Impact Leadership 2004: Phase IV, An Executive Seminar Series for Top-Level Leaders NDLI 2004
Designed for top-level leaders and teams of leaders who are working on justice initiatives within a program, the community, or within the justice system, this highly interactive training seminar focuses on developing a high impact campaign. Defender leaders will learn to develop a shared vision, identify the most effective organizational infrastructure and personnel needed to move the ini
Nuts & Bolts of Leadership & Management NDLI 2004
New defender leaders will get the most from this program that focuses on the managerial aspects of operating any public defense system. Topics include: good management in a changing world; dealing with managerial challenges; effective communication and productive meetings; coaching and evaluating for improved performance. Through individualized coaching in small working groups, part
New Leadership: Innovative Skills and Strategies for Effective Public Defense Leadership NDLI 2006
This innovative leadership conference is designed to help you: identify your personal leadership strengths; understand and apply effective leadership practices; generate an action plan for your personal leadership development; articulate a leadership vision grounded in your persosnal and organizational values; appreciate and effectively communicate with varied working styles; understand the imp
New Leadership: A Defender Conference on Building Leadership and Political Outreach Skills NDLI 2002
Effective leadership requires coalition-building around a shared vision within an organization. Innovations in public defense leadership and management require internal buy-in as well as external outreach strategies. This training program is designed to help defender leaders build more support -- both inside and outside the office -- for improved public defense services. This
Nuts & Bolts of Leadership & Management NDLI 2002
New defender leaders will get the most from this program that focuses on the managerial aspects of operating any public defense system. Topics include: transforming the theory of defense for managers; dealing with managerial challenges; effective communication and productive meetings; coaching and evaluating for improved performance; and managing risk. Through individualized coachin
Impact Leadership: Leading Change: Vision, Empowerment, Action NDLI 2005
Leading change is one of the greatest challenges a public defender leader faces. Whether we are implementing a new policy, undertaking a community initiative, or responding to legislative or fiscal realities, managing change is a part of every defender leader's professional life. Understanding the dynamics of change, comprehending why people resist change, and developing effective s
Nuts & Bolts of Leadership & Management NDLI 2006
Outstanding trial skills don't automatically translate into outstanding managerial skills. A good trial lawyer can, however, learn skills to use in supervising colleagues and managing staff. This training seminar offers a unique opportunity for defender leaders to step away from their offices, learn these skills, and apply them to their individual management challenges in a supporti
Impact Leadership: Strategy & Messaging in the Key of D NDLI 2007
In this highly interactive program, participants will learn how to take an idea, proposal, project, or leadership initiative and develop a strategic communications campaign. Designed for the most senior leadership of any public defense system, work on the Leadership Initiative you bring to this program will allow you to strengthen your core leadership and communication skills and then app
Nuts & Bolts of Leadership & Management NDLI 2008
Learn to incorporate the theory of management mindset into your daily activities and decision-making moments, to provide better service to clients. Bring your management challenge to work on throughout the conference. With individualized coaching provided by experienced public defender managers in small working groups, you will apply the skill sets taught in the plenary ses
Nuts & Bolts of Leadership & Management NDLI 2010
Odds are that you became a supervisor of others because you were an excellent trial attorney. Yet helping other attorneys to achieve the best outcomes for their clients requires different and additional skills -- skills you were not taught in law school. And, as you move into management levels in your public defense system, you are called on to engage with the public