From Start to Finish: Building an Executive Leadership Institute

1. From Start to Finish: Building an Executive Leadership Institute Presented by: College of Southern Nevada James McCoy – Associate VP of Student Success Jodie D. Mandel – Professor of Communication Dr. Vartouhi Asherian – eLearning Senior Analyst

2. Welcome! • “To lead the people, walk behind them.”—Lao Tzu-- • What does “good” leadership look like to you? • Is it possible to train leaders? • Do you think people want to lead? • Is there really a leadership crisis in higher-education? • What are your goals? • Who’s here? Administrators? Teaching Faculty? Aspiring Leaders? Other?

3. GOAL What does it take to build an Executive Leadership Institute at your college. From Vision to execution

4. Introductions • Jodie D. Mandel • Professor of Communication • Jodie.mandel@csn.edu • Dr. Vartouhi Asherian • Senior Analyst Department of eLearning • Vartouhi.asherian@csn.edu

5. College of Southern Nevada Facts • Founded in 1971 • Largest and most diverse college in Nevada /Multi-campus (3 major campuses and various satellites serving all of southern Nevada) • 4th largest Community College in the nation • Spreads over 42,000 square miles • About 40,000 students • 500 full-time faculty, 800 part-time • 200 degree and certificate options in more than 120 areas of study • 30 degree and certificate programs entirely online. • Achieving The Dream participating Institution

6. College of Southern Nevada Mission “The College of Southern Nevada creates opportunities and changes lives through access to quality teaching, services, and experiences that enrich our diverse community”

7. Benefits of Panel We hope that after today, your interest will be sparked and you might think about creating an ELI at your own college or sharpen the one you already have.

8. Preview of Presentation: • Leadership Crisis/Need • The Vision • Planning and structure • Assessment and evaluation • Benefits • Personal and for the institution

9. Is There a Crisis in Leadership? • Rising to the Challenge: Learned from Guilford Technical Community College, Edited by Roueche. • Leadership succession • Tidal wave of retirement/Are we prepared? • Addressing gaps and identifying needs • Providing opportunities for growth Reference: Preparing for leadership succession http://www.communitycollegetimes.com/Pages/Campus-Issues/Preparing-for-leadership-succession.aspx

10. Executive Leadership Institute Mission and Vision • The CSN Executive Leadership Institute (ELI) is a comprehensive 48-hour professional development program conducted by content experts within higher education and from the private sector. Scholars will enhance their leadership knowledge and skills to prepare for potential high-level advancement.

11. Planning We have a need and a vision. What now? • Leadership Models – • Budget • Class Size • Topics • Time commitment /Number of sessions • Eligibility • Application expectations • Advertising • Participant selection • Program execution - details

12. Leadership Model/ Guiding Principals The basic guiding principles are based upon the American Association of Community College (AAEC) Competencies for Community College Leaders. The 6 AACC Competencies for Community College Leaders are: • Organizational Strategy • strategically improve the quality of the institution, protects the long-term health of the organization.

13. Competencies (cont.) 2- Resource Management • Sustain people, equitably and ethically, processes, and information as well as physical and financial assets. 3- Communication • Use clear listening, speaking, and writing skills to engage in honest, open dialogue at all levels of the college and its surrounding community. 4- Collaboration • Develop and maintain responsive, cooperative, mutually beneficial, and ethical internal and external relationships that nurture diversity.

14. Competencies (Cont.) 5- Community College Advocacy • understand, commit to, and advocate for the mission, vision, and goals of the community college. 6- Professionalism • work ethically to set high standards for self and others, demonstrate accountability to and for the institution. http://www.csn.edu/pages/3914.asp

15. Budget President’s operating and/or hosting fund $10,000

16. Topics 2011-2012 • Orientation • ELI for CSN; Why now? • Leading a System of Higher Education: The Various Dynamics of Leadership • Leadership from the Inside out: An Exploration of Organizational and Personal Values in Leadership - Using these values to anchor leadership efforts. • Higher Education Boards and Governance • Legal Issues in Higher Education • Higher Education Finance in Nevada • Public Relations and the Media: Executive Presence, Presentation Skills, and Media Handling • Capstone Session: What do I do with all of this?

17. Time commitment – 48+ Components • Group Learning Sessions:Orientation + 8 sessions • Assessments: • Myers Briggs • Strength finder • Reflections:Journaling / discussion forums • Facilitation-Mentoring: • Job Shadowing:

18. Eligibility • Eligibility: • Employment for a minimum of three years in higher education • Consecutive positive evaluation ratings for the last three years • Demonstrated potential based on NSHE and CSN leadership competencies • Minimum master's degree and/or any other qualifications required for the next level position • A current title of Associate Vice President, Dean, Director, Department Chair, Professor, Lead Faculty, or Program Manager.

19. Application: April - July • Complete the application http://www.csn.edu/pages/3925.asp provide the following information: • Three-page summary of resume or curriculum vitae. • Two recommendations supporting the application, one of which should be from your immediate supervisor. • Responsibilities in any of the following areas: (partial list) • accreditation activities. • Departmental activities • coordinate CSN employees activities. • Studies and analyzes departmental needs for basis of program development. http://www.csn.edu/pages/3924.asp

20. Advertising • Utilized various internal communication modes

21. Participant SelectionAugust • President appointed a committee to evaluate the applicants. • Committee rank ordered the applicants and submitted their recommendation to the president

22. Program Execution • Vice president’s administrative assistant was instrumental in coordinating the details such as: • Food • Rooms • Letters • Accommodations

23. Assessment/Debriefing • Luncheon/Awards • Surveys • Essays • Informal discussion with President of college

24. Self Evaluation Likert Scale Statements: • I have interacted with and gained insight from leaders in various fields related to the mission of the community college. • I have an increased awareness of the local, state, national and global contexts within which the college will function in the 21st century. • I have an increased understanding of specific ways in which the larger environment may affect the college in the pursuit of its mission.

25. Self-Evaluation continued: • I have developed an increased self awareness as a leader and an understanding of my leadership style. • I have a better understanding of the organizational structure and organizational culture of the institution. • I have increased my knowledge of resource allocation, budgeting, and finance.

26. Self-Evaluation continued: • I feel that I am part of a collaborative network of problem solvers. • I have gained insights that will be helpful to me. • I have gained a deeper understanding of the college mission, vision and values.

27. Benefits to Participants • Jodie Mandel: -Multiple opportunities (Chair, Lead Faculty, Senate Chair, Conferences) -Current position • Dr. Vartouhi Asherian -

28. Changes Year 1 to Year 2 • Program coordination • Went green • Using ANGEL for content delivery materials • Discussion online • Additional assessment – Strength Finder • Speaker and topic changes additions • Case study • HR focus • Recognition

29. Topics Covered

30. Questions