X Table of Contents Introduction 1.1 Gospel Centered Training 1.2 Maintaining a Clear Focus 1.3 Weekly Development Plan Discussion 1.4 Quarterly Development Plan Discussion 1.5 Master Your Role 1.6 The Cadence of Accountability 1.7 Utilizing the Blessings of the Lord's Storehouse 2.1 Accountability and Talent Improvement (ATI) 2.2 Using the Leadership Pattern as a Learning Tool 2.3 Lead Like the Savior 3.1 Disability Awareness 3.2 Substance Abuse: Causes of Addiction 3.3 Substance Abuse: Signs and Symptoms 3.4 Substance Abuse: Recovery 3.5 Managing Stress 3.6 The Hidden Rules of Two Economic Classes 4.1 Inspiring Others to Become Converted in the Doctrine of Work and Service 4.2 Using AWARE Form as a Tool for Development 4.3 Attendance and Punctuality 4.4 Accepting the Work Role 4.5 Preparing for and Responding to Change 4.6 Managing My Work and Work Needs 4.7 Accepting Supervision 4.8 Coaching Associates on How to Work with Their Coworkers 4.9 Increasing Productivity 4.10 How to Use the Life Skills Library 4.11 History, Foundations, and the Spirit of Motivational Interviewing 4.12 The Stages of Change in Motivational Interviewing 4.13 Reflective Listening 4.14 Open-Ended Questions, Affirmations and Summaries 4.15 Change Talk 4.16 Ambivalence and Rolling with Resistance 4.17 The ABCs of Behavior 4.18 Using Positive Reinforcement to Achieve Behavioral Change 4.19 Introduction to Behavior Modification 4.20 Behavior Modification: Correcting Poor Behavior 4.21 Behavior Modification: Prompting Good Behavior 4.22 How to Use Positive Attitude to Facilitate Change 4.23 Conflict Management 4.24 Decision-Making Skills 4.25 Problem-Solving Skills 4.26 Improving Performance 5.1 Incorporating Assessment Results in the Development Plan 5.2 Ethics 5.3 Maintaining Confidentiality 5.4 Writing Effective Case Notes 5.5 Business Partnerships 6.1 Honoring Agency While Influencing Behavior 6.2 Teaching Self-Reliance
Lesson 1.3

Weekly Development Plan Discussion

Lesson Preparation

Before coming to your training, please do the following:

  • Read Spencer W. Kimball’s article, “Jesus: The Perfect Leader” (Ensign, Aug. 1979, 4–7).
  • Prepare to share an example of when using Deseret Industries Case Management (DICM) helped an associate progress.

Additionally, complete one of the following items:

  • Read Neal A. Maxwell’s article, “Jesus: The Perfect Mentor” (Ensign, Feb. 2001, 8–17). Prepare to share your thoughts.
  • Prepare to share a time when you used the AWARE form in a weekly development plan meeting.
 

Lesson Preview

The purpose of this lesson is to help you run weekly development plan meetings more effectively, so that you can better support associates. There are four important elements to running successful weekly development plan meetings: (1) recognizing the importance of development plans as well as developing Christlike attributes; (2) celebrating small successes and increasing an associate’s accountability; (3) valuing and incorporating the AWARE form to create steps in a plan of action; (4) promptly and regularly documenting an associate’s progress and plans in DICM.

Recognizing the Importance of Development Plans

From the following list, choose and complete one or more activities that best apply to your situation.

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Activity 1

In his article “Jesus: The Perfect Leader,” President Spencer W. Kimball presents some of the attributes Christ demonstrates as the perfect leader, such as:

  • “Jesus operated from a base of fixed principles or truths rather than making up the rules as he went along.”
  • “His leadership style was not only correct, but also constant.”
  • “Jesus was a listening leader.”
  • “Jesus had perspective about problems and people.”
  • “He gave [his disciples] important and specific things to do for their development.”
  • “Jesus was not afraid to make demands of those he led.”
  • “Jesus let people know that he believed in them and in their possibilities” (see Ensign, Aug. 1979, 5–6).

Divide into pairs. Choose three attributes from the list above and discuss with your partner:

  • How are these attributes relevant for my current position?
  • How can the weekly development plan meetings help me develop these attributes?
  • What impact could developing these attributes have on the associates I work with?
  • How will developing these attributes help me coach an associate through his or her development plan?
  • How will developing these attributes help me build rapport with associates?

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Activity 2

Divide in pairs and discuss:

  • What struck you the most from President Kimball’s talk?
  • How could you apply President Kimball’s counsel in your weekly development meeting?
  • How would applying his counsel affect your weekly development meetings?

Read the following statement by President Spencer W. Kimball:

“We must remember that those mortals we meet in parking lots, offices, elevators, and elsewhere are that portion of mankind God has given us to love and serve. . . . If our sample of humanity seems unglamorous or so very small, we need to remember the parable Jesus gave us in which he reminded us that greatness is not always a matter of size or scale, but of the quality of one’s life” (“Jesus: The Perfect Leader,” Ensign, Aug. 1979, 7).

Take a minute to reflect on this quote, and then discuss it with your partner. Create a plan for how to apply this and other points from your discussion to your weekly development plan meetings.

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Activity 3

Weekly development meetings have two main purposes: (1) to help associates make progress on their respective plans, and (2) to build a rapport between the job coach trainer and the associate.

Discuss as a group:

  • How important do you think the weekly development plan meetings are for your associates? How important are these meetings for you as the job coach trainer?
  • In your experience or opinion, what constitutes an effective weekly development plan meeting?
  • Consider the leadership attributes discussed in President Kimball’s article, “Jesus: The Perfect Leader” (see assigned reading). Which of these leadership attributes are most helpful to you in fulfilling the purposes of the weekly development plan meetings?

Holding Associates Accountable

From the following list, choose and complete one or more activities that best apply to your situation.

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Activity 1

Discuss as a group:

  • What is accountability?
  • What roles does accountability play in changing behavior?
  • How do you hold associates accountable, specifically during the weekly development plan meeting?

People often struggle to make changes in their lives because they lack hope or do not see the importance of change (see William R. Miller and Stephen Rollnick, Motivational Interviewing: Helping People Change [2013], 214). At Deseret Industries, we celebrate small successes

As a group, discuss how celebrating small successes helps associates feel hope and understand the importance of making changes in their lives.

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Activity 2

Read the following descriptions of characters:

Chloe

Since she started working a month ago, Chloe has consistently come in about 30 minutes late to work. In the last week, you have noticed she has been coming about 20 minutes late. She loves smiling and gets along with her coworkers. She fears being reprimanded for being late on her next weekly development meeting.

Alani

Alani has been at DI for six months. She has always been slow at completing her duties but feels she has made progress. Alani does not know how much progress she has made in her last six months. She is currently focusing on doing better and has experienced some successes and failures. She sometimes gets frustrated with her shortcomings.

Omar

Omar struggles to remain on his posts. Often he thinks that nobody notices whether he remains at or leaves his post. He feels like nobody really cares about him.

Choose a timekeeper, and divide into three groups. Each group will choose to work with one of the described characters. A group member will come to the board and write the name of the chosen character. Each group member will have 20 seconds to come to the board and write compliments to celebrate success for their group’s character. After every group member has had his or her chance, stop the activity and read all compliments listed on the board. The group that has the most unrepeated compliments wins.

After discuss the following questions as a group:

  • What impact could compliments have on these associates? How do compliments help associates to celebrate their progress and small successes?
  • How has celebrating successes and progress affected associates? How has their behavior changed as a result?
  • How can you build associates up by holding them accountable for their successes and progress as well as for those areas they need to improve?

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Activity 3

Review the case study and discuss the following questions.

Donna has been an associate at Deseret Industries for two months. The first month of her program, she impressed her job coach trainer, Ben, with how quickly she learned new tasks. She worked diligently toward identifying an appropriate CNA program to enroll in. In her second month, Donna began to miss a day each week and then a few days per week. During the first month, it was easy for Ben to celebrate successes with Donna. Their weekly meetings consisted of congratulating her, working on minor AWARE items, and identifying future goals. Now it is difficult for Ben to have a weekly meeting with Donna because of her struggle with consistent attendance. He feels like their dynamic has changed and is unsure of how to address her problem behavior.

Before continuing, discuss the following questions:

  • What would you do if you were in Ben’s situation?
  • How can Ben still celebrate small successes?
  • How can Ben hold Donna accountable?

Ben has a weekly discussion with Donna and asks her about her attendance. He finds out that Donna’s daughter is getting in trouble at school and that she has been suspended several times in the past month. Donna has been staying home to supervise her daughter on days she is suspended. In addition, Donna has also missed work a few times to attend meetings at the school for her daughter. Ben refers Donna to the development counselor for resources that could assist Donna and her daughter.

As a group, discuss the following questions:

  • How do you think Donna and Ben’s relationship has changed? Has their relationship gotten better or worse?
  • How would you have handled this situation differently?
  • How was Ben able to keep Donna accountable and help her move forward?

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Activity 4

Sometimes accountability feels like a heavy weight has been placed on us. Associates might feel embarrassed, indifferent, or frustrated when talking about accountability or addressing the behaviors they should account for at work.

Discuss the following as a group:

  • How can celebrating small successes help you gain more appreciation for the principle of accountability?
  • How can accountability be turned into a positive experience during the weekly development meeting?
  • How can helping an associate feel accountable for his or her success also facilitate accountability in other areas of life?

Take a minute to think individually about a struggling associate. Write down what small successes you could compliment or celebrate. Choose a partner and role-play the situation. After the two of you have role-played your situation, share any insights you have learned about accountability and celebrating small successes with all participants.

Incorporating AWARE Issues as Action Steps

From the following list, choose and complete one or more activities that best apply to your situation.

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Activity 1

The AWARE form is an objective measure of an associate’s progress in the program. Each associate will likely have an AWARE goal as part of the weekly discussion until he or she is “job ready.”

As a group, discuss:

  • Why is it important to incorporate AWARE items into the weekly development plan meeting?

Read the following scenario:

Will has started to work at DI. One of his main challenges is being able to work with other people, including working as a team member, not criticizing others, and performing his share of the work. On a scale from 1 to 10 (1 being worst, 10 being excellent), Will is probably at a 2 for being able to work well with others.

The Lord has said: “For [God] will give unto the faithful line upon line, precept upon precept; and I will try you and prove you herewith” (D&C 98:12).

Demanding that Will excel at this behavior in a week might be too much. Think of ways you could encourage Will to improve his behavior gradually. In pairs discuss:

  • How can you use the AWARE form to create action steps to help Will change his behavior gradually—“line upon line, precept upon precept”?
  • How confident do you feel in your ability to use the AWARE form to create action steps for Will?

In pairs, role-play the scenario in which the job coach trainer is having a weekly development plan meeting with Will. Discuss Will’s problematic behavior and ways to change it. After you are done with this role-play, switch roles and do the role-play one more time. Then discuss with your partner:

  • What was good about these role-plays?
  • What are some ways you could use the AWARE form more effectively with associates?

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Activity 2

Goal-Setting Simulation:

Set an impossible goal to use your non-dominant hand to throw a piece of paper into a waste basket ten feet away. You could increase the difficulty of this goal by closing your eyes and asking someone move the basket as you try to throw the paper.

Discuss the following question as a group:

  • How does this activity apply to associates with disabilities or vocational impairments?

Understanding the AWARE form can be difficult for an associate, so it is important to adjust your explanation of the AWARE form to the skill level of the associate.

As a group, discuss the following:

  • How can you adapt the AWARE form to the skill level of the associate?

Discuss at least three ways to adapt the AWARE form to the skill level of an associate. Consider the needs of at least three associates with different disabilities or vocational impairments. The more specific your adaptations, the better.

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Activity 3

Review the character sketches from Activity 2 under the section “Holding Associates Accountable.” Pull out an AWARE form. Work as a group to identify what AWARE issue each character needs to work on.

Each of you will role-play one of the associates (you may change the name and gender, if necessary), and his or her job coach trainer in a weekly development plan meeting. During the meeting, the job coach trainer will genuinely compliment or celebrate the associate’s success. Then the job coach trainer will turn to the AWARE form and address the behavior in need of change. Each of you take a minute to prepare for your respective role, then participate in the role-play.

After the role-play discuss with your partner:

  • What went well?
  • What else could the job coach trainer do to compliment or celebrate the associate’s success?
  • How did the job coach trainer use the AWARE form to establish action steps?
  • How could the job coach trainer use the AWARE form more effectively to establish action steps?

Switch roles and do the role-play again. Then discuss with your partner:

  • What went well?
  • What could the job coach trainer improve on?
  • What additional ideas do you have about using the AWARE form to establish action steps?
  • Share any concerns and insights you gained as a result of this activity.

Documenting Weekly Development Plans

From the following list, choose and complete one or more activities that best apply to your situation.

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Activity 1

As a group, discuss the following questions:

  • Why do we use DICM?
  • How does it help associates?
  • How does it help you as a job coach trainer?
  • How does DICM serve the “one heart and one mind” cultural belief of Deseret Employment?

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Activity 2

Read the following scenario.

You are transferred to another DI store. You are told that one of the job coach trainers had to urgently leave and might not be back for a few months.

As a group, discuss:

  • What can you do to get to know associates quickly and understand their challenges and goals?

Continue reading the scenario:

The last job coach trainer had a remarkable memory and did not kept written or digital records on the associates he worked with. Thus, when you try to find the associates’ development plans, you find none.

As a group, discuss:

  • Without the development plans, how long will it take you to get to know the associates so that you can know how to compliment them and set up action steps?
  • Why is it crucial to keep an updated record of each development plan?
  • How has keeping an updated record of development plans in DICM helped you in your job?
  • What suggestions do you have about how to regularly and effectively use DICM?

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Activity 3

Review the character sketches from Activity 2 under the section “Holding Associates Accountable.” Pull out an AWARE form. Work as a group to identify what AWARE issue each character needs to work on.

Each of you will role-play one of the associates (you may change the name and gender, if necessary), and his or her job coach trainer in a weekly development plan meeting. During the meeting, the job coach trainer will genuinely compliment or celebrate the associate’s success. Then the job coach trainer will turn to the AWARE form and address the behavior in need of change. Each of you take a minute to prepare for your respective role, then participate in the role-play.

After the role-play discuss with your partner:

  • What went well?
  • What else could the job coach trainer do to compliment or celebrate the associate’s success?
  • How did the job coach trainer use the AWARE form to establish action steps?
  • How could the job coach trainer use the AWARE form more effectively to establish action steps?

Switch roles and do the role-play again. Then discuss with your partner:

  • What went well?
  • What could the job coach trainer improve on?
  • What additional ideas do you have about using the AWARE form to establish action steps?
  • Share any concerns and insights you gained as a result of this activity.

Ponder and Plan

“What Lack I Yet?”

Seek to identify a personal or business gap or need.

Spend a few minutes silently pondering what you've discussed during this lesson. Listen as the Holy Ghost helps you identify areas where you can improve. Record your impressions in your journal under the question “What Lack I Yet?”

“What Must I Do?”

Seek ways to close the gap or develop the required talent(s) to meet the need.

With the guidance of the Spirit, create your plan of how you will improve and close the gap(s) you have identified. You may use one or more of the exercises below, your own strategy, or a combination of both. Record this plan in your journal under “What Must I Do?”

  • Identify a Christlike attribute you could improve on that would make your weekly development meetings more effective and allow you to build a rapport with and help associates progress. Work on this attribute throughout the week and record your experiences in your journal.
  • Think of a particular associate who seems to struggle with an AWARE issue. Create a plan for actions steps that could help the associate achieve the end goal. Plan ways to celebrate the associate’s successes.
  • Commit to record the associate’s progress on DICM. Commit to use DICM more frequently and effectively to help associates meet their goals and to be more aware of their progress.

After a few minutes, those who are comfortable doing so can share their impressions with the group.

“Therefore What?”

Seek understanding, and then share what you learned.

During the week, focus on implementing the plan you created. Record your impressions or lessons learned in your journal under “Therefore What?” You will be given time at the beginning of next week's lesson to share your experience with the group.

“Each of us, from time to time, is mentored and has chances to mentor. In my experience, truthful and caring one-liners that occur within such nurturing relationships have a long shelf life! . . . These special moments—one-on-one, in small groups, in corridors, hallways, or wherever—do something so subtle that we are scarcely aware that it is happening. Yet these help to further define our relationships with the Lord and with each other. It is often the one-liners that come from these special moments which have such a long shelf life and which help us long after the dispersal of those friends has occurred.”

Neal A. Maxwell, “Jesus, the Perfect Mentor,” Ensign, Feb. 2001, 8, 16.