Leadership Through Organizational Performance

1. Leadership Through Organizational Performance Dr. Rufus Glasper Dr. Jan Gehler Dorothy Sisneros, MS, MBA

2. A CHANCELLOR’S JOURNEY • Focused on Talent Management To bridge gap and build talent pool for future leaders • Aligned with ONE Maricopa • Deployed a trusted internal expert • Began with and supported willing participants • Discussion with Presidents individually • Explored similar process with CEC

3. SCC’s Outcomes • Established evidence of Employee Engagement through Noel Levitz survey • Created Employee Engagement Council • Recognized, empowered leaders as positive deviants • Reached beyond college to our communities • Raised innovation and excellence to prominence • Institutionalized collaboration and functional integration (ASA) • Creating a new culture • Linking CCSSE/NL/SENSE data to employee measures

4. Flashback • Facilitated Transition process • Conversation with Chancellor – he was open • Connected with internal expert and affirmed willingness to collaborate • Initially informal coaching • Explored questions I couldn’t answer • Affirmed that I needed assistance • Affirmed connection and established trust • Tailored process for SCC • Cabinet, Coaching, Team Learning, DiSC, K&P/LPI, Strengths, etc. • Research-based, rational approach aimed at substantive outcomes • Committed resources – time and budget

5. SCC’s Culture Today • Start a Movement (Simon Sinek and Daniel Pink) • Team is the college theme • Divisional work ongoing • Key Faculty leaders stepping up • Leadership engages via Visibility Walk-Abouts • We begin with traditions and rituals • Make time to reflect, redesign, recalibrate and recommit

6. Organizational Excellence … a pervasive culture of excellence… AS Employees AS Mgrs Admin. Services Counseling President Career Ctr Writing Skills Class SA Mgrs Student Affairs Int Ed Cabinet Advise. Admin Asst. Fine Arts Applied Science/HTCA HPERD Academic Affairs Inform. Tech (IT) LTeam Bus/Info Systems Library IT Tech IT Core Math/ Science Social/ Behavioral

7. Organizational Excellence … a pervasive culture of excellence… AS Employees AS Mgrs Admin. Services Counseling President Career Ctr Writing Skills Class SA Mgrs Student Affairs Int Ed Cabinet Advise. Admin Asst. Fine Arts Applied Science/HTCA HPERD (scheduled) Academic Affairs Inform. Tech (IT) LTeam Library Bus/Info Systems IT Tech IT Core Math/ Science Social/ Behavioral (scheduled)

8. Personal Reflections • College was waiting for me to lead. • There is no perfect time to start. • My leadership style did not match the needs of the college, so I had to adjust. • Being open, needing help is not being weak; it’s being smart. • Maintain a listening, thinking partner (external). • Question often, recalibrate, trust the process. • Early signs of cultural change emerge but takes 3-5 years to stick.

9. Organizational Performance Model

10. Create the Conditions • Alignment of mission, vision, values, goals, behaviors and conversations • Creating an infrastructure that supports doing our best work • Creating a culture that is driven from our guiding principles • Providing leadership that models the way, and • Identifying and developing talent

11. Application • Alignment – • Cabinet, LTeam, divisions and college • Common language and conversations and time • Burning platform, expectations, rituals • Right people, right seats • Infrastructure • Are we organized to do our best work? • If not, then what and how? • Data informed • Resources follow infrastructure - $$ show importance

12. Application • Culture • What did Jan want the culture to be? • Innovative, Civil, seamless, accountable, effective and team focused • Leadership • Empowered • Shared leadership • Transparent • Accountable • Quality • Talent • Do we have the right seats and the right talent in those seats • Talent mapping and movement • Fit into President’s vision

13. Process • Executive Team Development (Cabinet) • Coaching – team and individual • Assessments – LPI, DiSC, ACE, Talent Map, Strengths, Vital Friends, etc. • Leadership Team Development and Divisions • Team Learning • Not Organizational Development or a Workshop or Training

14. Lessons Learned • We went from being a collection of wise people to a team with collective wisdom • Facilitator was able to bring individual discussion into the collective • Talking and thinking partners with Cabinet • Asked questions that led to a new paradigm and individual roles in moving to a new level of performance • Requires time, trust, an external guide and hard work

15. Facing Forward “It’s not about what you did, but about what happened.”

16. Next Steps: Assessment Pause for your own personal reflection Use the model to guide the following questions: • It this the culture that will move my institution forward? • Are my team and institution aligned? Is there a shared vision and understanding by and for leadership? • Are we organized to do our best work? If not, then what? • Do I have the right leadership talent and resources to move the culture? • Can I do this? Do I have the stamina and can I be vulnerable? • Do I have access to the right Organizational Performance coach? Can I trust them to do the right thing and guide us?

17. Next Steps: Assessment On a personal level, ask yourself: • Am I performing at my peak? What evidence do I have either way? • If the environment is crazy, what part do I play in maintaining, fostering or creating it? • Do I have a thinking partner (not my spouse or mentor) i.e. the analyst’s analyst • What happens if I do nothing?

18. Call to Action • Process is a viable option for your organization and team • Three people you can call to consider the possibility • Be confident in taking the step to the next level • Remember we all enter the highway from a different level headed somewhere new. What is most important is the decision to BEGIN.

19. Questions & Answers

20. Thank YOU!