Having a vision, planning for the long term, and moving beyond the press of everyday responsibilities
- Having a vision, planning for the long term, and moving beyond the press of everyday responsibilities
- Reaching out and working with people and organizations beyond familiar colleagues
- Scanning the environment to seize strategic opportunities to move an issue forward
- Making strategic use of data and expert support
- Developing new approaches to reach the public and policymakers
- Making tough decisions and risking being unpopular
- Hanging tough, being relentless, and continually developing new approaches to highlight the issues
- Knowing how and when to compromise
- Inspiring and supporting new leaders and collaborating with colleagues
In this Discussion, you will focus especially on advocacy leadership, by considering what advocacy and leadership mean to you and why advocacy leadership is vital for managers of child development centers. You also will consider advocacy opportunities in your area.
To prepare for this Discussion, reflect on the following:
- What, to you, does it mean to be an advocate and leader?
- How important do you think it is for child development program administrators to take on the role of advocacy leaders?
- What advocacy opportunities exist in your community, state, and/or country? Reflect on at least three specific areas where you see opportunities for advocacy (on any level). What advocacy skills might a leader have to use in order to pursue these opportunities?
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