Wisconsin Leadership Development Institute Mid-Year Interim

1. Wisconsin Leadership Development Institute Mid-Year Interim Facilitators: Jim Plog, Director of Staff and Organizational Development Jim Begotka, Faculty and Staff Development Coordinator

2. Workshop Outcomes • Acquire perspectives on leading from the middle • Enhance leaders’ awareness of change dynamics • Ascribe to the value of an Ai paradigm • Describe key components of career development • Value the impact of ongoing professional development related to career options • Leverage the portfolio as a tool for career development

3. Leading from the Middle

4. What is Leadership? • “Leadership is influence processes affecting: • the interpretation of events for followers, • the choice of objectives for the group or organization, • the organization of work activities to accomplish objectives, • the maintenance of relationships and teamwork, • and, the enlistment of support and cooperation from people outside of the group or organization.” Yukl, 1994 Influence is often viewed as the essence of leadership

5. Five Areas Crucial to Organizational Performance See the Handout

6. Leading from the Middle

7. Leading from the Middle Influencing Leadership Vs. Management Credibility Followership Change Transformational Leadership Model

8. Leadership Credibility • Like a bank account, you can make deposits and withdrawals via actions • Credibility enables leaders to get followers to do extraordinary things in an organization • Can’t bring about change unless perceived as credible

9. Employee Committed Engaged Effective Exemplary The Role of Followership • Not submissive – Active – Supportive and committed • Followers occur as a natural condition of organization • Followers have a power as trusted servant (Servant Leadership)

10. Developing Credibility • Challenge the process • Search for the opportunities • Experiment and take risks • Inspire a shared vision • Envision the future • Enlist others • Enable others to act • Foster collaboration • Strengthen others • Model the “Way” • Set the example • Plan small wins • Encourage the Heart • Recognizing individual contribution • Celebrate accomplishments

11. When Change Requires Transforming an Organization • Transformational Principles Include: • Establishing a sense of urgency • Creating a guiding coalition • Developing a vision and strategy for change • Communicating the change vision • Empowering employees for broad-based action • Consolidating change

12. The Change Oriented Model for Transformational Leadership • 3 Components: • Intellectual stimulation • Charisma and Inspiration • Individual considerations • Compelling Questions: • What aids my professional development? • How do my relationships advance professionalism? • What help do I offer in other’s professional ties?

13. If this glass represented CHANGE, how do you see it?

14. Let’s assess the environment somewhat… • How prevalent is change? American society will face more change in the next 5 years than has occurred in all of the past 100 years.

15. The Forces for Change . . . "To exist is to change. To change is to mature. To mature is to go on creating oneself endlessly" - Henri Bergson

16. Change a Little “Closer to Home” • 40-60% of the current WTCS Faculty and Staff are expected to retire within the next 3-5 years • Questions loom closer and closer as to how Districts will strategically address the following: sustaining growth, controlled medical care costs, promoting wellness, reducing waste in processes, outsourcing, an increasingly higher percentage of the budget being compensation and benefits, exploration of other non-tax funded revenue streams • Under-prepared learners on the increase • Learners utilizing WTCS as a short stop for inexpensive transfer of Gen Eds to other colleges What do you see on the Change radarscreen??

17. Change, Schmange – So What? • Change will impact the environment • Change will impact YOU – personally • Change will impact your organizations • Change will involve both opportunity and demise As you LEAD FROM the MIDDLE, you personally will develop your own coping skills and management of change. You will also have opportunity to influence your followers/contributors’ perspectives on the changes? Yes or No?

18. The Emotional Journey of Change STABILITY Looking Forward Looking Back From: From: Leading Change Training Leading Change Training, Jeff & Linda Russell, ASTD Press, 2003 Chaos

19. Characteristics ofComfort and Control • Comfortable • Safe • Everything’s fine • Happy • Satisfied • No problems • Positive • Rewarding • In control • I’m okay, you’re okay! People feel comfortable, safe, and in control. They are working hard — but often on the wrong things. From: From: Leading Change Training Leading Change Training, Jeff & Linda Russell, ASTD Press, 2003

20. Characteristics of Fear, Anger, and Resistance • Frustration • Anger • Fearful • Betrayed • Upset • Confused • Challenged • Hostility • Anxiety • Self-doubt • Lost • Dazed People feel frustrated, angry, and fearful about the change. Performance deteriorates. From: From: Leading Change Training Leading Change Training, Jeff & Linda Russell, ASTD Press, 2003

21. Characteristics of Inquiry, Experimentation, and Discovery • Confused • Questioning • Hopeful • Opportunity • Frustrated • Disappointed • Challenged • Half-way there! • Making progress • Going in all directions at once! • Searching for solutions • Exciting! • Innovation/creativity People want to make the change work — on their terms as well as those of the organization — but they don’t have clear answers. From: From: Leading Change Training Leading Change Training, Jeff & Linda Russell, ASTD Press, 2003

22. Characteristics of Learning, Acceptance, and Commitment • Now I know! • Energized • Success! • We made it! • Relief • Wow! • Self-confidence • Satisfied • Comfortable • What’s next? People are focused on and excited about the future. They begin working together to accomplish the change vision. From: From: Leading Change Training Leading Change Training, Jeff & Linda Russell, ASTD Press, 2003

23. Getting Stuck in the Journey      From: From: Leading Change Training Leading Change Training, Jeff & Linda Russell, ASTD Press, 2003

24. Change Readiness Survey • “Every human trait comes with plusses and minuses. Too much passion, for instance, can overcome common sense. Too little can lower motivation.” Author unknown • You are looking for an optimal range of 22-26 for each dimension

25. Has anything “changed” from an hour or so ago?

26. Appreciative Inquiry • Appreciative Inquiry involves both a process and a mindset of implementing positive change • Applying an Ai mindset to implement positive change impacts leadership by: • channeling efforts and energy to gain greater productivity levels • Building more and better relationships

27. Component #1 – The Dialogue • A fundamental component of Appreciative Inquiry is the ongoing platform to engage in dialogue. How is this done? Posing questions – Inquiry for the purposes of learning about and establishing the desired future.

28. Component #2 The Process of Creating the Desired Future • A variety of collaborative tools are utilized To harness a positive energy channeled by leaders and contributors to gain and sustain greater productivity and innovative means of developing a desired future

29. Five Generic Processes of Appreciative Inquiry* 1. Choose the positive as the focus of inquiry Definition 5. Innovate and improvise ways to create that future 2. Inquire into exceptionally positive moments Design & Destiny/Delivery Ai Discovery 4. Create shared images of a preferred future 3. Share the stories and identify life-giving forces Dream

30. Challenge yourselves with this compelling question: Do you believe it when you see it? OR, Do you see it when you believe it?

31. Inquiry • How is change viewed within your technical college’s culture, the “real” culture, meaning the culture consisting of values and vision truly embraced and evident in behaviors of leaders and contributors on a daily basis?

32. Career Development • The Leadership Career in Focus • Personal growth and life achievements • Career mobility for “fit” and harmonizing needs • What are your OPTIONS?

33. Gaining Experience Focus with Impact Career Focus Experience The Leadership Career Window of Opportunity to Develop Focus

34. Long and Winding Road Career and Life Stages Activity: ID your milemarkers A Long and Winding Road

35. Farren, Caela, WORKPOWER Facilitator’s Manual. 1996.

36. Farren, Caela, WORKPOWER Facilitator’s Manual. 1996.

37. Values…and Satisfaction • Values are those ideals we prize, cherish, or esteem. Those beliefs we hold as extremely important. They give meaning to our lives. “Ultimate satisfaction (in work and life) comes from living and working in harmony with our values.” Caela Farren, Author of WORKPOWER

38. Farren, Caela, WORKPOWER Facilitator’s Manual. 1996.

39. Farren, Caela, WORKPOWER Facilitator’s Manual. 1996.

40. Speculations for the Future Implications Future Trends

41. Ongoing Professional Development • “Sharpening the Saw” • Strategic planning and your career • Developing Skills, knowledge and ability • WLDI – Congrats on a major step forward • Building bridges with others (networking) • IPDP • League of Innovation and Chair Academy Conferences • What’s happening around the state? • State Professional Development Committee • http://online.nwtc.edu/stateprofdev • WTCS Certification and eTech WTCS Certification Collaboration Project • http://www.etechcollege.com/faculty_certification.php

42. Portfolios • A shared experience: From boxes of stuff, to hard copy portfolio to electronic to web-based • Portfolio is a collection of artifacts or materials representative of your work and personal attributes. Artifacts serve as the documentation of the skills, knowledge and ability you possess. • Wisc-onlinehttp://www.wisc-online.com • IWebFolio

43. Changes in Latitudes, Changes in Attitudes, Nothing Remains Quite the Same