Walking the Talk— OD and Management Work at the Learning Center The Learning Center takes managing and organizational development work seriously. We believe that we must "walk the walk" if we are going to help others manage better. To that end, we undertake a variety of activities, and we try to experiment with new organizational development methods now and then. Here are some of the activities the Learning Center has done and, in some cases, continues to do, over the last three years. This list was generated by the staff of the Learning Center. For more detail on any of these activities or how to implement them in your department, email Deborah Stanley-McAulay at deborah.stanley-mcaulay@yale.edu. Management by example—Those in supervisory positions model the behavior they demand from their staff, things like promptness, taking responsibility, following through, consideration of others.... you know the drill. The practice of having the Learning Center staff participate in a community activity as a regular practice. I think that it is very important to our feeling of "team" and also makes us feel good as individuals "giving something back". The OD/Learning Center staff orientation is fantastic! The director is present which has an immediate impact on the level of expectations for the department. I would list the retreats: fun and strategic. Entire group is involved in strategic planning. Volunteerism, being 5% of our work time. Personal development at the C&T level. All department staff meetings held monthly. Sub-committees with diverse staff levels to work on problems affecting all of us. A general attitude of "Don't enable, empower." Everyone's involvement in all areas of responsibility. For example, everyone facilitates, serves as receptionist at the front desk,etc. The performance review process and form. Staff meeting process (including report out by individual groups as information sharing), posting the agenda for all to add... "Extras" such as exercise (I know that might be touchy, but just for a manager to recognize its importance), Salad Day, snow globes, etc. (Making work fun). Our flex-time policies and actual implementation of such policies. Encouraging education. Our past, present, and future team development activities including team staff meetings. Our organization structure chart. Clearly articulated and well-used mission, vision, and goals. The way we hire people: lots of interviews, both individual and panel. A standard form for interviewers to fill out. And a final sign off interview by the Director. One thing that I really like about the ODLC is the openness of the communication regarding items like budgets as well as the inclusion of everyone's thoughts on issues such as this one. I think both of those ideas might be helpful to others. Our obsession with good customer service.