Your Day! Module 3: Lasting Impressions

Competencies focus: Effective Time Management Competencies focus: Customer Service Planning and Organizing, Effective Meeting Planning

Module 4: Beyond the Calendar Competencies focus: Module 5: Art of Communication

Competencies focus: Communications Skills, Effective Listening

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This session is by invitation only. 32

Diversity
ASBURY RECOGNIZES
THE NEED to foster

a positive work environment to strengthen the ever-changing needs of a diverse workforce. In partnership with Sodexo, Asbury is offering premier diversity training opportunities. Sodexo is consistently named by Diversity, Inc. as a leader in innovative practices driving a culture of diversity and inclusion. Diversity of thought is not only an issue of compliance with equal opportunity regulation, but truly a culturechange initiative in the development of high performing teams. Training modules are available for both frontline associates and management level associates for various aspects of diversity. Specific titles can be offered at a community by special request.

Audience: Asbury associates and supervisors

OBJECTIVES:

He who is different from me does not impoverish me - he enriches me. Our unity is constituted in something higher than ourselves - in Man... For no man seeks to hear his own echo, or to find his reflection in the glass.
Antoine de Sainte-Exupry

To increase awareness and knowledge of cultural differences in communication, including differences in values, beliefs, and styles

Identify ways to adapt communication styles to communicate more effectively across multiple cultures To practice skills to manage cross-cultural conflicts Make decisions on how to adapt workplace behaviors and practices to attract, develop, and retain culturally different employees

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Sharelink site for course information.

How to Register: Visit the ACOE

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Introducing

Grow With Us Series

AS A CONTINUAL PROCESS OF ADVANCING ORGANIZATIONAL EXCELLENCE to bolster Asbury as a learning organization, the ACOE
will be offering multiple workshops in the latter half of 2014. These learning opportunities based around Asburys Competency Model are for all associates interested in an interactive learning experience. During these afternoon events held at Asburys corporate office in Germantown, participants will meet in small groups to learn skills Asbury views as critical to organizational success. Attendees will have an opportunity to interact with other participants through reflection and small group discussion applying tools to build capacity for ongoing growth. Specific titles can also be offered at a specific community by special request.

Audience: All associates with supervisor approval

Objectives:
Deeper understanding of your professional strengths and development areas Heightened awareness of Asburys expectations of you around specific competencies Enhanced verbal, non-verbal and written communication skills Embracing your role as champion of customer service for the organization Operating efficiently and effectively through better time management Developing strategies to identify and successfully navigate various conflict styles Gaining greater personal accountability for overcoming obstacles

Modules: Take Back Your Day!Time Management

Lasting ImpressionsCustomer Service The Art of CommunicationVerbal & Written Communication Skills Strategies That WorkConflict Management Who, Me?Accountability

How to Register: Visit the ACOE

Sharelink site for information.

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Planetree Retreat
THIS IS A ONE-DAY RETREAT required of all associates in
their first six months of employment. The retreat provides an overview of PLANETREE, describing our person-centered culture and the crucial role each associate plays in creating and maintaining that environment. The day is highly interactive, taught by specially trained Asbury associates and includes a variety of discussions and exercises that help to connect Planetree concepts to the specific work environment of each associate.

Audience: All Asbury associates

ASSOCIATES WILL LEARN HOW TO:

Planetree has taught me that even though I have a busy schedule, to slow down and spend time with the residents. I try to sit and listen to the residents and know more about them.
Participant

Communicate effectively in a Planetree environment Explain the effect language has on our culture and on our relationships Describe the factors that contribute to a positive resident/client experience

testimonial

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community near you. For a listing of the Planetree Coordinators, please visit the Planetree Home Page on Sharelink. 35

How to Register: To register, contact a Planetree Coordinator for session times and dates at a

Announcing

Relias Learning Management System

Relias Learning Management System (RLMS) is Asburys online education

and training program that makes training accessible to all associates 24/7. Associates log into the RLMS each month to take their required courses. New associates are introduced to the RLMS during orientation.

Audience: All Associates

The RLMS provides access to:

Relevant courses designed to support compliance and highquality care Continuing education opportunities for licensed and non-licensed senior care professionals Practical, affordable online training for long-term care nursing, home healthcare, and assisted living Convenient tracking, reporting, and compliance documentation of staff training An easy-to-use interface for learningeven for staff with little or no computer experience Support from people committed to helping you achieve your training goals

The RLMS has many great features including: CEUs Nearly every one of Relias Learnings hundreds of courses available are applicable to continuing education credits - you can even print your own CEU certificates for license/certificate renewal. Web-based Learning - Courses can be taken anywhere with an internet connection. Self-Paced Learning - You can take a course all at once or over time. Newsfeed - Current articles and information about behavioral health, addiction, and health care are easily available from your home page. Announcements Staff announcements and important information are posted on the right side of the home page.

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Notes..

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Notes..

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..& Quotes
Learning isnt a means to an end; it is an end in itself.
Robert Anson Heinlein (July 7, 1907 May 8, 1988) was one of the most influential and controversial authors in science fiction. He was the first science-fiction writer to break into mainstream general magazines such as The Saturday Evening Post in the late 1940s with unvarnished science fiction, and he was among the first authors of bestselling novel-length science fiction in the 1960s. For many years Heinlein, Isaac Asimov and Arthur C. Clarke were known as the Big Three of science fiction. He won seven Hugo Awards for his novels and films, and the first Grand Master Award given by the Science Fiction Writers of America for lifetime achievement. Robert Heinlein 1907-1988

Mohandas Karamchand Gandhi, commonly Live as if you were to die tomorrow. known as Mahatma Gandhi, was the preLearn as if you were to live forever. eminent leader of Indian nationalism in British-ruled India. Employing non-violent Mahatma Gandhi civil disobedience, Gandhi led India to independence and inspired movements for non-violence, civil rights and freedom across the world.

Tell me and I forget, teach me and I may remember, involve me and I learn.
Images and blurbs taken from Wikipedia and GoodReads

Benjamin Franklin patriot, a Founding Father, an inventor, and publisher. He helped with the founding of the United States of America and changed the world with his discoveries about electricity. His writings such as Poor Richards' Almanac have provided wisdom for 17 years to the colonies.

Benjamin Franklin was a writer, a philosopher, a scientist, a politician, a

That is what learning is. You suddenly understand something you've understood all your life, but in a new way.

Doris Lessing
Doris May Lessing (1919 2013) was a British novelist, poet, playwright, librettist, biographer, and short story writer. Her novels includeThe Grass is Singing, the sequence of five novels collectively called Children of Violence, The Golden Notebook, The Good Terrorist, and five novels collectively known as Canopus in Argos: Archives . Lessing was awarded the 2007 Nobel Prize in Literature. In awarding the prize, the Swedish Academy described her as "that epicist of the female experience, who with scepticism, fire and visionary power has subjected a divided civilisation to scrutiny. Lessing was the eleventh woman and the oldest person ever to receive the Nobel Prize in Literature.

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2014 Catalog