The ACSA Leadership Development Program is ideal for new and emerging leaders who want to grow their professional leadership capacity quickly, simply, and practically. It’s also a great way for seasoned professionals to refresh their understanding and update their leadership toolkit. The program is designed to cultivate key leadership criteria and skills outlined in the Australian Aged Care Leadership Capability Framework. The series is just as suitable for those in operational and clinical roles who may be supervising others for the first time, as well as those in corporate role who have more experience. Each module is delivered as a 2-hour interactive workshop. Participants will also have access to a toolkit of supporting materials and resources for ongoing personal reflection and development. A ‘community of practice’ site via ACSA’s Aged Services Workforce Hub will enable participants to share and collaborate during the program. The program references the CILCA 360 tool, which ACSA is a licensed provider and is available as an ‘add-on’ purchase from ACSA Consulting, prior and/or at the conclusion of the ACSA Leadership Series, or anytime throughout the program, suitable to both parties. Contact ACSA Consultancy Services - consultancy@acsa.asn.au for more information regarding the CILCA 360 which has been specifically developed for the Aged Care Services sector. Whole Program Learning Outcomes:

• Recognise and honour your natural leadership style
• Understand key elements of personality and how they affect communication
• Play to your strengths as well as adapt and stretch with other styles
• Respond more effectively to routine complaints and misunderstandings
• Create more pathways for team success
• Support and encourage other developing leaders in your team
• ‘Manage up’ and ‘manage sideways’ more effectively
• Work better with colleagues with alternate leadership styles
• Boost your leadership capacity and elevate your career growth

10th August 2021 - Module 3: Conflict Literacy

Great leaders are confident in any context because they are conflict literate. They know how to navigate with grace and skill the tensions and disagreements that are inevitable with professional groups and teams. Especially in the rapidly growing Aged Care sector with high demand and constantly evolving consumer expectations.  Effective leaders don’t shy away from conflict as they understand that if we manage conflict constructively, we harness its energy for creativity and development. Conflict literate leaders have an ability to nurture the optimal amount of tension in a team to foster positive engagement and generate the best ideas and actions. They also know how to listen and respond more effectively to concerns and questions from care recipients and their support networks. You will walk away with practical tips and tools about how to:

• Reframe conflict as a great problem to have
• Get comfortable with discomfort
• Navigate tough issues with confidence and skill
• Listen and respond effectively to resolve misunderstanding and miscommunication
• Engage with productive tension to grow and develop your team
• Use conflict as an opportunity to improve clarity, alignment and action
• Apply simple negotiation skills to convert conflict into positive communication
• Use conflict as a catalyst for collaboration, innovation and creativity
• Create a robust, healthy and resilient team culture
• Generate and support courageous conversations
• Create a healthy culture that embraces productive disagreement

The ACSA Leadership Development Program is a proactive response to key criteria and issues identified in the Australian Aged Care Leadership Capability Framework (ACLCF). Alignment with the ACLCF will ensure that learning outcomes and implementation can be measured through self-assessments, line manager assessments or 360-degree assessments. The Australian Aged Care Leadership Capability Framework identifies three broad levels of leadership (see below). The ACSA Leadership Development Program is specifically designed to meet the needs of current and aspiring leaders in levels three and two. Level one leaders may also find the series a valuable refresher. Level 3 Often referred to as ‘front line’ or ‘first line’ managers, Level 3 Leaders are likely to be responsible for the activities of a team on a part-time or full-time basis. In an Aged Care context, depending on the size of the organisation and the services provided, these people may often be Care Co-ordinators, Service Co-ordinators, Registered Nurses or Team Managers. Level 2 As mid-level leaders or ‘middle management’, Level 2 Leaders are commonly responsible for multiple teams or an entire service/function. According to organisational size and function, these leaders are likely to occupy positions as Director of Nursing, Care Manager, Facility Manager, Hotel Services Manager, Quality Manager, Human Resources Manager and so on. Level 1 Level 1 Leaders are those with strategic and cultural responsibility for an entire organisation or division. Level 1 Leaders will often play a role in influencing community and/or stakeholders beyond their organisation. In small to medium-sized organisations this is likely to be the CEO. In medium to large-sized organisations Level 1 leaders may include general/executive/senior managers and department heads.   Disclaimer: CHSP Ticket price subsided by SA and NSW Sector Support and Development (SSD) funded by the Australian Department of Health. Although funding for this session has been provided by the Australian Government, the material contained herein does not necessarily represent the views or policies of the Australian Government.