Transform Your Program

Strong leadership is an essential quality of any organization.  Leaders should be in the business of helping their programs dream and design visions for their programs.   An important way to do this is to establish reciprocal relationships with your staff and seek their ideas and opinions.  Sometimes leaders find this hard to do.  If you haven’t made your staff feel valued and important, this can be difficult.  It’s important to create a thriving team who is excited to be on board and has bought into the vision of the organization.  When this happens programs change and thrive. The first place to start is by thinking about the values you want your program to live by.  Click here to see how to do this.  

Learn ways to do this in the following document.  You may be wondering how one can make this happen.  That is what this website is all about.  As you read the questions at the end of this page, you will begin to see where you are & what may need to change.  You will begin to know where you have to start this journey.

I want you to know from the very beginning, that our work together will be a partnership between me, the coach, and you, the program manager. 

  • If you choose one of the group coaching methods, you will also work with a coaching group of other managers who will give you ideas and be a support for everything you do. 
  • You will also be able to give others ideas for implementation.  Through this process you will come to understand that you already know a lot that lets you help others.  This will be a a journey of discovery & growth.  It will be a thought-provoking and creative process that will inspire you to maximize your personal & professional potential. 
  • I will honor you as the expert in your life & work to help you see yourself as creative, resourceful, & as one who can lead your staff to be all they can be.  This doesn’t happen over night.  It happens as you begin to see what needs to change and decide that you want to create a program that is greater than you’ve ever imagined! 
  • Even from the beginning as you inspire your staff to decide what needs to change, you will see progress.  You will see growth little by little until somewhere on the horizon you’ll see a program that is changing for the good. 
  • Are you ready to get started?  If you are, you’re also ready to think about how you want your staff to work as a team.  She the following document on teamwork.  

Are you ready to transform your leadership?   Are you ready to create a team that creates a vision for greatness?  Are you ready to transform your practices to get results that last a lifetime?  Just like a caterpillar changes into a butterfly, you can create change in your program.  Change is a catalyst for a better world for your program – for teachers in your program and the children and families you serve. It is the process of creating something bettera metamorphouschanging one thing into a better thing. This is creating greatness!  Do you have a mission that guides you and your staff on the path to greatness?  Are you ready to follow the path of a caterpillar changing into a butterfly?  This is a journey that may not be easy, but the rewards are amazing!  Check this link to read what Juanita says about this journey.     



If you’d like to know what things to change in your program, answer the following questions & be ready to share your answers with Juanita.  

  • Have you and your staff written a vision statement — a statement that is a big picture statement about dreams for your program. 
  • What do you want your program to focus on?  What values should your program have?  What do you want your program to look like, feel like, smell like?  What kind of impression to you want to give to the world?   
  • Have you and your staff written a mission statement that tells how your program will make your vision come true?  Do you have a mission that guides you and your staff on the path to greatness & that tells you what to focus on each day?  What do you think your program needs to work on throughout the journey to excellence? 
  • If you have these dreams and would like support in making them come true, then transformation is for you!
  • On this page you’ll answer some questions that will help you think about how things are going in your work place.
  •  If you answer yes to the first 9 questions, you may like some support in figuring out how to make things better.
  • Some of you may have answered “Yes” to the last  question.  If you did you are thinking about the future and how to get there.
  • If the first questions still plague you, you too may like some support to figure things out.  This means you are thinking

Read below and see what you figure out.  Here is the form you can fill out & save for working with Juanita.   Please don’t just answer “yes” or “no,” but write down your responses and ideas. After you fill it out, please send it to Juanita so she can see  your answers.   Copy this document into a Word document and save it on your computer.  Then type in your answers so you will have a copy of what you said.  Save the finished copy and send it to Juanita at the free phone meeting with her.    




What are the essentials for program directors or CEO’s?  Answer the following questions to determine the kinds of things you may want to work on: 

  1. Are you wondering how you can ever lead your team to plan workplace values that reflect how you want your program to be seen in the community?
  2. Do you feel like you are constantly putting out fires in the workplace?  What kind of fires?
  3. Do the goals of your program take a back seat to the fires created by your team?  How do fires distract you?
  4. Do you face problems that seem impossible to solve?  What are the problems?
  5. Does staff indecision & lack of initiative cause your program to not make progress?  List what is happening.
  6. Do you feel that supervising staff causes more problems than it solves?  Describe how you supervise.
  7. Does staff evaluation make your staff feel valued and supported or is it a dreaded necessity?  Describe what it’s like.
  8. When you want your program to make some improvements,  is motivating your staff to follow through a nightmare?  What’s it like?
  9. Do you know how to motivate your staff to excel and lend their excellence to one another?  What do you do?
  10. Do you have a plan for your program’s future? Do you have strategies for implementing the path to the future?  Talk about your plan, if you have one.  If you don’t, tell what’s happening that keeps you from doing this.

If you answered “Yes” to the last  question, that means you are thinking about the future and how to get there.   Follow this link to find out how to change your program and create greatness! 

When working with a coach, it is important to write down things you are both going to do.  Here we call this a coaching agreement.  I have met with my Coach and in an effort to work together in a professional manner, we have a greed to the following:

  1. We agree to work together in a professional manner, keeping the needs of one another upmost in our minds.
  2. We agree to keep appointments: When one of us must change a scheduled appointment, we agree to let the other know in a timely manner and to re-schedule at the earliest possible time.
  3. I agree that to the best of my ability, I will work on the agreed upon goals that my coach and I plan at each visit.
  4. My consultant agrees to follow-up on the items that need clarification and get back to me in a timely manner.
  5. I agree to, as much as is possible, reserve uninterrupted time to meet with my coach at our arranged time.
  6. My consultant agrees to support and encourage me in managing my staff and my workload.
  7. We will work together to solve problems related to program management and seek solutions that support best practice in early learning.
  8. Although my consultant does not know “all the answers,” she agrees to help frame questions that will lead me and my staff to our own answers.
  9. My consultant agrees to treat everything that occurs in our coaching relationship with dignity and confidentiality.
  10. My consultant also agrees to work collaboratively with me about when and how she works with my staff. She agrees to share what she has learned about how to work with staff members successfully.  She agrees to be supportive of the relationship between me and my staff.
  11. My consultant also agrees to work collaboratively with me as I decide how to inform families about the best practices my program decides to implement
  12. My consultant and I agree to each give open, honest feedback on achieving monthly goals.
  13. I understand that the role of my quality improvement consultant is to advise, coach and mentor me and my staff.
  14. I understand that together, my consultant and I will strive to empower staff to take ownership for the quality improvement process and make necessary changes.
  15. I agree to use the expertise of my consultant to assist everyone in my program to make agreed upon improvements. The activities noted below give a picture of some of the things my consultant could do.  Other activities are also negotiable.
    • Orient staff to the quality improvement process
    • Help teachers apply lessons learned
    • Identify resources
    • Brainstorm solutions to problems
    • Track progress
    • Help staff set goals
    • Help develop action plans for improvement
    • Facilitate staff meetings about issues if necessary
    • Identify ways for teachers to implement specific teaching skills & interactions with children, as agreed upon
    • Suggest training opportunities to meet program needs
    • Advocate for the program
    • Give ideas about classroom set-up, as needed
    • Help staff write Program Improvement Action Plans
    • On-site training, as necessary
    • Work collaboratively with stakeholders
    • Connect program with professional development scholarship / opportunities