Page 54 - eBOOK VERSION 8 BOOK 2 of 2 JUL 2022

STANDARD OPERATING PROCEDURE Research Administration SOP No: A004
SOP Title: Adaptive Leadership within a MODEL Framework
4.3 Establish Meeting Plan
The supervisory staff will develop a meeting plan for the direct report/employee. This should and can be customized to the employee’s needs and no less than every other week for individual and unit meetings, and no less than monthly for department meetings.
4.4 Modify Meeting Plan
The direct report will work with the supervisory staff closely to modify the meeting plan. Incorporating what you gather based upon the current and anticipated needs of the work environment and the pulse checks with your staff to gain an understanding of their respective needs, work to modify and adapt.
5. SPECIFIC PROCEDURE
5.1 Get Informed, Develop Remote Management Skills and MODEL Leadership
• Take an inventory of your leadership strengths using the MODEL leadership assessment and remote leadership resources through LI Cares
• Develop a training plan to build and capitalize your strengths and leverage them to develop your areas of opportunity.
• Consider DEVELOPing your team members to support areas of opportunity. What are their goals and interests and strengths? How can you engage them in important areas to support the team?
• Meet with your team and get their buy-in and assessment of what is needed and what the priorities are for the health and performance of the team and develop an action plan to focus on key areas of concern.
• Make use of the training and resources for developing and transitioning a remote workforce.
• Take in feedback from the team and adapt the action plan as needed.
• Survey their ideas o how to keep the team connected and supported. For example, perhaps adding a virtual and in person meeting option for group meetings (as long as meeting at a group is within safety guidelines). Hold social bonding events taking in feedback from team’s preferences.
5.2 Take Inventory and Assessment of Needs
• Evaluate what processes and operations are affected and need to develop alternative methods.
• Develop risk to benefits assessment in line with policies AD 13.01 and 13.02 (and associated governing institutional guidelines), HICS Command structure and directives from senior leadership to assess which areas or operations are not advisable for continuance.
• Consider the downstream effects on stakeholders and end users and consider what the threshold and processes will be for reopening. Develop a process and communication plan for closing, reassessing and reopening.
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