DIRECTOR'S CORNER
….. from John Halikowski
With the Thanksgiving season upon us and all the change we see from weather to the elections, we need to remember to pat ourselves on the back and be thankful for the distance we have travelled together, and the achievements we've enjoyed together throughout time.
I am grateful for our people and what we represent in Arizona - a safe, effective transportation system we each personally attend to every day.
Our combined energies, competencies and caring provide the citizens of Arizona with possibilities for many happy, safe Thanksgivings. For that and much more, I am grateful.
I know we are stronger together than as individuals, and we are moving in the right direction as an agency with many changes you are beginning to see. Change though, even if the results are good at some point, is still difficult. We must work on our results as the ADOT team, consciously, purposefully and with energy to continue to make it happen.
I am committed to you and to our joint success in this change for the better. Thank you for working with me to "Be the Change", and for being here with me on the journey.
Communications Constituent Services received this great compliment for a Kingman District employee and we are proud to pass it along here. Shout out to Jeff Baumeister for living the ADOT culture: it's all about the AIR!
Dear Sir/Madam, This is to advise ADOT, your representative Jeffery Baumeister gave help to me when my vehicle was disabled on Hwy 95. This man was kind, courteous, considerate and went above and beyond, I feel, his call of duty. I commend him for his service and thank him for his help. I appreciate everything he represents. Thank you.
BREAZ stands for Business Re-Engineering Arizona. This statewide initiative transforms Arizona's business processes, replaces the state's current accounting system, AFIS, as well as a number of agency financial systems including ADOT's Advantage system. The project modernizes the state's central accounting system and sets the course for how the State will do business for the next 20+ years.
Replacing these systems involves more than just installing new software with the same capabilities. Fully realizing all the benefits of the new accounting system requires re-engineering how business is done, hence the name.
FMS is taking time to review and improve current business processes. By implementing standard processes, the agency can operate with more consistent policies and procedures to support stronger internal controls and uniform skill sets.
Large changes are never easy, even when they are beneficial. This is why it is important for ADOT employees to work closely with the ADOT BREAZ Project Team to prepare for the changes to come. If you have any questions or would like to request additional information relating the BREAZ project please send them to
ADOTBREAZ@azdot. gov.
You can also stay informed by visiting the
BREAZ website.
ADOT employees volunteered to work the safety booth at the Arizona State Fair this month. This partnership with the Governor's Office of Highway Safety works to spread our message to the public and raise awareness of the many ADOT programs and business areas.
Congratulations!
October Promotions
Well done! Wishing you the best in your new position:
- Dr. Jesus Sandoval-Gil - Globe Org. Resident Engineer
- Emily Christ - Local Public Agency (LPA) Section
- Jennifer Van Ven Roy - ITD HR Liaison
- Chad Auker - Flagstaff Assistant District Engineer
- Brenden Foley - Flagstaff Senior Resident Engineer
Please include the
IGNITE mail box in your promotion announcements.
A new twist on mentoring
You'll get a workout for your brain and body by gathering together and walking with a fellow ADOT employee or group of employees. It's a great opportunity to find a lunch time advisor, engage, share ideas, and earn more about another part of the agency. Wednesday's at 11:30 a.m. at the Flagpole on the south side of 206 S. 17th Avenue.
Staff feedback on this new program:
Thanks to Vinny La Bella - Ideas with Legs is the best! It brought various ADOT programs together and united! My walk with Karen Escott President of Toastmasters Capitol Chapter was a blessing. Thank you, Thank you!
Raul Macias II.
You Said THIS We Did THAT
Programs and changes based on employee feedback
Intro to MS Excel and MS Word Classes are here!
Corporate training asked: "What skills do our employees need to build?" You answered: MS Excel and MS Word skills! As you may have seen on email at the end of October, those Introduction classes are scheduled and open for self registration on the ADOT Learning Center. Not sure how to use the self enrollment process on-line? Here is some help! Access the
Self-Enrollment and Self-Cancelation Quick Reference Guide.
| Classes are scheduled for November and December - don't delay, sign up today! |
The Women's Information Network, a Leadership, Networking & Education Brownbag Lunch program has launched a new monthly program, the Education Encouragement Connection. This group is for all working women going to school (or those considering it) to enable an exchange of problem solving and encouragement that is needed when engaged in higher education.
The next EEC program topic is Digital Engagement
December 4, 2014 12 p.m. - 1 p.m.
ADOT Research Center Conference Room
Mark your calendar for future WIN dates:
December 10, 2014 11:30 a.m.-1:00 p.m.
WIN Open House
LEEP Conference Room
2739 E. Washington Street, Phoenix
April 22, 2015 9:00 a.m.-12:00 p.m.
'Wear This not That'
Women's Information Network (WIN) Mentoring Are you interested in serving as a MENTOR or being a MENTEE, or both? WIN is recruiting ADOT Women Managers and those serving in a supervisory role for this informal mentoring program. WIN also offers "ON THE SPOT" MENTORING for short term mentoring opportunities, such as one time resume or interviewing help.
For more information about the WIN program contact
Mary Currie.
Kingman and Yuma Employee Appreciation
Employees in Kingman and Yuma celebrated their success with their annual Employee Appreciation events. Staff from all business areas came together to appreciate one another and their contributions to ADOT and Arizona. Take a look at the celebrations!
IGNITE is here to celebrate and engage employees from all over ADOT. So, what's going on in your neck of the woods? Send your news, accomplishments and challenges to the
IGNITE mail box.
Growth
The Mentoring Model by Nicholas Nigro
If you fancy yourself a gourmet chef and know your way around the kitchen, then you know that cooking is an art form—not too far removed from coaching and mentoring. Okay, that's a bit of a stretch. But you guessed it: An analogy (yes, another one!) is on its way. This is an analogy between preparing a succulent repast and laying the groundwork for a scrumptious model of successful mentoring.
Unless you use the cult inventor Ron Popeil's "Set it and forget it" Showtime Rotisserie Oven, cooking is more involved and demands that you pay close attention to what you are doing at all times. It matters what kinds of ingredients you use, how much of them you use, and when you use them. It matters what you cook in and what you cook on. It matters how high a heat you use, when you choose to stir, flip things over, and so on. Get the picture?
True gourmets, just like mentors, have a lot more in their pots than mere ingredients. Figuratively speaking, they put themselves in their pots. Give the same recipe to two people and look at the final product. Oftentimes the differences are startling. And the same applies to mentoring basics. This book, and others on the subject, can provide all sorts of direction on the particulars of proper mentoring, but it all boils down to the individual players and what they do with the materials. That said, this section gives you a simple
recipe for mentoring - a model. And as with all recipes, it's
what you do with these ingredients that will govern the results. Your character and approach to mentoring determine whether you get a moist and mouthwatering pineapple upside-down cake (a mentee who is better for having had your tutoring), or gooey pool of flour, milk, and eggs (a mentee who is no better off than when he or she first met you).
The four chief mentor-mentee ingredients are:
- Trust
- Time
- Dialogue
- Sharing
Trust has to be established from the beginning of the relationship. Once this firm bond is secured, the mentor must be freely available to the mentee. None of this "Don't call us, we'll call you" kind of stuff. The relationship must then be rooted in a rich dialogue between the mentor and the mentee. The overall atmosphere should be one of sharing—and caring, too. Information should be freely and regularly exchanged.
When these four elements are put in the mix and properly executed, both parties reap the benefits of a lively, insightful relationship. Most important, mentees are stimulated to grow and develop their knowledge and skills so they can overcome obstacles, make deliberate and more informed decisions, and improve their understanding of and empathy for coworkers and people in general.
Do you have questions about the ADOT Mentoring Program? Contact
Vincent LaBella.
Did you know?
The Leaders Connection Conference Committee
Did you know that the annual Leaders Connection Conference and regional meetings are designed, planned and implemented by a committee? Each division is represented and committee members nominate a replacement as they cycle out.
Welcome to the 2015 committee members:
- Scott Omer, MPD – chair
- Terry Conner, ECD – co-chair
- John Nichols, Business Ops – former chair/advisor
- Cheri Hull, Leadership and Employee Engagement
- Stacey Stanton, MVD
- Kristine Ward, FMS
- Sonya Herrera, ASD
- Kim Phillips, LEE Awards and Recognitions
- Cassi Hollins, MVD Dealer Licensing/Driver Services
- Annette Riley, ITD Roadway Engineering
- Holly Ward, Communications
Mission: Connect ADOT leaders, promote open communication and provide a forum to network and share information across all divisions.
Vision: A forum for ADOT management to come together, unite in leadership, and exemplify informed,collaborative, intentional support of our culture and values in consistent, productive, open dialogue that encourages professional growth and development of individuals and teams.
Awards and Recognition
ADOT Leadership – Be the Change
ADOT Wear on sale now
Change starts with each one of us, and we are ALL leaders in this agency. Show your ADOT pride with this affordable and attractive polo, just $15.00 while supplies last. Ladies and traditional cut are available. Payment can be cash or check and the inventory is in stock so you can pre-view size and fit before purchase.
ADOT Leadership –
Be the Change
Angel Tree Program
The goal of the Adopt and Angel Program is to provide a comfortable holiday season for ADOT employees needing assistance during the holidays. Employees can assist their fellow employees by filling a wish. A group or org can adopt an entire family, or you can choose a single recipient from the online Angel Tree. For more information visit the Awards and Recognition home page on the ADOT Intranet.
Applications excepted 10/27 through 11/14.
We have ADOT Angels in Yuma!
From the Yuma Sun:
'Highway Angels': ADOT crew ready, willing to offer helping hand to those in need
By Chris McDaniel, Yuma Sun Staff Writer
Whether it is removing debris from roadways or aiding stranded motorists, Miguel Figueroa and his Arizona Department of Transportation (ADOT) crew are always willing to give a helping hand.
"If they are traveling and they see somebody" in distress, "they are going to stop and help," said Gabriella Kemp, ADOT Yuma District Senior Community Relations Officer. "We have 'highway angels.' That is what we call them."
"We always do that," said Figueroa, ADOT Yuma District maintenance supervisor. "If there is somebody broke down, we try to change their tire or call for help. If they have kids, we throw them in the (air-conditioned) truck and let them cool down, because it is hot out there."
Figueroa, a graduate of Kofa High School who
moved to the Yuma area with his family from Mexico at the age of two, has gained a reputationas a Good Samaritan on wheels during his 24 years with ADOT.
One day he came across a man whose vehicle on the side of a Yuma area highway was non-functional. He didn't know the man, but lent him his personal tool kit anyway before continuing on to his assignment for that day, instructing the man to return the tools to the ADOT office when he was finished.
"I told him I trusted him," Figueroa said.
It turned out the man was indeed deserving of his trust. He was a city of Mesa firefighter who was able to fix his vehicle and made sure to return the tools. The firefighter was so impressed by Figueroa he even wrote a letter to the editor to be published in the Yuma Sun about the incident.
And during a photo shoot with the Yuma Sun, Figueroa saw a man walking along highway 95, and stopped to give him several bottles of water, telling him an ADOT crew working further up the road would give him more when he reached them.
While helping others is all in a day's work for Figueroa, it does make him happy to know he has made a difference.
"It makes my day," he said with a broad smile. "I go home and tell my wife all the stuff we do."
Read the full article at yumasun.com.
ADOT Leadership Classes scheduled and open for self enrollment on the ADOT Learning Center
LDR5102 - Transitioning from Peer to Boss
John Nichols, ADOT Deputy Director of Operations
| Date/Time |
Class Hours |
| 12/16/14 / 8:00 |
4 |
LDR5112 - Managing Employee Performance
| Date/Time |
Class Hours |
| 11/19/14 / 8:00 |
8 |
| 1/15/15 / 8:00 |
8 |
| 3/4/15 / 8:00 |
8 |
| 4/8/15 / 8:00 |
8 |
| 5/21/15 / 8:00 |
8 |
| 6/25/15 / 8:00 |
8 |
LDR6007 - Transactional Leadership
Timothy Tait, Assistant Director Communications
| Date/Time |
Class Hours |
| 1/29/15 / 10:00 |
2 |
LDR6011 - Coaching & Mentoring
Scott Omer, Deputy Director MPD
| Date/Time |
Class Hours |
| 2/4/15 / 10:00 |
2 |
LDR6015 - Transformation Leadership
Julian Avila, Government Relations
| Date/Time |
Class Hours |
| 3/11/15 / 10:00 |
2 |
LDR6019 - Building Interview Panels
| Date/Time |
Class Hours |
| 4/7/15 / 10:00 |
2 |
LDR6021 - Leading Change
Terry Conner, Director ECD
| Date/Time |
Class Hours |
| 5/6/15 / 10:00 |
2 |
Coming Soon from Corporate Training: "Targeted Selection"
Targeted Selection is a proven training program designed for hiring managers to develop the skills required to evaluate and integrate job-relevant data gathered during the interviewing and selection process to arrive at the best hiring decision. Classes start in January 2015.
Project Resource Office
ADOT is pleased to announce a new section within the Intermodal Transportation Division, the
Project Resource Office (PRO) for Development. PRO is located in room 297, in the Engineering Building at 205 S. 17th Ave., Phoenix, Arizona, and reports to Steve Boschen, Deputy State Engineer. PRO provides
project management support functions and expands service beyond Statewide Project Management to include Urban Project Management. In short, these include:
- Project Management (PM) Academy/ Training
- Process Mapping
- Project Development Process Manual (update)
- Process Improvement
- Scheduling
- On-Call Contract Management
- Project Review Board (PRB) Support
- Record Drawings
- Project Management Information Systems
The Project Resource Office was formally known as the Program and Project Management Section (PPMS). Jodi Rooney serves as the PRO Section Manager and she may be reached at 602-206-3524.
The Project Resource Office main number is 602-712-7015.
Meet the PRO staff:
Front row:
Joe Rodriguez – Transportation Engineer Specialist
Jodi Rooney – Section Manager
Karen Jim – Administrative Assistant 2
Arthur Magaña – Transportation Engineer Specialist
Lee Makler – Transportation Project Scheduling Specialist
Back row:
Seth Kaufman – Administrative Services Officer 4
Sean Murphy – Senior Lead Application Developer
Jeff Ross – Senior Lead Application Developer
Jennifer Catapano – Administrative Services Officer
state employee Education Fairs
Employees to engage with representatives from major universities, colleges and Vo-Tech schools about degrees and certificate programs. They will also receive details about financial aid opportunities.
Those who are interested can visit the State Employee Education Fair website to
pre-register.
Tucson Education Fair
Atrium of the Arizona State Complex Building
400 West Congress
Wednesday, November 5, 2014
11am - 2pm
Parking: There is a small surface lot located at the 400 W Congress building. If no parking is available, there is also a parking structure, run by the City of Tucson, located to the west of the 400 W Congress building. Please note: this structure charges a $1 hourly fee. The visitor entrance is located on the west side, south of Alameda Street.
Phoenix Education Fair
Wesley Bolin Memorial Park
Thursday, November 20, 2014
11am - 2pm
Parking: Any lot marked as "V" or "O" on the
map will be available. In addition, the ADOA parking garage (100 North 15th Avenue) will have the gate arms up from 10:00am until 2:00pm to help accommodate Ed Fair attendees.
Please ask your supervisory staff to be as flexible as possible in promoting attendance.
Management by walking around:
Management by walking around, popularized back in the '80s, may be making a comeback. One reason: For building rapport among team members, it beats emailing from behind closed doors. Dear Annie: My company did a round of 360-degree performance evaluations recently — the first time we've done this since I was promoted to management two years ago. The team of about 30 people reporting to me all had positive things to say about my work, with one exception: The written appraisal I received said they feel they don't run into me enough, outside of scheduled meetings, to ask spur-of-the-moment questions or get feedback about things that come up during the day. It's true that I am so swamped with my own work that I am stuck at my desk most of the time, although nothing prevents anybody from stopping by if they want to speak with me. Anyway, my boss wrote in my file that I should "do more MBWA." I had no idea what that meant, so I Googled it and found out it means "management by walking around". Okay, but how does it work? Do I just walk around and talk to people? It really sounds like a waste of time, not to mention a possibly unwelcome distraction for the staffers I'd be dropping in on. I must be missing something here, but what? — Puzzled in Pittsburg.
Dear Puzzled: Management by walking around (or MBWA), as you probably know from your Internet search, is the habit of stopping by to talk with people face to face, get a sense of how they think things are going, and listen to whatever may be on their minds. This was how founders Bill Hewlett and David Packard ran their eponymous computer company. After Tom Peters and Robert Waterman wrote about it in their 1982 blockbuster bestseller In Search of Excellence,
MBWA became a buzzword for up-close-and-personal management. Steve Jobs was the ultimate practitioner of this approach, taking it beyond Apple employees to customers, whose complaints or comments he often answered with a phone call. It may be that popping in on employees unexpectedly is, as you say, a distraction — but enthusiasts say the practice also yields real benefits. "Management by walking around really helps you be more visible, connect with employees and share ideas, and invite suggestions for doing things better," says Annie Stevens, managing partner at Boston-based executive coaching firm ClearRock.
Beyond the obvious advantages of keeping your own finger on the pulse of the organization, employees are likely to be more engaged and productive if they see you and speak with you frequently than if they don't. That might sound commonsensical, Stevens notes, but email has replaced ordinary face-to-face contact in many workplaces, so that some bosses have come to seem as remote and inscrutable as Oz behind his curtain. "There has been a tendency to manage employees via email, memos, and formal meetings," she says — partly because many managers feel (as you do) that they just don't have time to meet with employees informally, and partly because "younger and newly promoted managers" may never have learned the basics of MBWA. So, for bosses who would like to manage by walking around (rather than, as one wag put it, manage by walking away), Stevens offers this checklist of suggestions for doing it right:
1. Make MBWA part of your routine. Dropping in on employees' workspaces for an informal chat is most effective if you don't do it on any fixed schedule, since "you'll realize the greatest returns by seeing what is going on when people aren't prepared for you," Stevens says. But do plan for a bit of MBWA on your own calendar every day, if you possibly can, even if it's only for half an hour: "The more often you do it, the more beneficial it is."
2. Don't bring an entourage. MBWA works best as a continual stream of one-on-one conversations with individual employees. Bringing aides or assistants with you will probably just inhibit the discussion by making people more self-conscious or, worse, make them feel you're ganging up on them.
3. Visit everybody. As anyone might guess who's familiar with how office rumor mills get spinning, dropping in on some folks more often than others is likely to create the wrong kind of buzz. Try to spend roughly the same amount of time — not necessarily all in the same day or even the same week, but over the long run — with each person who reports to you.
4. Ask for suggestions, and recognize good ideas. "Ask each employee for his or her thoughts about how to improve products, processes, sales, or service," Stevens says. Then, if someone's idea leads to a positive result, make it known whose suggestion it was and show you're ready to give credit where it's due.
5. Follow up with answers. If you can't answer an employee's question off the top of your head, don't forget to get back to him or her with an answer later, Stevens suggests. Besides being common courtesy, it builds trust.
6. Don't criticize. Remember, you're on a fact-finding mission, with the secondary purpose of building rapport. To avoid undermining those aims, Stevens says, "If you find that an employee isn't performing his or her job correctly, don't attempt to change the behavior on the spot. Instead, make a note of it and address the problem at another time and in another setting. Clearly, MBWA takes some extra time and effort, but apart from any tangible payoff it might yield down the road, you might even find that you enjoy it. Stranger things have happened.
