NCCCLP Assignments for February to Be Completed Prior to the Session

1. NCCCLP Assignments for February to Be Completed Prior to the Session • Individual Assignments: • Review the article “Issues in Community College Governance” as background to prepare yourself for the panel discussion on Governance conducted by three presidents. This is a wonderful opportunity for you, so please have some questions ready to ask the presidents during the panel Q&A session. • Use the PowerPoint entitled “Emotional Intelligence PPT for Homework Preparation” to introduce yourself to the components of the Emotional Intelligence framework and to create your own case study.Instructions can be found on the first page of that PowerPoint. • Using this PPT entitled “Emotional Intelligence Handouts”, complete the Emotional Intelligence Competency Evaluations on pages 9 and 10. • Using the PPT entitled “Emotional Intelligence Handouts”, complete the Managing Emotions worksheets on pages 12-13. • Print, read and bring to the retreat the In-Basket exercise listed under Handouts on the webpage. Be ready to tell how you would prioritize the 10 items and why. • OPTIONAL: If you have an ethical situation that you would like to have addressed when we talk about Leadership and Ethics please send this to Pat by Feb. 15. • Team Assignment: • Have your team indicate where it will cut to revert 2% of your Ideal Community College budget. In a one page document, discuss how your team made these cuts. What influenced your decisions? • . February Session p. 1

2. Session Competencies Define Governance. Identify the internal and external impacts on governance in community colleges. Discuss leadership ethics guidelines. Use Goleman’s Emotional Intelligence (EI) model to assess emotional intelligence areas for improvement. Explain the relationship between stress, emotion and emotional intelligence. Create a case study to aid in identifying emotions and to practice strategies to improve emotional intelligence. Identify positive and negative coping strategies. Apply Feldman’s PaRC method to handle stress situations. Prioritize community college situations and give reasons why. February Session p. 2

3. Governance and Leadership Ethics North Carolina Community College Leadership Program Davidson County Community College February 20-21, 2014 February Session p. 3

4. Governance Panel Notes February Session p. 4

5. Leadership Ethics Notes February Session p. 5

6. Emotional Intelligence North Carolina Community College Leadership Program Davidson County Community College February 20- 21 2014 February Session p. 6

7. What is Emotional Intelligence? • The dimension of intelligence responsible for our ability to manage ourselves and our relationship with others. • E. I. equals: • _______________Competence +_____________Competence • Source: Goleman, D. 1998. Working with emotional intelligence. Bantam Books, New York, NY What Employers Want Listening and oral communication skills. Adaptability and creative problem solving skills. Personal management, confidence, motivation to work toward goals. Group and interpersonal effectiveness, cooperativeness and teamwork and skills at negotiating differences. Effectiveness in the organization, wanting to make a contribution and leadership potential. Competence in reading, writing and math. Source: Goleman, D. 1998. Working with emotional intelligence. Bantam Books, New York, NY Reflect: What skills do employers want in new employees that are directly related to Emotional Intelligence? February Session p. 7

8. The Emotional Intelligence Framework • PERSONAL COMPETENCEHow we manage ourselves • Self Awareness • Knowing one’s internal states, preferences, resources, and intuitions • Self-assessment – Knowing one’s strengths and limits • Self-confidence - A strong sense of one’s self-worth and capabilities • Understanding emotions – Recognizing one’s emotions and their effects • Self-Management • Managing one’s internal states, impulses, and resources • Achievement drive – Striving to improve or meet a standard of excellence • Adaptability - Flexibility in handling change • Initiative - Readiness to act on opportunities • Integrity – Adhering to moral and ethical principles • Optimism - Persistence in pursuing goals despite obstacles and setbacks • Responsibility - Taking responsibility for personal performance • Self-control - Keeping disruptive emotions and impulses in check • Trustworthiness – Maintaining standards of honesty and integrity • SOCIAL COMPETENCE • How we handle relationships • Social Awareness • Awareness of others’ feelings, needs, and concerns • Understanding others - Sensing and caring about others’ feelings & perspectives • Developing others - Sensing others’ development needs and bolstering their abilities. • Service orientation - Anticipating, recognizing and meeting customer needs • Leveraging diversity - Cultivating opportunities through different kinds of people • Relationship Management • Adeptness at inducing desirable responses in others • Change catalyst – Initiating or managing change • Collaboration and cooperation - Working with others toward shared goals • Communication - Listening openly and sending convincing messages • Conflict management - Negotiating and resolving disagreements • Influence – Using effective tactics and techniques for persuasion and desired results • Team capabilities - Creating group synergy in pursuing collective goals • Visionary Leadership - Inspiring and guiding individuals and groups February Session p. 8

9. The Emotional Intelligence Competencies Self-Evaluation February Session p. 9

10. The Emotional Intelligence Competencies Self-Evaluation February Session p. 10

11. Emotional Competence and Leadership • “Leadership aligns people around a shared objective. It is about influencing others to work cooperatively, constructively, and with mutual trust to confront and resolve difficulties and differences.” Daniel Felman • Some Opinions: • Personal and “people skills” are crucial to becoming an effective leader. • Leaders understand the emotions they take to work. • Leaders who respond with careful thoughts and facts make better decisions. • Leaders let their emotions inform them rather than deform them. • Leadership is all about influence. • The PaRC Formula – strategy to apply the skills of emotional intelligence • Pausebefore reacting • Suspend action temporarily • Allow yourself to be deliberate • Reflecton the “what” and “why” of the feelings • Identify the emotions in yourself or others • Understand the “why” behind the emotions • Choose the appropriate thought or action • Act with the knowledge of your reflection • Think or act in a way that makes your situation work • Source: Feldman, D. A. 1999. The handbook of emotionally intelligent leadership: Inspiring others to achieve results. Leadership Performance Solutions Press. p. 48 “People who learn to control inner experience will be able to determine the quality of their lives, which is as close as any of us can come to being happy.” --MihalyCsikszentmihalyi February Session p. 11

12. Emotional Intelligence Exercise: Choosing to be Emotionally Intelligent • Managing Overwhelm: • One of the most common symptoms of stress new leaders face is being overwhelmed. We as leaders frequently over commit ourselves. Becoming overwhelmed tells us that we’ve lost control of our lives. We may think to ourselves “If one more thing goes wrong, I will scream!” Describe how you as leaders can rescue yourselves from the grasps of “overwhelm” by identifying some new behaviors and new thoughts. • Example:Discover time savers: --Keep an errand list so you can do all things in one trip. • Example:Take a mental vacation: --Just 10 minutes can take you to a safe place. • I can choose the following new behaviors and/or thoughts (2): • Managing Resentment/Anger • Anger and resentment can really take a grip on our lives if we let it. Leaders can choose to pause and decide what to do next instead of lashing out impulsively. Leaders need to think if it is worth it to release the anger/resentment and whether they will regret it later. Describe how you as leaders can rescue yourselves from the grasps of “resentment/anger” by identifying some new behaviors and new thoughts. • Example:Exercise: -- Reduce anger-fueling hormones in your body. • Example:Reframe: -- Look at the problem or source of your anger/resentment from a different perspective. • I can choose the following new behaviors and/or thoughts (2): Source: Downing, Skip. On Course. (2010). Chapter 8: Developing Your Emotional Intelligence. Exercise adapted from a Workshop at DCCC 2010 February Session p. 12

13. Emotional Intelligence Exercise: Choosing to be Emotionally Intelligent • Managing Sadness/Depression • It is important as Leaders to recognize the difference between healthy sadness and unhealthy sadness. Fully grieving the loss of someone or something dear is imperative. But if our sadness lingers and keeps us in a dark, deep place and we begin to feel helpless, that is when we need help. Describe how you as leaders can rescue yourselves from the grasps of “sadness/depression” by identifying some new behaviors and new thoughts. • Example:Laugh more: --Rent a funny movie, or visit a funny friend. • Example:Focus on the positive: -- Identify your blessings and successes. • I can choose the following new behaviors and/or thoughts (2): • Managing Anxiety/Fear • Leaders become conscious of anxiety/fear through signals of their body, increased pulse rate, butterflies in stomach, and changes in breathing. Leaders can’t afford the time to constantly worry and must overcome fear of anxiety when making decisions. Describe how you as leaders can rescue yourselves from the grasps of “anxiety/fear” by identifying some new behaviors and new thoughts. • Example:Relaxation methods: -- Slow down and don’t spend so much time obsessing over issues. • Example: Visualize success: --Create a mental picture of yourself being a success at what is worrying you. • I can choose the following new behaviors and/or thoughts (2): Source: Downing, Skip. On Course. (2010) Chapter 8: Developing Your Emotional Intelligence. Exercise adapted from a Workshop at DCCC 2010 February Session p. 13

14. Strategies for Promoting Emotional Intelligence February Session p. 14

15. Stress and Balance Notes February Session p. 15