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More willingness from leaders to make statements about what we value and stand for. And to take risks.

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The following comment under 'I have a clear understanding of what is expected of me' applies here too: Periodic effort to revisit job responsibilities and duties. And make transparent what processes/resources are available to rectify compensation if a role has changed significantly from their original job description.

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Modify frequencies of review processes according to needs of the unit - annual reviews may be useful to some teams; other teams may benefit with a 6-month review.

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I think the underlying question here is "do I feel seen?" We may not need your Middle Ages history knowledge at the next staff meeting, but allowing that to be a part of my whole self while I'm at work will change the way I do my job.

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Create opportunities for feedback/dissonance/lack of agreement in meetings.

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Incorporate more structured, regular feedback of performance from team members in addition to supervisors

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Team check in to gain awareness of our team's strengths to improve collaboration

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Increased number of in person activities within units to create stronger personal connection and trust.

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Creating a standard expectation/team culture that allows for a diversity of thought and differing opinions, while still holding ourselves accountable to repair any harm

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Clarify timeline of TLT roles and identify realistic expectations regarding transition into a career service role. Encourage employees to apply for other career service roles or apply for positions outside of the county.

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Utilize the annual review process to identify expectations and goals

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Create an internal section mentorship program - folks outside your own team to mentor and create internal support

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Maybe sometimes this can be taken advantage of... capacity of staff is sometimes stretched way to thin, so how do we respect the boundaries of the individuals.

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Develop a template for an IDP (individual development plan) for identifying current expectations, areas for growth, and opportunities for training

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Reiterate the commitment/expectations that people can and should make time for professional development on a regular basis and they are supported in that

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Having a clarifying document of roles and responsibilities of positions within the County to help staff understand how to move into those positions.

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Provide time (funding for time) to utilize skills outside of one's specified job skillset

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Move people from TLT to career services positions faster; shorten the timeline on the hiring process

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Move to fill career service positions faster, its hard to think about your own career goals as jobs are getting cut and funding is an issue

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The same roles can look quite different across the section. Create section-wide opportunities for cross-team collaboration and sharing of practices in similar categories of work.

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Periodic effort to revisit job responsibilities and duties, do they reflect the intent of what was hired for. Does the person feel as though they are in the role they thought they were hired for.

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Make more transparent how promotions or classification processes operate in King County

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Previously joined a strengthsfinder retreat where we took a test and figured out how we can use everyone's strengths to perform better as a team (linked)

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Learn how the CliftonStrengths assessment -- formerly StrengthsFinder -- empowers organizations, managers and millions of people to succeed.

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A clear conversation and opportunity to revisit what are the roles, responsibilities, and classification of personnel through the division in order to be realistic to what has changed and what is now expected.

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Have a session for folks who do not feel this way, and come up with clear reasons why and then addressing that directly.

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Career mentors and guides to help navigate our career goals within King County.

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section meetings help to promote getting to know manager's manager and build a better sense of community

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Offer management training and opportunities to practice management skills to non-managers (i.e. manage students)

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Offering non-leadership, or non-management staff the opportunity to go to conferences or trainings

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Create clear career pathways - particularly for non-managerial staff into management positions.

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Curiosity exercises and training to practice showing curiosity and training in radical listening skills.

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Intentionally providing opportunities for staff to express ideas and opinions through leadership. Such as facilitating. Creating projects that give staff those opportunities.

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Prioritize additional ongoing training for folks.

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Providing offerings for professional development in different arenas that may not be as related to your current role but is an area of interest to the person

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More section building events such as the picnic! I would be more comfortable talking in larger groups if I had better familiarity with everyone in our section

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Creating working agreements as a division/section and reading those off before meetings, like a preamble, to have a shared understanding of how we can navigate and feel emotionally safe in the space together.

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Dedicated platform or survey to provide suggestions or thoughts to leadership from staff (possibly anonymous)