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<br /> <br /> <br />© 2025 Allies4Outcomes, LLC. Neuroscience-Informed Immersive Leadership Capacity-Building Model™ and all <br />content are copyrighted. All rights reserved. Do not use content, copy, distribute, or adapt without prior written <br />permission. <br /> <br />Furthermore, we assist leadership teams in integrating management and leadership functions, <br />provide effective coaching, and establish accountability pathways, all of which contribute to a <br />healthy, learning-focused organization. All leadership practices taught through the A4O model <br />are practical, tangible, and actionable - designed for leaders to apply immediately, refine over <br />time, and integrate into their unique leadership styles. The Immersive Capacity-Building Model <br />co-creates sustainable solutions tailored to the specific challenges leaders face, delivering both <br />immediate impact and long-term results. <br />Immersive Capacity-Building: A Learning Ecosystem <br />Grounded in implementation science, the Immersive Capacity-Building framework serves as the <br />connector between neuroscience and technical/managerial dimensions. It mirrors the continuous <br />quality improvement – or growth mindset – in DSS, HHS, and child welfare. This multi-tiered <br />approach ensures that learning is not a one-time event but an ongoing application, reflection, and <br />refinement process. This dynamic “learning ecosystem” ensures that leadership principles are <br />actively lived, practiced, continuously refined, and enriched through personalized one-on-one <br />executive coaching embedded in daily environments to provide real-time support and feedback. <br />The five phases of learning that create a learning ecosystem for workers, supervisors, and leaders <br />serve as a conduit for applying learning that is critical to both organizational and team success. <br />The five phases consist of Learning and Relearning leadership practices (one-on-one versus <br />monthly learning sessions), Observational Learning, Experiential Learning, Action Learning, and <br />Community of Learning and Practice. See below for definitions. <br />• Learning and Relearning: <br />o Team members attend a monthly learning session to learn 2-3 concrete skills, <br />including neuroscience-informed leadership and technical/managerial practices, <br />which they can apply the next day. <br />• Observational Learning: <br />o One-on-one observations, both in person and virtual (when applicable), to <br />magnify strengths, identify areas of growth, and develop a growth plan <br />o Modeling and Coaching: Providing leaders with opportunities to observe the <br />coach demonstrating a leadership practice and then practicing themselves <br />o Opportunity for Reflective Feedback, grounded in real-time environments. <br />o Practice Observations: The NC DHHS Leader, Supervisor, and Worker Practice <br />Standards observation tool helps provide feedback on strengths, areas for growth, <br />and growth plans. This is a transparent partnership with clear, concise, and open <br />communication loops. <br />• Experiential Learning: Practicing and Applying new Leadership Practices in Day-to- <br />Day Leadership and Management <br />Docusign Envelope ID: AC4C45CF-250D-4DE2-95AE-CF75873C779C