Leadership for the 21 st Century Land Grant University

1. Leadership for the 21st Century Land Grant University Jeffrey D. Armstrong Michigan State University ESCOP/ACOP Class 3 (Blue)

2. Leadership for the 21st Century Land Grant University • My perspective is based on experiences in / with: • Multiple states • Multiple universities • Multiple stakeholder groups and issues

3. Leadership for the 21st Century Land Grant University • Must be: • Change Oriented • Servant in Nature / Level 5 • Courageous & Bold • Optimistic, Disciplined & Ethical

4. Leadership To What End? For What Purpose?

5. Leadership To What End? For What Purpose? The Land Grant Mission / Covenant

6. Leadership To What End? For What Purpose? The Land (Global) Grant Mission / Covenant

7. What is the LG Covenant? • Higher education that embraces: • practical knowledge; as well as, • traditional scientific & classical studies • With values including: • Quality • Inclusiveness • Connectivity

8. Responsibilities / Expectations • Catalyst for realizing upward mobility • Economic development & quality of life • Listen and respond to society’s needs • Intellectual agenda for today and tomorrow • Assure that our value to society / people will continue to grow and to appreciate – no matter the circumstances

9. Federal State Local Storm vs. Climate Change Unique Challenges to Extension & Experiment Station

10. Leadership for the 21st Century Land Grant University “Our covenant with society is not about granting entitlements, it’s about providing opportunities.” President Lou Anna Simon, 2005 Inaugural Address, MSU

11. Creating Change • Change is difficult • Resistance to change is human nature • Comfort and Stability vs. • UNcomfort and INstability

12. Sustainable Communities, Agriculture and Natural Resources • Economically • Environmentally • Ecologically • Socially • Social responsibility in the food chain

13. Why People Resist Change • Out of their control • Why is this necessary? • The old way works! • They feel incapable of changing • Pain > Gain

14. Quotes • “Everything that can be invented has been invented” • Charles Duell, Commissioner of Patents, 1899 • “I think there is a world market for about five computers” • Thomas J. Watson, IBM, 1943

15. Quotes • “There is no reason for any individual to have a computer in his home.” • Kenneth Olson, Digital Equipment, 1977

16. Leadership for the 21st Century Land Grant University • Must be: • Change Oriented • Servant in Nature / Level 5

17. Willing to Accept Responsibility • Courageous vs. Conforming Leadership • Level 5 – “Good to Great” • Servant style leader

18. Level 5 Leadership • Personal humility/compelling modesty • Professional will/do what must be done • Their ambition is first & foremost for the organization • Set up their successors for success • Give credit to others & take personal responsibility when things go bad • Came from inside the company

19. “Low Ego Zone” You can accomplish anything in life provided that you do not mind who gets the credit HARRY S. TRUMAN

20. Communicate, Communicate, Communicate ….. • Drucker – 60% of all problems • Transparency – there are no secrets • Courage – be open and honest • Think “PR” / politics • No one thinks they have a communication problem • 2:1 rule – listen : talk

21. Coach ….. Andbe Coached! • Coaching is about enhancing performance not simply dealing with negative performance • How do you handle opposition? • Constructive criticism Vs. • Unwarranted or unjust criticism

22. Coach ….. And Be Coached! • How do you handle mistakes? • From others Vs. • Your own • How do you handle success? • What do you do to recharge?

23. Leadership for the 21st Century Land Grant University • Must be: • Change Oriented • Servant in Nature / Level 5 • Courageous & Bold

24. First Who – Then What:Hire and Promote the Best • Get the right people on the bus (share your values) • Draw a line in the dirt! • Hire people for who they are • Hire for tomorrow’s job • Bring on people that are different • Hire “team players” – we vs I • Think long term • Be prepared – keep it legal

25. Keep The Main Thing The Main Thing • Determining what is important is the easy part • Maintaining focus is the hard part • “Not to do” lists are more important than “to do” lists

26. Hedgehog Concept • Understanding what you can be the best at & what you can’t be the best at • Having a good competence not enough-can you be the very best • What drives your economic engine-what has the greatest impact on success • Only do those things that you can truly be passionate about

27. Be The Best You Can Be • Know yourself • Work on areas needing enhancement • Be honest • Set goals • Let go of the past • Avoid “Groundhog Day” • Be a lifelong learner • Don’t be afraid to stretch … take a chance

28. Time Management

29. How we do the things we do Main Things Right Example – run a productive and necessary meeting Main Things Wrong Example – waste two hours during an important meeting The things we do Wrong Things Wrong Example – waste everyone’s time at an unnecessary meeting Wrong Things Right Example – facilitate a great meeting that was not necessary

30. Address Interpersonal Conflicts • Molehills and mountains • Ignoring it doesn’t make it go away • 1 : 10 : 100 rule • “The significant problems we face cannot be solved at the same level of thinking that we were at when we created them” • Albert Einstein

31. Performance Groups • Super stars • Rewarded or abused? • Middle stars • Build confidence; feedback; coach for goals; catch them doing good things; find a mentor; create rewards • Falling stars • Must have the courage to confront performance issues

32. Leadership for the 21st Century Land Grant University • Must be: • Change Oriented • Servant in Nature / Level 5 • Courageous & Bold • Optimistic, Disciplined & Ethical

33. Half Full, Half Empty –On my way to the next glass! • “A pessimist is one who makes difficulties of his opportunities; an optimist is one who makes opportunities of his difficulties” • Reginald B. Mansell • Same situation viewed differently • Developing country – shoe market • “No market here. Nobody wears shoes.” • “Great market here. Nobody wears shoes.” • Same talk – two different reactions

34. Half Full, Half Empty –On my way to the next glass! • Unique aspects of LG System • Tough budgets! • Opportunity for leadership • Tough times put folks to the test • Departmental cultures • Impact of 1-2 negative or positive folks • Negativity spreads faster than e-mail • Impact of leaders

35. Three Keys to BeingA “Next Glass” Leader • Attack worry with purposeful action • Surround yourself with positive people • Continually look for the best in others … and yourself

36. Create a Culture of Ethics and Integrity • You must walk the talk • Treat others as you would want to be treated • Avoid “yes” people • Avoid the “everyone is super” pitfall • You can’t tell folks what they want to hear for very long!

37. Buckets and Dippers

38. Consider: • Are you and your organization changing with the rest of the world? • Is your view of the LG Mission modern? • What are your areas of excellence? • What will you subsidize? • What will you no longer do?

39. References • “Good to Great” – Collins • “Monday Morning Leadership” and “Leadership Courage” – www.cornerstone.com • 2005 Inaugural Address, Lou Anna Simon, President MSU president.msu.edu/speeches_pubs.html

40. Questions?