DIRECTOR'S CORNER

John Halikowski
….. from John Halikowski

EFFECTIVE TEAMWORK


Effective teamwork occurs in the right environment. ADOT is teeming with strong teamwork because we have built a sturdy foundation for success. Both communication and training are paramount to this foundation. Teamwork is most productive when teams consist of people who know what needs to be done and who have the skills and ability to do what is expected of them.  When barriers are removed and people are encouraged to work together, incredible things can happen.

How can we make our teamwork even better?

With the foundation already in place, we can help our teams increase their effectiveness by:
  • Providing opportunities for our teams to learn together
    Consider coaching or training entire teams together and placing groups into learning forums jointly. This happens rarely as most skill development is targeted to individuals.  Urge individuals attending training classes to share learning with the team.
  • Making recognition a team sport
    Ask team members to recognize each other and make it a team expectation to thank other team members for their assistance.   Be on the lookout for opportunities to catch colleagues doing something commendable and then show appreciation.
  • Spending time to think as a team
    Hold team gatherings. Come together for the sole purpose of thinking about the work you do and to consider opportunities to improve. Pause as a group to reflect on what you’ve learned, solve problems and internalize the lessons.
  • Holding people accountable
    Teamwork cannot be optional. Do not tolerate those who do not collaborate or engage in cooperative behavior.  Make it everyone’s responsibility to get along and work with other teammates.
When we prioritize teamwork and focus on making the most of our collective energy and ingenuity, we achieve our goals and attain the results we aspire to. Working together, we experience a more gratifying and fulfilling work life. I appreciate your cooperative spirit, your partnerships and your cohesion.

Thank you for your continued efforts enhancing this agency!

what's coming up at ADOT

See what's coming up and contribute your important events.

  • Brown Bag Idea Exchange
  • Education Encouragement
  • State Transportation Board Meeting
  • and Much More …
Calendar

Leaders Connection
MANAGERS AND SUPERVISORS ANNUAL CONFERENCE
August 26-27, 2015

To self-register for the conference, go to the ADOT Learning Center and register for Course LDR5015

LEE

Salsa Challange

The Safety and Risk management group recently concluded their first "Salsa Challenge." Contestants were invited to make their special salsa with no limitations to the ingredients or spices. This year five contestants battled for greatness. Most tickets were sold within the department, which granted each buyer to be a salsa Judge. Ticket holders sampled each entry and cast their vote on the best. All donations benefit the Adopt an Angel project. This year's First Place winner went to George Woods, the gentleman photographed wearing the purple shirt. CONGRATULATIONS to George for an amazing Salsa that KICKED OUR ASSortment of taste buds.

Safety Salsa Challenge

From left to right; Steve Schaefer, Mike Acres, Jamila Sifuentes, Samantha Smith, Christine Baptisto, Elizabeth Vega, Terry Hopkins, Gail Kelsey, Rick Foltz, George Woods, Colleen McCarthy, Patty Freeman and Alan Sweeney.

We know that lots of work groups hold a similar event each year. What do you think of holding an agency wide Salsa Challenge where the winners of each group event come to compete for the ADOT Salsa trophy? Select YES or NO and then send to let us know! It's easy!

YES | NO

Growth

Growth
What is mentoring?
Mentoring refers to a developmental relationship in which two or more people invest time, expertise and effort to enhance growth, skills and knowledge. It often involves coaching, career counseling, networking and role modeling. The mentoring relationship is based upon encouragement, con­structive comments, openness, mutual trust, respect and a willingness to share. A genuine interest in seeing mentee growth is critical.
The transfer of skills and knowledge from employee to employee pro­vides continuity, succession man­agement and continued learning for all involved. Mentoring allows people to attain skills they traditionally have acquired through trial and error.
Now that we have defined mentoring, we want to share some feedback and advice received from mentors and mentees.

Mentor Advice to Mentees

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A group of mentors offered the following key points to be conveyed to mentees. You may find these helpful to share as well:
  • Be clear on what you need and want – you drive the process
  • Do not leave the mentor in the position where they are trying to figure out or drive your needs
  • Allow yourself to be fully vulnerable to develop and grow
  • Remove titles from your mentor's position and see them just as they are; there for you as a mentor
  • Leverage the relationship not just during your scheduled meetings – utilize them at any time you need assistance, guidance, advise, feedback, or support
  • Everything does not have to be done in a formal process – informal when needed can be powerful for you
  • The program is not just solely about your development plan – greatest part of the relationship is getting advice/support in other areas like personal issues, case study, peer relationships, work balance, etc.
  • Your engagement in the process will determine what you get out of it
Mentee tips for Mentors

Divider

A recent survey of mentees asked what mentor behaviors they found most beneficial in their mentorship. The following 7 behaviors were identified:
  • Non-judgmental listening; showing empathy
  • Unselfish commitment of time
  • Providing insightful feedback
  • Taking a personal interest
  • Provide encouragement
  • Sincerity and honesty
  • Patience
These behaviors could be a useful checklist for you to evaluate the health of your relationship and to consider making improvements as you move forward.

Vision

WIN

Why attend or sponsor your employees to attend WIN?


Growth
The Women's Information Network, a Leadership, Networking & Education Brownbag Lunch program, meets bi-monthly in Phoenix and around the state.

All ADOT managers and supervisors are invited and encouraged to sponsor non-supervisory female staff members to attend the events. What does that mean? Tell your female staff about WIN and encourage them to attend. That's it! An easy, empowering way to offer employee engagement opportunities to your staff and the women you work with.

Upcoming WIN Events


All events are held from 11:30 a.m. to 1 p.m. and participants are encouraged to bring their lunch.

August 18 Succession Planning
Jodi Rooney, Senior Division Administrator, MPD
ADOT Auditorium
October 21 Is It What you Say or How You Say It?
Deborah Mayers, Finance Manager, Facilities
LEE Conference Room
2739 E. Washington St.
December 16 WIN Open House and Mentoring Program
Moderator(s): TBD
LEE Conference Room
2739 E. Washington St.

The Education Encouragement Connection

Thinking about going back to school or struggling to balance classes, work and life? WIN has a resource that can help.

This month’s topic: Online Learning
Featuring: Julia Voight

ADOT Research Center
Wednesday July 29, 2015
12:05 p.m. to 12:50 p.m.

ADOT Library Conference Room
206 S. 17th Ave., Phoenix, AZ 85007


For more information about the WIN program or any of its initiatives, contact Mary Currie.

the Media

This month we feature an article from the AASHTO Newsletter and the Pew Charitable trust. An interesting read about how our country is dealing with the need for transportation infrastructure maintenance and improvement funding.

Take particular note of where Arizona falls in the State Gasoline Tax Rates Table. Let us know what you think about our ranking by clicking the feedback button

Transportation Trumps 'No Taxes' in Many States

Falling bridges and crumbling roads trumped anti-tax sentiment in more than a half-dozen states during this year’s legislative sessions, prompting them to increase gasoline and other taxes to address infrastructure needs. In some states, the taxes hadn’t gone up in decades.

Tired of waiting for federal transportation dollars, eight states, all but one of them headed by Republican governors, either hiked gas taxes or scaled back a planned cut to bring in more money. They are: Georgia, Idaho, Iowa, Kentucky, Nebraska, North Carolina, South Dakota and Utah. At least four states are putting the final touches on increases or are still considering them. And in California, Democratic Gov. Jerry Brown has called for a special session to determine how to finance $59 billion in freeway and road repairs.

Even in states that debated the issue but declined to act, momentum could carry over into next year’s sessions.

Carl Davis, research director at the Institute on Taxation and Economic Policy, said efforts to raise state taxes to pay for roads and bridges exploded this year. In 2013 and 2014, four states (Massachusetts, New Hampshire, Vermont and Wyoming) increased their gas taxes, while Maryland, Pennsylvania and Rhode Island indexed the gas tax to either inflation or fuel prices. Virginia approved a complicated formula that will allow the tax rate to rise with gas prices in future years.

“A lot of states realized they couldn’t put off this issue any longer,” Davis said. “They saw they couldn’t trust the federal government to raise the gas tax and they had to do something on their own.”

Efforts in Congress to increase or alter the 18.4 cents per gallon federal gasoline tax have fizzled, tied up in a broader debate over a comprehensive transportation bill. Republicans remain opposed to increasing the gas tax, which hasn't changed since 1993, and President Barack Obama did not include an increase in his long-term plan for the nation's infrastructure.

A coalition of the business community, the transportation industry and ordinary taxpayers just trying to get to work every day drove the tax increases in the states. A widely circulated report from the American Road & Transportation Builders Association, which listed tens of thousands of "structurally deficient" bridges in each state, helped fuel the efforts.

One of the bridges the report highlighted was the Arlington Memorial Bridge, which links the Lincoln Memorial to Arlington National Cemetery across the Potomac River. Several lanes of the bridge were closed in May, and thousands of tour buses were prohibited from the span because they exceeded the bridge's new weight limit.

Many state lawmakers around the country are still haunted by the collapse of the I-35W Mississippi River Bridge in Minneapolis in August 2007, which killed 13 people and injured 145. The National Transportation Safety Board found the bridge supports had deteriorated and could not bear the weight of heavier modern vehicles. The same construction is found at thousands of other bridges, the report said.

States with GOP governors and legislatures which raised gasoline taxes include Georgia (Gov. Nathan Deal), Idaho (Gov. C.L. "Butch" Otter), North Carolina (Gov. Pat McCrory), South Dakota (Gov. Dennis Daugaard) and Utah (Gov. Gary Herbert). In Iowa, Republican Gov. Terry Branstad worked with a split legislature to raise the gas tax. Kentucky Gov. Steve Beshear, a Democrat, also collaborated with a split legislature to scale back to 1.6 cents a planned 5.1 cents per gallon gas tax cut triggered by falling gas prices.

In Nebraska, the nonpartisan but conservative legislature overrode Republican Gov. Pete Ricketts' veto and enacted an increase of 6 cents per gallon, which will be rolled out in stages starting in January 2016.

Georgia Press
Georgia, where Republicans dominate, stands out. Republican Gov. Deal laid the groundwork last year for a tax increase to pay for infrastructure, commissioning a state study on the subject and bringing together the leaders from the House and Senate. At the start of the legislative session, Deal and House and Senate leaders called for a tax hike at the Chamber of Commerce, earning its support. Deal led the way, despite having signed the "no tax" pledge promoted by Washington anti-tax activist Grover Norquist.

Georgia increased its gasoline tax by about 6.7 cents per gallon on July 1. Significantly, future increases will take into account inflation and fuel-efficient cars, two of the biggest problems with the per gallon approach to taxing gasoline. The new Georgia law imposes a $200 annual fee on electric vehicles (to compensate for the minimal amount of fuel they require) and levies an extra $5 a night fee on hotel and motel stays dedicated to transportation needs. It also assesses an annual weight-based fee on trucks that ranges from $50 to $100. The extra taxes are expected to raise $1 billion a year.

"Here in Georgia, we've reached the point where current resources are not enough to preserve and maintain the infrastructure that is vital to businesses, current and prospective, and families all over the state," said Merry Hunter Hipp, a spokeswoman for the governor. "This influx of funds will allow the state to maintain the roads and bridges that we travel on daily to get to our jobs, schools, homes and grocery stores — an investment that the governor feels that we can all support."

Norquist's Americans for Tax Reform group railed against the increase. Paul Blair, state affairs manager for the group, said raising taxes "is what legislators and governors do because they don't have the willpower to cut spending elsewhere."

"If transportation is a state priority, it should be funded first in the budget, not last," he said. "Gov. Deal did violate his personal written commitment to Georgia taxpayers in pushing for and signing a gas tax hike on consumers. Those same consumers rejected a sales tax increase for transportation projects back in 2012 by a 61-39 margin, so he should know better."

But former state Rep. Jay Roberts, a Republican who Deal recently appointed as the planning director for the Georgia Department of Transportation, said voters have learned much since then. Roberts said he doesn't worry about the tax pledge or Norquist's group.

"I don't need somebody in Washington, D.C., telling me what to do in Georgia," he said. "If he [Norquist] wants to fix something, fix what's wrong in Washington."

Roberts gave several reasons why he and the other state leaders were able to sell the tax hike to constituents: The tax hadn't been raised since 1971; it had diminished in value because it was not indexed to inflation; concern over crumbling roads and bridges was widespread; and business and industry supported the increase.

To make the case to his former colleagues in the legislature, Roberts put together a folder for each one that listed the deficient bridges in his or her district. That blueprint could be used in many other states, according to John Weingart, associate director of the Eagleton Institute of Politics at Rutgers University in New Jersey.

"Transportation is one of the few issues that hit everybody," Weingart said. "It's where the work of government is visible to everybody."

New Jersey discussed transportation needs this year, and officials said the state's transportation trust fund was "about to go bankrupt," Weingart said. But that dire prediction was later revised, giving state leaders another year to grapple with the problem.

Inflationary Argument
In several states, pointing out that the gas tax hadn't been raised in many years proved to be a powerful argument. According to a May survey by the Institute on Taxation and Economic Policy, 20 states have gone a decade or more without an increase in their gas tax rate, 15 states have gone two decades or more, and five states (Alaska, Oklahoma, Mississippi, South Carolina and Tennessee) have not seen an increase since the 1980s or earlier.

In Utah, gas taxes hadn't been raised in almost 18 years before Gov. Herbert signed a bill in March, passed by the GOP-controlled legislature, which raises the existing 24.5 cents per gallon gas tax by 5 cents. The measure also ties future increases to inflation, with a ceiling of 40 cents per gallon. Despite complaints from opponents that the state has a surplus in its budget and shouldn't be raising taxes, Herbert successfully argued, as he said in his signing statement, that "a strong transportation infrastructure has played a critical role in our economic growth and it will continue to do so thanks to this bill."

Marty Carpenter, Herbert's spokesman, said the tax hike "made the necessary changes needed to invest in a critical component of our state's economic development." He said the treasury has enough money for current projects, but would fall $11 billion short of the state's long-term transportation needs.

In South Dakota, then-Republican candidate Daugaard ran for governor in 2010 on a "no taxes" pledge. But when he ran for re-election in 2014, Daugaard had altered that stance. "If you vote for me again, I'm not committing to not raising taxes in transportation," he said, noting that the gas tax had not kept up with inflation.

The bill Daugaard signed in March includes a gas tax increase of 6 cents per gallon, a 1 percent increase in motor vehicle excise tax and a 20 percent increase in license plate fees. Perhaps throwing a bone to drivers in the mostly rural state, the bill also increased the speed limit on the state's interstate highways to 80 mph. "There has been very, very little unhappiness expressed to me," Daugaard said. "In fact, there's been much more mail saying, 'That's the right thing to do, we need roads.' "

In Iowa, Republican Gov. Branstad signed a bill in February increasing the state's fuel tax by 10 cents per gallon. Before then, the tax was 21 cents for regular gasoline, 19 cents for ethanol-blended gasoline and 22.5 cents for diesel. State officials said each penny of the hike would raise $23 million annually.

And in Idaho, Republican Gov. Otter signed a bill increasing gas taxes by 7 cents per gallon, even as some GOP lawmakers said 7 cents wasn't enough and urged a 10 cents hike. Otter said the 7 cent increase would raise about $95 million, allowing the state to begin addressing its backlog of transportation projects. Idaho hadn't raised gas taxes for almost a decade.

"I think the view here is that nobody likes raising taxes, especially this governor in this state, but as the governor has said on numerous occasions, 'deferred maintenance is deficit spending,'" Otter spokesman Jon Hanian said.

Still Trying
Some states are still working on increasing taxes to pay for highway and other infrastructure projects, though efforts in other states never made it to the finish line.

In Washington, the legislature just sent Democratic Gov. Jay Inslee a $16.1 billion transportation funding plan that would raise the state's gas tax by 7 cents per gallon starting Aug. 1 and another 4.9 cents on July 1 of next year, with the bulk of the money going to road construction, repair and maintenance.

In Michigan, voters in May soundly defeated a ballot measure that would have hiked the overall state sales tax one point to 7 percent, removed the general tax from gasoline sales and replaced it with a higher excise tax on fuel to raise about $1.3 billion for road construction.

But Republican Gov. Rick Snyder has not given up on getting a tax bill through the legislature. The House and Senate have passed separate bills that would increase gasoline and diesel taxes to help raise $1.4 billion or more a year. The two bills, which vary considerably, would have to be reconciled later this summer before being sent to Snyder to sign.

In South Carolina, a gas tax increase that was twinned with an income tax cut failed to make it through the session. Lawmakers had said they could possibly find $150 million in the upcoming budget to give to counties in a one-time distribution tagged for road repair. But transportation advocates said that would not have been enough. Republican Gov. Nikki Haley has said she would veto any transportation tax plan that didn't coincide with a reduction in state income taxes.

In Wisconsin, Republican Gov. Scott Walker's nascent presidential campaign is coloring transportation tax discussions. Rather than raise taxes and risk being labeled a "tax-and-spend" candidate, Walker has proposed authorizing $1.3 billion in bonds for transportation. But going into debt has not been well-received by Republicans in the legislature. The legislative battles have pushed back Walker's official candidacy announcement.

In Minnesota, site of the infamous Interstate 35 bridge collapse, the governor and legislature also failed to agree on a transportation and tax bill during the regular legislative session, though the issue could resurface in a special session later this year. Democratic Gov. Mark Dayton had proposed a tax increase.

http://www.pewtrusts.org/en/research-and-analysis/blogs/stateline/2015/07/06/transportation-trumps-no-taxes-in-many-states


Gas Tax Table

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You Said This, We Did That

Meet the ADOT Family

Mary Currie

FEATURING AN OP-ED PIECE
By Mary Currie

Mary is the Business Manager for Leadership and Employee Engagement, and has worked at ADOT for 10 years.

This article is an excellent example of the diverse content that we accept for the Meet the ADOT Family section. It doesn't have to be a personal story; it can be anything you want to share with the staff. Be creative!


public servant

noun
  1. a person holding a government office or job by election or appointment; person in public service.
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There are several meanings to the definition of public servant. A public servant may be defined as a neighbor assisting another with yardwork, an elder with grocery shopping,  or serving the citizens of a community, state or country as an elected or appointed official.  Many of our public servants risk their lives each day for us, or have sacrificed their lives in the ultimate act of public servantry.

My purpose for writing is to share my experience as a public servant to the citizens of Arizona, through ADOT.  What does it mean to me to serve? I remember the day I was hired and how humbled that I was to have been chosen to work for the state where I was born and raised. I was not sure how I would or even could make a difference, but I was proud and determined. I silently vowed

to myself that I had an obligation to do the best job that I could each day to fulfill our agency mission: Create a safe, efficient, cost effective transportation system for the citizens of Arizona.

That’s a lot of pressure, right? Or is it? How would my small part fit in to this big picture, and how would it make a difference? Some days it seemed impossible that whatever task or project I worked on could make an impact to anything greater. But I never gave up and refused to believe that my efforts were not appreciated or needed as a small part in the greater picture. I began to realize over time that around me were so many others with the same passion to make a difference in their work, their group, agency, and state.

Do you know that person who takes the time to make sure that details are in place? Or who takes extra time to communicate the meaning of a task or a plan? That person who thinks beyond the work at hand to understand how the information may affect coworkers, the group, or the bigger picture once the information leaves their desk or area? It’s that! 

To me that is the stuff of public servantry - the key to serving and leading others. For me, it is the opportunity to put forth a best effort and embody that philosophy. I want to share it with others and infect them with the same gratitude and empowerment that I experience serving ADOT and the State of Arizona. Imagine that effort multiplied by 4,000+ employees. Just imagine the difference YOU can and do make, every day.

I welcome you to get in on this philosophy and don’t let go!

Bytes

What YOU want to know from ITG

PC REFRESH PROJECT

The PC Refresh Project Team is currently reviewing vendor proposals in effort to select an installation vendor, sign a Statement of Work, and submit a Purchase Order. The goal remains to hit the ground running mid-July when the Fiscal Year 2016 budget is available. Once a Purchase Order is finalized, the proposed schedule allows for vendor onboarding and planning through August with Detailed Site Surveys and deployment to begin immediately afterwards. Stay tuned!

Celebration: Awards and Recognition

Awards and Recognition

ADOT Wear Fair

Monthly Service Award

Each month this section features the 20+ year awards. This issue features July 2015 Service Awards. Are you interested in seeing all the Service Award information? Awards beginning with 5 years of service are located on the ADOT Intranet at ADOT Awards and Recognitions. Congratulations and thank you for your service!

July Service Awards


20 Years

Employee

Org Name

Lindy D. Sherrer Holbrook District

25 Years

Employee

Org Name

Artemisa Valenzuela Tucson District
Daniel L. Reed Information Technology Group
Darol L. Olson Phoenix Maintenance
Kathleen T. Higgins Renew By Mail
Pamela J. Dominguez Controller – Employee Services
Troy L. Suverkrup Flagstaff District



30 Years

Employee

Org Name

Connie M. Gearhart Northern Ports and Enforcement
Emily J. Russ Casa Grande
Jeffery A. Stanhope Enforcement Administration
Kenneth M. Macias Flagstaff Shop

35 Years

Employee

Org Name

Bobby Seitz Show Low Shop

45 Years

Employee

Org Name

Jerome E. Celestine Three Points Maintenance

Going the Extra Mile

Going the Extra Mile
JUNE 2015 AWARDS
You can recognize any act, action, or consistent excellence in service provided to you by another employee. GEM form

GEM Recipients

Employee

Org Name

Accounts Payable Team DO/FMS
Accounts Receivable Team DO/FMS
Anthony Barrasso MVD
Anthony Johnson (2) ITD
Bruce Bartholomew Communications
Claudia Leyva Communications
Collette Vickers MVD
Dawn Armeli-Kelley Communications
Dawn Millinkovich MVD/Customer Service
Debra McKee MVD/Customer Service
Debra Smith (2) MVD
Elena Diaz (2) Communications/Graphics
Employee Services Team DO/FMS
Ester Ho MVD/Customer Service
Ethan Mauer MVD
Francesca Courtney MVD
Gabriel Barraza Ops/Human Resources
General Ledger Team DO/FMS
Greg Martin DO/FMS
Griselda Cabrera MVD/Customer Service
John Walradt (2) Communications/Graphics
Joyce Peterson MVD
Kathy Boyle Communications

GEM Recipients

Employee

Org Name

Kimberly Shelley ASD/Procurement
Krystal Manies MVD/Customer Service
Leona Schmidt MVD/Customer Service
Lezlie Jo Perkins MVD
Lisa Supplee ITD
Lon Saline Communications/Graphics
Martha Madero-Mueller MVD/Customer Service
Matthew Hermiz MVD
Michelle Fink (2) Communications
Mollie Bivins MVD/Customer Service
Olivia Miller (2) MVD
Paki Rico Communications
Pamela Adame DO/FMS
Patricia Powers-Zermeno (2) Communications
Paul Bauer MVD
Project Team DO/FMS
Rakshanda Liaqat MVD
Randy Sasaki (2) Communications/Graphics
Samantha Perkins MVD/Customer Service
Shearon Vaughn ITD/Environmental Planning Group
Taulana Logo (2) Communications/Graphics
Tricia Lewis Communications
Veronica Guzman MVD/Central Title Production
Vivian Campbell MVD

Retirement Celebration!

There are few individuals who can truly say they impacted every employee within an organization. ADOT Corporate Training's Alma Landa is one of those people. Whether signing employees up for training or resolving issues with an employee's training record, Alma has seen and done it all over her 33 year career.

Please join ADOT Corporate Training in celebrating Alma's 33 year career with ADOT and send her off into retirement. The celebration will be at HRDC (1130 N 22nd Ave., Phoenix) on August 17, 2015 from 1:00 p.m. to 2:00 p.m.

We look forward to seeing you there. If you are getting ready to retire and would like your retirement announcement in Ignite, please send your information to [email protected].

News Resources:

Division and Group Newsletters

Each Month we will list links to new issues!
Does your Division or Work Group publish a newsletter that we can provide a link to or info on where to find it? Send the details to the IGNITE mail box.

Learning

ADOT Corporate Training

 

When will my Training show on my transcript?!

One of the consistent questions the ADOT Corporate Training unit (ACT) receives from employees is, “Why isn’t my online training (from the YES Website) on my transcript.” 

There are number of reasons why training information is missing from an employee’s record.  ACT discovered three primary reasons why an employee’s training record is not updated once online training is completed.

Note: The process described in this article is only for online training through the YES Website.  For problems with online training completed through the ADOT Learning Center, contact ADOT Corporate Training at 602-712-8155 or email to [email protected].

I first want to share some background information about the YES Website.  The Arizona Department of Administration (ADOA) operates and maintains the YES Website.  It is the primary portal for an employee’s personal employment information, including launching and tracking online training courses provided by ADOA.  The YES Website is a separate online training portal from the ADOT Learning Center, which is ADOT’s primary training portal.

The first reason for missing training records is the ADOT Learning Center updates once a week from the YES Website.  Training
completed through the YES Website updates to ADOT Learning Center on the Monday following the completion of training.  For example, training completed today would update to the ADOT Learning Center Monday morning.

The second reason for missing training records is the employee did not submit their test results to the YES Website.  An employee MUST click the “Submit” button at the end of the training to record test scores to the YES Website.  An employee’s training record will not update if they “X” out of the CBT without clicking “Submit”.

The third reason is the employee did not pass the test and retook the test without REREGISTERING for the online class.  The YES Website only maintains the first test score submitted.  If an employee fails the first test, retakes and passes the test; the YES Website will only recognize the original failed score.  An employee MUST reregister for the online class, retake the test and submit the passing score in order to pass the class.

All is not lost if either of the last two events occur and an employee’s YES Website record is not updated.  Employees can scan and send a copy of the “Certificate of Completion” for the training course to [email protected].

ADOT Corporate Training is here to assist employees any way we can.  If you have any questions, comments or concerns regarding you training records, contact us at 602-712-8155 or send us an email at [email protected].

2015 Study Group Schedule

Management for Non-Managers Study Group Schedule

Open to attendees of the M4NM Class – contact Mary Currie or 602.712.4358.
August 6
Scott Omer

Deputy Director for Operations
Location: ADOT Auditorium, 206 Bldg.
Topic: Leadership Choices
Time: 12 p.m. - 1 p.m.
September 10
Dr. Tom DeCoster

Location: HRDC
Topic: TBD
Time: 7 a.m.- 8 a.m.
October 8
VACANT

Topic: TBD
Location: Research Conference Room, 206 Bldg.
Time: 12 p.m. - 1 p.m.
November 12
Kerry Sikes

Chief Human Resources Manager
Location: Research Conference Room, 206 Bldg.
Topic: TBD
Time: 12 p.m. - 1 p.m.

Leaders Study Group

Open to graduates of the Dr. Tom Leadership Retreats – contact Mary Currie or 602.712.4358
September 9
Dr. Tom DeCoster

Deputy Director for Operations
Location: HRDC (during 3-Day Leaders' Retreat).
Topic: How to Change Workplace Leadership Habits
October 14
Scott Omer

Deputy Director for Operations Location: ADOT Auditorium, 206 Building
Topic: Coaching
November 18
Floyd Roehrich

Executive Officer
Location: LEE Conference Room, 2739 E. Washington.
Topic: TBD
November 12
Kerry Sikes

Chief Human Resources Officer
Location: LEE Conference Room, 2739 E. Washington.
Topic: TBD

Collaboration: ColorS Work

Updates and information about facilitated programs

Colors Work

Updates and information about facilitated programs

Refresh your knowledge of Colors Work and learn to apply the tools to specific situations with co-workers and teams. Schedule a Colors Work Coaching Session! We will work with individuals or teams to help you improve communication, address individual challenges and develop situation specific solutions using the Colors Work tools. Contact Mj to schedule a coaching session for yourself or your team.
Colors Work

Communication

The Brand Called You
Inspired by an article of the same name by Tom Peters

Starting today you are a brand.

Start by writing your own mission statement, to guide you as CEO of Me Inc.

What turns you on? Learning something new? Gaining recognition for your skills as a technical wizard? Shepherding new ideas from concept to market? What's your personal definition of success? Money? Power? Fame? Or doing what you love? However you answer these questions, search relentlessly for job or project opportunities that fit your mission statement. And review that mission statement every six months to make sure you still believe what you wrote.

What is it that my product or service does that makes it different? Give yourself the traditional 15-words-or-less contest challenge. Take the time to write down your answer. And then take the time to read it, several times.

Start by identifying the qualities or characteristics that make you distinctive from your competitors — or your colleagues. What have you done lately — this week — to make yourself stand out? What
would your colleagues or your customers say is your greatest and clearest strength? Your most noteworthy (as in, worthy of note) personal trait?

No matter what you're doing today, there are four things you've got to measure yourself against.

  • First, you've got to be a great teammate and a supportive colleague.
  • Second, you've got to be an exceptional expert at something that has real value.
  • Third, you've got to be a broad-gauged visionary — a leader, a teacher, a farsighted "imagineer."
  • Fourth, you've got to be a businessperson — you've got to be obsessed with pragmatic outcomes.
It's this simple: You are a brand. You are in charge of your brand. There is no single path to success. And there is no one right way to create the brand called you. Except this:

Start today. Or else.

Read the full article at http://www.fastcompany.com/28905/brand-called-you

Research

The Secret Sauce of Teamwork

By Heath Hall and Brett Thompson
From The Harvard Business Journal

In some sense, barbecue has always been a competitive sport. You’ve probably experienced it this way yourself. Think back to the last backyard picnic you attended and how you stared down your grandmother before you took off like Barry Sanders—how both of you hurdled over picnic tables, through friends and family, to get your hands on that last juicy rib. What you might not know is that competition in barbecue has moved beyond the kind of chop block you applied to grandma. In recent years it has become a professional, high-stakes team sport.

BBQ as a Team Sport
Its 2:00 a.m. at the 2011 Jack Daniels World Championship Invitational Barbecue and a cloud of aromatic smoke already hangs in the Tennessee night air. This “hollow” is home to Jack Daniels’ distillery and is as big a stage as the world of competitive barbecue offers. Eighty-nine championship teams from across the United States and eleven foreign countries are converging on Lynchburg for the season’s culminating competition. Each team arrives at “the Jack” with the dream of being declared grand champion of the sport’s most prestigious contest.

Our team is Pork Barrel BBQ, a name that honors our backgrounds in Washington D.C., and also graces the sauces we became entrepreneurs to sell. At this early hour we’re rubbing the sleep from our eyes and shaking the chill from our bodies, but we’re excited to light the fire in our Lang 84 smoker. Hearing the crackle of the freshly lit oak and hickory in its firebox for the first time on the hallowed grounds of Lynchburg is reward in itself for a season’s worth of hard work.

Our journey here began months earlier at a frigid spring contest and continued through the sweltering heat of the summer and crisp air of autumn. Like many of the 9,000-plus teams competing on the Kansas City Barbecue Society competition circuit, we cooked thousands of pounds of meat. Seventeen contests and countless practice sessions honed our skills.

Along the way, as we won and lost, and learned our strengths and weaknesses, we discovered something important: winning — whether on the barbecue circuit or on the grocery store shelves — isn’t as much about the sauce as you might think. A lone cook in a kitchen can come up with a delicious combination of flavors, but to win big, you need to excel at teamwork.

Henry Ford once said, “Coming together is a beginning, staying together is progress, and working together is success.” For a team to come together, its members must share a common goal. This is often the main value a leader provides: being able to articulate a clear vision and principles for how the team will reach it. Our team has a motto: “Reward Lives in the House of Risk.” It reminds us that, as more teams compete on the competitive barbecue circuit, the level of competition only increases and those who play it safe often find themselves at the bottom of the standings. As entrepreneurs, too, we have to remember that calculated risks must be taken to improve our overall results, but that unproductive risk should be avoided where it can through preparation and planning.

Staying together is a matter of recognizing the different strengths people bring to the table, and how they complement each other to make up a whole capability. This really shows up in the most critical period in a competition, the short window of time at the end when a barbecue team must turn its finished products (chicken, ribs, pork, and brisket) over to the judges. At its best, it looks like chaos, but in the best teams, each member is carrying out his or her assigned role while also carefully calibrating with the others. It’s not just a matter of who’s watching the brisket and who’s minding the chicken. The right person also has to act as the team’s “closer.” The seemingly simple task of conveying a warm box of meat to the judges’ table is also a prime example of where preparation can allow a team to avoid unnecessary risk. Our closer walks from our cook site to the judging tent several dozen times prior to turn-in, strategizing the best way to navigate to the table through the crowd, timing the trip to the second, deciding just when to deliver our entry, and visualizing how she’ll present it.

Finally, a team has to get good at working together. After its members understand their roles and how best to exploit their strengths, they need to become very practiced at working in unison. In his book Outliers, Malcolm Gladwell cites research showing that it takes ten thousand hours of practice to become truly expert in a field. Certainly thousands of hours of trial and error have already informed our process. Usually it’s the errors that teach us most. From burnt ribs to undercooked pork shoulders, we identify and address our weaknesses in competition, and also learn to put more emphasis on our strengths.

Coming together, staying together, working together—if anything, these are the ingredients of a winning barbecue team’s “secret sauce.” By the end of this day, we’ll be saluting a team from Abington, Mass., that must have it: out of all the sport’s legends assembled in Lynchburg, they’ll be declared Grand Champions of this 23rd Annual Invitational. For us, placing our briskets and pork butts on the smoker rack in the middle of an October night, it’s enough to pause to soak in this moment. The success our team visualized for 2011 was only this: earning a spot to cook at the Jack!

This post is part of the HBR Insight Center onThe Secrets of Great Teams.

INQUIRING MINDS: notes from the library


Teamwork is this issue's theme. Want some ideas on ways to improve your team? The items below are great resources. See the library if you are interested in them. Take a glance through to the end – you might win a prize!

ARTICLES

Cardez, Maribel. "Leaders Eat Last: Why Some Teams Pull Together and Others Don't." Journal of Applied Management and Entrepreneurship 20(2): 127-129, Apr 2015. Cardez here reviews Simon Sinek's book Leaders Eat Last: Why Some Teams Pull Together and Others Don't. She writes, "Overall, the book is a good read for just about everyone. The examples and the stories throughout the book provide inspiration on a professional and personal level. The way Sinek so eloquently describes his vision about leadership and the potential impact this mindset can have on the world today and for years to come, makes this book a valuable resource for everyone."

Friesen, Wes. "Develop High Performance Teams, See Benefits Inside and Outside of the Office." Business Credit 117(6): 48,50, Jun 2015. "Seventy-five percent of the US work force is not fully engaged on the job. Many work teams struggle and perform at a mediocre level -- or worse. In contrast, some teams stand above the normal and are high performance. These high performing teams (HPT) are known for their positive morale, motivation, productivity and commitment to excellence. Training and developing your team well provides many benefits. Team members benefit from enhanced skills and higher levels of performance. The internal and external customers your team serves receive better service. An extensive research project involving more than 2.5 million people in 237 companies sought to find out the common characteristics of HPTs. It was discovered that HPTs commonly share three characteristics that directly speak to meeting three important needs of team members. The following are the keys to developing HPTs: 1. Sense of fairness. 2. Sense of achievement. 3. Sense of camaraderie."


Polsky, Lawrence. "Crucibles of Change: How great teams are tested." Leadership Excellence 32(4): 39-40, Apr 2015. "Elite teams survive the inevitable storms that challenge every organization and come out the other side as classic cases of 'survival of the fittest.' But they do more than survive; they thrive. It's ironic how leaders think they can skip the crucible.'… As a team leader, you need to lead the team into the crucible, into the difficult conversations and situations. They won't do it otherwise. Their mind and body is telling them 'no, it is too painful.'"

BOOKS
Harvard Business Review Press. HBR's 10 Must Reads on Teams. 2013. Reprints of articles from HBR.

Welch, Jack & Suzy Welch. The Real-Life MBA: Your No-BS Guide to Winning the Game, Building a Team, and Growing Your Career. From a review: “Welch's respected story of growing GE from a market capitalization of $4 billion to nearly half a trillion dollars will help connect this work with business leaders and entrepreneurs. The section on life and job balance is of value to anyone and even adds refreshing new ideas to the saturated career development genre. Highly recommended for all business collections.”

Whitcomb, C., et al. Effective Interpersonal and Team Communication Skills for Engineers. From a review: "Whitcomb (systems engineering, Naval Postgraduate School) describes the interpersonal field in which all engineering technical and nontechnical exchanges occur, and defines 13 communication microskills for expressing engineering ideas and exchanging complex information efficiently. … Examples and exercises demonstrate how to put the pieces together to intentionally drive engineering tasks and produce better engineering outcomes."

Magazine articles and books abound on communication, teamwork, and leadership. I will list others in coming articles. However, I’d like to know what you are reading. Do you have any leadership books you would recommend to fellow ADOTians? A free SAE luggage tag will be given to the first person (outside of the Research Center and Ignite production staff) that sends me a book to recommend to all ADOT staff. Drop me a line at [email protected].