the journal, summer 2012

I N S P I R A T I O N F O R C I V I C L E A D E R S H I P I N K A N S A S VOLUME 4 - I S SUE 1 - SUMMER 2 0 1 2 $10.00

THEJOURNAL

JournalSummer12FINAL2:Layout 1 12/28/12 5:03 PM

KANSAS LEADERSHIP CENTER BOARD OF DIRECTORSKaren Humphreys, ChairEd O’Malley, President/CEOGreg Musil, Vice ChairConsuelo SandovalDavid LindstromCarolyn KennettReggie Robinson

PERMISSIONSAbstracting is permitted with credit to thesource. For other reprint, copying, reproductionpermission or subscriptions, contact Mike Matsonat [email protected].

KANSAS LEADERSHIP CENTER300 North Main, Suite 100Wichita, Kansas 67202316.712.4950www.kansasleadershipcenter.org

PHOTOGRAPHYJeff Tuttle Portrait Photography220 N. Terrace Wichita, KS 67208316.706.8529 jefftuttlephotography.com

PAINTINGSDon [email protected]

GRAPHIC DESIGNClare McClaren/luxedesign816.868.9825

©2012 Kansas Leadership Center

The Journal is published by the Kansas Leadership Center,which receives core funding from the Kansas Health Foundation.With a mission to foster civic leadership for healthier Kansas communities,KLC is unique in the field of leadership development due to its focuson civic leadership, statewide scope and robust funding source. KLCstrives to deliver world-class leadership development experiences forKansans by Kansans. Its initiatives are designed to inspire, educateand connect people from all areas of civic life, including business,government and nonprofit organizations.

KLC MISSIONTo foster civic leadership for healthier Kansas communities

KLC VISIONTo be the center of excellence for civic leadership development

JOURNALTHE


O F K A N S A S C I V I C L E A D E R S H I P D E V E L O P M E N T V O L U M E 4 - I S S U E 1 - S U M M E R 2 0 1 2

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CONTENTS

Welcome to the New Journal By President/CEO Ed O’Malley. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Letters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Cover Story: Two Governors, two parties, one topic: Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

The Leadership Library . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

In Memory . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

$1.7 Million KHF Grant Opens Doors . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Shared Dreams By Jamie Crouse . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

The Power of Civic Leadership Coaching By Julia Fabris McBride . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Leadership That’s Good for the Soul By Mark E. McCormick. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Explain it to me like I’m a Third-Grader Demystifying the state budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Dispatches . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

(Not) Giving Ground:

A KLC Alum Shares Tough Lessons About Working Across Factions By Chris Green . . . . . . . . . . . . . . . . . 40

The Changing Face of Civic Leadership in Our Communities By Sheersty Stanton . . . . . . . . . . . . . . . . . . . . 50

The Fuse: Information and Inspiration about KLC Alumni . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

Column: Fly Like Eagles . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Alumni Profiles . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56

Alumni on the Move . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

“Get the Picture” Photo Collage of KLC programs By Keshia Ezerendu . . . . . . . . . . . . . . . . . . . . . . . . . . 62

The KLC Calendar . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

The Leadership Laboratory . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

The KLC Commentary Service . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74

Darrell Hamlin: Kansans need a shared purpose to guide state. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Ed O’Malley: Leading an outside organization requires a different style than your business. . . . . . . . . . . . . . 76

Mark E. McCormick: Civic leadership isn’t about being popular . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78

News from the Front Lines . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

Special Guest Feature: Dr. Roz Diane Lasker: Engaging Unusual Voices . . . . . . . . . . . . . . . . . . . . . . . . . . . 82

Poem: The Quickening . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90

The Back Page By Mark E. McCormick . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92

At Age 5, We’re Still Working Toward “Someday”

By President/CEO Ed O’Malley . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Letters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Kansas in Question . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Coaching: Unleash Your Hidden Leadership Talent

By Julia Fabris McBride . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Board Leadership

By Polly Basore . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Open Letter to a Young Professional

By Ed O’Malley . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

The Leadership Library . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Community Profile: Beloit . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Lead Like Coach . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58

The Fuse: Information and Inspiration about KLC Alumni . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

Alumni Profiles . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

Alumni on the Move . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

“Get the Picture” Photo Collage of KLC programs

By Keshia Ezerendu . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

The Summit in Pictures

By Jeff Tuttle . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86

Leadership Laboratory . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101

Building Communities

By Chris Green . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107

Taking Care of Yourself

By Mark E. McCormick . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108

Poem: Helping with the Town Rock Sign

By Annie Wilson . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110

The Back Page

By Mark E. McCormick . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112


4.

I love how my youngest child Lizzie growls when her brother or sister encroaches.I admire and am sometimes frustrated by her grit and cunning when she makesup her toddler mind not to take her antibiotics or when she locks herself inour bathroom. We’re our locksmith’s lottery ticket. • My wife and I fret overbut manage to savor Lizzie’s escapades while marveling at the possibilities ofwhere all her energy and intellect will take her. • I’ve had similar thoughtsseeing Kansans caring more, engaging more and risking more on behalf oftheir communities. It hasn’t always been smooth, but I’m so excited aboutwhere our state is headed. • In December, more than 300 Kansans fromacross the state – corporate executives, university educators, students andinvolved citizens – convened in Wichita for the Kansas in Question Sympo-sium to discuss the issues our state will face in the intervening decades.They mulled market and demographic trends, recounted our state’s variedand colorful history and maybe most important, challenged themselves tothink about leadership in a new and different way. • I’ve watched with interestas citizens in Southeast Kansas have rallied around the issues of economicdevelopment and improved health outcomes. The people of that region areblazing a path forward. • Elsewhere in Kansas, we’ve seen numerous churchesengage their communities in new ways, creating new health clinics andinnovative efforts to end generational poverty. And, we’ve seen countlessindividuals, exercising bold leadership to improve their organizations and

AT AGE 5, WE’RE STILLWORKING TOWARD

“SOMEDAY”


5.

communities. They are asking the tough questions, handling the conflict andenergizing others. • You can read about some of these efforts in this editionof The Journal, and that’s our intent. We want The Journal to offer one-stopshopping about civic leadership happenings around the state, and theinspiration for such activity wherever it’s needed. • Five years ago lastJanuary, I plopped down into the chair of my temporary office at TheKansas Health Foundation and wondered what I’d gotten myself into. Howwould I steward the renewable grant planted by The Foundation in thebelief that KLC would someday begin to bear fruit? • Well, with our teamof directors, program managers, faculty, coaches and many others, thatsomeday has arrived. While we still have much to learn, but this organizationhas developed a state-wide and national reputation as a laboratory for thestudy of leadership exercised for the common good.• I’m pleased withKLC’s steady climb. About the many Kansans a year we hope to add to theKLC family. About the new and interesting ways we will push boundariesand challenge convention. About more “somedays.”• But I’m more proudto see civic leadership activity stirring in every part of the state. Groups ofconcerned citizens working together to make progress on the dauntingissues they’re facing. People actively experimenting with a new kind ofleadership.• I’m guessing that in the coming years, because of dedicatedleadership from Kansans (many of whom you’ll read about in The Journal),communities across the state will be celebrating milestones none of us caneven conceive of now, and Lizzie will be applying her energy and intellectin new and more constructive ways.

Onward!

Ed O’MalleyPresident and CEOKansas Leadership Center


6.

INFANT MORTALITY PROBLEM NEEDSOUR COLLECTIVE ATTENTION

Kansas babies die at a rate faster than thenational average, ranking the state 40th inthe nation on infant mortality. Each year,approximately 300 Kansas babies die beforetheir first birthday, an infant mortality rateof more than 7 deaths for every 1,000 births.

For African-American babies, the rate morethan doubles at nearly 16 deaths for every1,000 births. In 2009, the Blue Ribbon Panelon Infant Mortality was formed to reviewthe problem in Kansas and identify potentialsolutions and recommendations. Harnessingthe broad range of expertise in maternaland child health of its 22 members, thePanel released interim recommendations(http://www.kansasinfantmortality.org/recom-mendations.asp) in February 2010 in four broadcategories. In April 2010, Panel-supportedlegislation was passed that will pave the wayfor improved data collection on birth outcomesin Kansas, including infant mortality risk factors.

Kansas Action for Children’s mission is toshape public policy that puts children first.Each year, KAC reports on infant mortalityrates at both the state and county levelthrough our KIDS COUNT data report.

The Blue Ribbon Panel's foundational worksets the stage for a collective effort to addressthis complex social problem. Movement onthis issue will take more than a statewide publicawareness campaign or public policies at thestate level. It will take leadership at every leveland in every strata of Kansas life.

SHANNON COTSORADIS

President/CEO Kansas Action for ChildrenTOPEKA

LETTERS


7.

Here in Southwest Kansas we’re working topreserve our way of life in our rural communities.As our numbers shrink, each small communitystruggles to survive. We hope to develop amore unified perspective on our future so thatwe can work together. Working together as aregion means we must learn to overcome thebarriers of our past – the Friday night mentalitythat competitors on the football team alsomust be competitors during the day.

The danger of not doing this is great. In a timeof declining resources, rural communities oftenlack the voice in these decisions because oftheir small numbers. When that small numberis divided even more by old habits, then wetruly become inconsequential.

The Southwest Kansas Chamber of Commercehas been bringing together people from allover Southwest Kansas for the past few years.We’re getting to know each other and learningto trust each other. These efforts are startingto show results. Recently the City of DodgeCity agreed to use part of its federal dollarsfor Essential Air Service to support improvedair service in Garden City.

Bringing hundreds of people together to havea conversation is not that difficult. Getting thoseconversations to mean something and havelasting impact is difficult.We must continue tonavigate difficult discussions, point out wherewe are stuck in our own past, and keep buildinga new future for our region – together.

MARG YAROSLASKI

Assoc. Prof. Speech at Dodge City Community CollegeDODGE CITY

The UnitedWay of Douglas County and LawrencePublic Schools would like to boost the numberof Lawrence students graduating with theskills to succeed in their next step in life.

While there is an immediate effect on studentsand their families, lower graduation rates andlack of life preparation also adversely impactthe greater community, employers, and localhuman service organizations.

As a community, we greatly value education,but we are failing at least 18% of our youthbased on the 2010 overall graduation rate of82%. In Lawrence Public Schools, 90% of highschool sophomores plan on attending a four-yearinstitution after high school. By the senior year,this has dropped to 50%. Many students fallthrough the cracks, and no one is looking atthis across the community as a systemic issue.

As state-wide reports reflect, students failto graduate for a multitude of reasons, somepersonal, some economic, but fewer reasonsare academic.

We’ve made fervent efforts to provide technicalsolutions, but without an adaptive approachthat includes the entire community, we willnot make progress on this daunting challenge.

We don't believe this is just a matter of changingthe high school curricula or adding anotherafterschool program. We consider this is anadaptive challenge. We want all middle schooland high school students engaged in learningthat leads to future success and their entirecommunity to support them in in achievingthat goal.

ERIKA DVORSKE

President/CEO of United Way of Douglas CountryLAWRENCE

SOUTHWEST KANSAS DEVELOPINGUNITED, REGIONAL VOICE

GRADUATION RATES IMPACTWHOLE COMMUNITIES


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B C G

P B D G


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T . There are no experts whocan point to a path forward that is sureto lead to success.There is no singleaction that we can take to securea prosperous future.

The issues, circumstances and challengesthat we face are too diverse and toocomplex for quick and easy solutions.Despite often appearing stable andwary of change, Kansas is presentlya place in transition as it experiencessignificant changes in its economyand demographic make-up.

While our rich history has helped usforge a set of closely held collectivevalues, we often fiercely debate howto prioritize and actualize them.Ourfuture is, in many ways, open, but wehave yet to truly choose, together,how we might define it.

In the middle of our state’s 151st yearof existence, many of us still thirst forthe answers that will better shape Kansasand its place in the world for the next150 years.We struggle to outline thoseanswers each and every day, it seems,through our actions, large and small.

Under the Capitol building dome,difficult and often heated debates haveunfolded about issues that could helpdefine the state’s direction. Kansansof all political stripes are weighingin on changes they support or oppose

at state and local levels. Elections thatwill decide the composition of all 165seats in the Kansas Legislature loomon the horizon later this year, and thereverberations from their outcomescould be felt for years to come.

In the whirl of daily life, though, it isoften difficult to take into considerationall of the trends, perspectives and possi-bilities that exist in our state at themoment and think more carefullyabout them. It often takes an externalforce, such as a convening, to promptus to consciously ask ourselves tougherquestions about the future of our stateand what role we should play inanswering them.

About six months ago, more than 325Kansans gathered inWichita for “Kansasin Question,” a statewide symposiumfocused on considering the future ofKansas beyond its first 150 years.Theunique group included individuals fromstate and local government, business,the nonprofit sector, health, education,statewide organizations and collegestudents, among others. The groupwas convened byTheWichita Eagle,Kansas Leadership Center,WichitaState University and the KansasHealth Foundation.

It was certainly a rare occurrence to haveso many different people from so manydifferent professions and perspectives onhand to focus exclusively on discussingthe future of Kansas.


Those assembled heard from Gov. SamBrownback, pondered lessons from thehistory of Kansas and considered theeconomic and demographic trends cur-rently affecting the state.They engagedin deeper discussions about employment,health, rural communities, education,urban cities and the environment.

Participants reported taking somethingof value from the event. But manyalso left longing to dig into many ofthe issues that came to the surface andwith a desire to see those discussionslead to meaningful action.The organizershoped this convening would stir ourcuriosity but knew it couldn’t quitequench our thirst. A convening can in-spire and catalyze action, but individualsdetermine whether significant progressis made by what they do with theseideas and information.

Kansas in Question was designed to raisethe difficult questions that need answers.The purpose of this piece is to share thestory of Kansas in Question with morecitizens, to inspire more questions andto, hopefully, serve as an artifact of sortsfor where our state is today and whatdaunting challenges must be addressedto move forward. Concerned citizens,whether young or old, in positionsof authority or not, should familiarizethemselves with these ideas. Our futuredepends on it.

Now we must decide: How muchfurther are we willing to go?Will we let the future largelyshape Kansas? Or we will seizethe moment to more effectivelyshape that future ourselves?

T T I F K:O C O.

Kansas has always seemed to lie some-what close to an equilibrium.We’re notoften considered particularly trendy.Oureconomy usually trails the highest flyers,but we also tend to avoid the crashesthat bring them low.

Kansas has often seemed a steady,discerning place, committed to core valuessuch as providing quality educationand being fiscally responsible. It has alsobeen suspicious of changes that can’tbe justified as fundamentally necessary.

But that stability is tenuous. Kansas hasbeen changing, in many significant ways,and these developments mean that wecan’t stand still ourselves.The groundis moving beneath our feet, and oursituation will change, even if we donothing differently.

10.


During “Kansas in Question,” a presen-tation by the president of a strategyand research firm,Wichita native JamesChung of Reach Advisors, put theeconomic and demographic forcesinfluencing the state into perspective.His findings are summarized below,as are several insights he provided ina recent interview. (You also can viewthe slides from his presentation atwww.kansasinquestion.com.)

There is no single trend or developmentthat stands out for Kansas.The issues thatthe state must focus on vary, as Chungsays, depending on what organizationor entity you are involved with or whatrole you play in the state’s civic life.

But the long-term trends and challengesthat we face don’t seem to be goingaway -- they certainly have changedlittle since “Kansas in Question” -- andsomeone, somewhere in Kansas, willneed to confront them at some point.

Based on the data, Kansas couldbe viewed as an “oasis,” a placewith relatively high family incomes,low unemployment rates andaffordable home prices.

But the state’s slower-than-averagepopulation growth and the long-termpopulation declines being seen in ruralareas of the state could be viewed astroubling.The gravity pulling downmanufacturing jobs is a national trend

with major implications for Kansas,a state with about 160,000 people em-ployed in manufacturing. ComparablePlains states surrounding us have beengrowing much faster and over the pastdecade have mostly surpassed us interms of economic output per person.

The question facing Kansans is whetherour state represents “an oasis of stability”or we are“looking at significant stagnation.”

Even as we attempt to control ourown destiny and determine what we’re“known for” in the future, internationaland demographic trends that will nodoubt heavily influence us.The restof the world, particularily developingand emerging nations, is catching upto the United States.

Such developments could produceopportunities for Kansas in areas suchas agriculture, where Kansans couldhelp meet the growing demand for food,fiber and fuel. But there are worrisometrends, too, such as the fact that our nationas a whole is far behind other industrial-ized nations in terms of producing thehighest percentages of adults with two-and four-year post-secondary degrees.

It should not be surprising that a statefamous for its exports of aircraft, wheat,corn and beef competes not just withsurrounding states, but in a globalmarketplace. But are we having enoughconversations about what it will take forour state to be truly more competitive

11.


12.

These days, growing domestically oftenmeans tapping more effectively into globalgrowth. If Kansas had a more robustdiscussion about how to better performon the global playing field in which itcompetes, it might help the state makebetter strategic investments for the future.

Kansas is also likely to be affectedby demographic changes affectingthe whole United States.More youngwomen are graduating with collegedegrees and earning more than young

men.The nation’s population is growing,but much of the increase will comefrom minority populations.

The face of Kansas, particularly amongthe young, is changing, too.While thestate’s elderly population remains largelywhite, a third of the children enteringkindergarten are minorities.Minoritiesalready make up a majority of the popu-lation in four counties. Hispanics couldgenerate close to $1 billion more for thestate's economy over the next 15 years.

CHANGES UNDERWAY IN KANSAS

� Growing minority population among the young; elderly remain largely white.� Married couples with children no longer the dominant household structure.� Increasing elderly population.� Hispanics less likely to have a high school diploma, bachelor’s degree at present.� Keeping the most highly educated graduates is a challenge.


13.

Provocative Questions Longing for Leadership

?EMPLOYMENT, BUSINESS AND THE ECONOMY

� How do we recruit and retain workers, particularly the young and talented?� How do we more effectively diversify the state’s economy?� How does Kansas become a hotbed for entrepreneurship?� How do we resolve the issue of immigration and integrate immigrants into the workforce?� What role does government have in boosting the economy?

EDUCATION

� How do we increase both the value and efficiency of education?� How do we more effectively ensure a quality education for all students?� What long-held traditions or structures might we need to adjust to improve the system?

HEALTH AND ENVIRONMENT

� Who will ensure our resources are protected?What is the role of government?� How will we weigh out the long-term benefits vs. the short-term losses?� How do we change to become a more equitable culture of wellness?� How will we choose to balance individual rights with the collective good?� How far will we go to address the underlying conditions that create health disparities,

not just health outcomes?

RURAL AND URBAN COMMUNITIES

� How will we speak to the losses that communities may be experiencing?� How will we increase our tolerance for conflict and change?� How will rural communities embrace more cultural diversity and accept outsiders?� How do we help rural, urban and suburban communities begin to value one another

for the good of all?� How do we foster more leadership to tackle our toughest problems?

-- Adapted from “Kansas in Question” conversation notes, Dec. 6, 2011.


Furthermore, married couples withchildren are no longer the dominanthousehold structure, accounting forjust one in five households in 2010.

The state’s population of people overage 65 is expected to increase by 28percent to 480,000 by 2020. In a handfulof rural Kansas counties, those age 65and older already account for more thana quarter of the population. Substantialissues related to providing the publicservices necessary for an aging popula-tion will likely accompany that growth.In terms of education, the state’s ruralschools appear to be delivering results.But 42 percent of all Hispanics have lessthan a high school diploma, comparedwith the 11 percent in the populationas a whole. Only 11 percent of Hispanicshere have a bachelor’s degree comparedwith 30 percent in the population at large.

Those numbers could change as thechildren of immigrants move up to highschool and college ages. Increasing thatlevel of educational attainment could bea way to make Kansas more competitivein the future.

The state already sees strong performanceat the graduate level, ranking No. 2in the country in terms of scienceand engineering graduate studentsas a percentage of the workforce, wellahead of its comparable neighbors.But those grads often aren’t staying.

Some cities and states similar to Kansasare finding ways to produce growth andadvance community goals. Places suchas Oklahoma City, Omaha, Des Moinesand North Dakota have made progressin such areas as keeping unemploymentlow, increasing educational attainment,wooing and keeping highly educatedor younger workers and cultivatinghigh-paying professional jobs.

One common ground among thoseother areas is that they actively workedto make “strategic bets” on the future, aneffort often facilitated by communitiesworking more collaboratively on sharedproblems. In North Dakota, for instance,the state is not just riding an energyboom but also diversifying its economyand investing in its university system.

What are the strategic bets Kansans,as a collective, are willing to make?What type of leadership will it taketo discern these smart risks and thenmobilize Kansans around them?

H KP

The success of comparable communitiesis a signal that Kansas doesn’t have tobe shaped solely by the issues it faces.

14.


The state can also be shaped by the peo-ple who live here, who will determinethe ways in which Kansas addresses itschallenges and help it make the mostof its opportunities.

As part of the symposium, those attend-ing “Kansas in Question” participated insessions on important statewide topics.The facilitated conversations promptedmany discussions, ending with provocativequestions and even some ideas formoving forward.

For instance, in the conversation thatspecifically related to employment, therewas a sense that retaining and recruitingworkers would continue to be an issue,including the need to keep the bestand brightest young professionals.Therewere hopes of actively making Kansasa hotbed of entrepreneurship.

The group also saw the need for toughconversations on the topics of immigrationand integrating immigrants into work-force, the role of government involve-ment in the economy and the risks thatwould come with pursuing “excellencenot just fairness.”

Another group looked at the “courageousconversations” that would need to happenin education, including discussions aboutreducing costs while increasing the system’svalue and efficiency.There was also talkabout some of the state’s educationaltraditions and structures, including

teacher tenure, the number of districtsor institutions statewide and whether theschool calendar should be year-round.

The environment proved to be achallenging topic -- there’s tremendousdifficulty in weighing the long-termgains vs. the short-term costs whileimplementing solutions.A discussionabout health raised difficult questionsabout where the line should be drawnbetween individual liberties and thecollective good.There was a questionof when Kansas could reach a pointwhere it would prioritize and engagethe “winnable battles” that could addressthe underlying conditions that createhealth disparities, not just treatinghealth outcomes.

For rural communities, there wasan understanding of the need to haveconversations about loss, since thenext decade is likely to produce winnersand losers among these towns. Increasedtolerance for conflict and change maybe needed to seize a future in whichrural communities will be moreculturally diverse and include more“out-of-towners.”

A rural assembly agreed to conduct amore in-depth discussion in February2012 -- which ended up as the “BigRural Brainstorm” convened in Newtonby the Kansas Sampler Foundation.

15.


The discussion around urban Kansasproved wide-ranging, a dynamic owingperhaps to the diversity of urban experi-ence in Kansas. Urban means differentthings to different people, participantsnoted -- it’s interesting to rememberthat at least seven of the state’s 20 largestcities in 2010 were suburbs of largermetropolitan areas. Urban areas caninclude pockets of both significantprosperity and poverty at once.

The importance of more effectiveleadership to address problems andimprove the quality of life in thesemore densely populated areas of thestate emerged as a recurring theme.

W’ Y � D F

As stimulating as the discussions couldbe at “Kansas in Question,”most partici-pants seemed to leave, as designed, withfar more questions on their mind thananswers. Attempting to answer suchquestions in such a short time would

be foolhardy. However,many participantsalso yearned to see tangible action emergefrom those assembled at the symposium.

The issues and challenges facing Kansasare broad and complex. No single one ofus could expect to be able to solve themalone.Yet unless more of us are willingto step up and engage others on theseissues,we will not make sufficient progresstoward truly shaping our future.

One small but powerful thing that wecan all do differently is push ourselvesto think more intensely about thechallenges facing the state and beginquestioning our assumptions about the waythings work.Our first instinct is often toplunge forward with solutions – whichtend to be the policies and positions thatoften already lie close to our hearts.

If we favor cutting taxes, increasingeducation funding or consolidating localgovernments, it’s all too easy to see thosethings as the obvious cures for what ailsus. By no means should we give up thethings we strongly believe in – but wehave a responsibility as citizens of thisstate to authentically push ourselves

16.


to think about what is truly necessaryto advance Kansas into the future.Whatwe prefer and presently have strongloyalties to may not be exactly whatwe need to prosper.

Fostering difficult progress requireshaving a clear purpose to guide youractions. You have to know what youwant to accomplish if you want toengage others in formulating solutions.

T V K: CA O O P

We can zero in on our driving purposeby thinking carefully about what wevalue.As Kansans, we have a multitudeof values that rank high with us. Some-times they compete against one another.Although they may not have been con-sciously named, the discussions during“Kansas in Questions” suggested manyof the values we collectively hold here.

The values of an entire state’s diversepopulation are certainly worthy of debate.We also may not always live up to thevalues we aspire to embody. But in hopesof enhancing our ability to advance themover the next 150 years, this story describesour collective values below in the broadestand most inclusive terms possible.

We have long demonstrated that we valuehaving access to quality education, onethat prepares individuals to be productive

citizens.There’s a hunger for individualliberty,one that allows people to determinetheir own destiny based on their ownpersonal talents and desires, which alsoseems precious to Kansans.

We also understand the importanceof working together in a communityto produce collective “civic good” andcreate a functioning society that is greaterthan the sum of its individual parts.Wewant not just places to live, but strong,prosperous communities in urban, ruraland suburban Kansas that add considerablevalue to the lives of their citizens.

In creating those communities, weoften want to ensure the ability to keepintact what we have built up.We valuethe existence of law and order wherethere is proper respect for authoritythat contributes to a climate of publicsafety. We also seek to ensure that ourpast history, culture and heritage arepreserved and protected.

We want a safe environment, one thatpreserves the essence of Kansas, includingits natural beauty. But we want peopleto succeed economically as well, valuinga strong business climate that fostersprosperity and effectively utilizesagriculture and our natural resources.

The Kansas of our dreams is a placewhere employment is plentiful, diverse,well-paying and rewarding. But we alsowant healthy places to live where peoplecan access and receive proper health care.

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18.

THINKING ABOUT YOUR OWN VISION FOR THE FUTURE OF KANSAS

?When you think about the future of Kansas,

what concerns you the most?

What aspects of Kansas feel most importantto you?What values do they touch?

Think about Kansans who have very differentviews about what the state needs than you.

What do they value the most?

Based on the trends and challenges identifiedin this story: How might pursuing changes basedon your most closely held values improve Kansas?

Based on the trends and challenges identifiedin this story: How might pursuing what

you most value impede progress in Kansas?

Based on the trends and challenges identifiedin this story:What personal or organizationalsteps are you willing to take to advancethe Kansas values you care most about?

How will you productively engage when yourown values conflict with the values of others?


19.

Finally, we value seeing a place where allof these positive aspects cohere togetherto create a high-quality place to live andraise families that ourselves and otherscan cherish, now and in the future.

Future progress in Kansas may largelybe determined by how we sort throughthose values and which ones we placethe highest priority on.No singlevalue should become an all-or-nothingproposition.There are balances to bestruck. But it is also true that we cannotprioritize everything equally, in everysituation.We have to choose amongthese values and decide what’s trulymost important to us.

What do we want to be trulyknown for? And how will we makeall the other pieces fit together?

The economic and demographic dynamicsinfluencing Kansas are real, and thechallenges are not going away on theirown.To make progress, we will haveto confront them in more thoughtful,collaborative ways.We’ll have to stepbeyond what we are comfortable doingand experiment by taking smart risksthat could pave the way to a better future.And, all the while, we’ll have to keep ourfocus on choosing to express the valuesthat are truly most important to us aswe advance onward into new frontiers.

Kansans should hope that as the yearsgo by, we will make more consciouschoices and make our own “smart bets”-- as individuals, groups, organizations,communities and as a state -- that willhelp shape our direction going forward.The future of Kansas is truly up toyou to co-create.

T .

A ,

.

B .

And go forward,

.


COACHINGUNLEASHING YOUR HIDDENLEADERSHIP TALENT

ExecCoach Kansas is a new Kansas Leadership Centerprogram that meets experienced and emergingleaders where you are. Starting in March 2012,the program is available to Kansans engaged incivic life – whether at work or as a volunteer.

Individuals choose a trained and experienced memberof the KLC Coach Team to support and challengethem to exercise more effective leadership on thechallenges facing their organization or community.

A skilled Civic Leadership Coach draws on theKLC’s deep understanding of the leadership behav-iors required to mobilize people to make progress.The four-month engagement – with a market valueof anywhere between $700 and $1800 (dependingupon the skill and experience of the coach) – issubsidized by the Kansas Leadership and availableto Kansans for just $200.

Coaching is uniquely suitedto offer 21st century executives:

• Tailored and timely assistance;• Help in problem solving and accountability;• Support for real-time application of learning

about leadership;• An objective and confidential ear;• A time and place to reflect.

Joe Caldwell’s coach kept him focused on makingprogress, using the KLC civic leadership competen-cies as inspiration. “My coach was challenging,”remembers Caldwell, “yet with his support,I experimented with things I might never havetried on my own.”

Michelle Gislason, whose organization CompassPointhas been on the leading edge of coaching in thenonprofit sector, calls coaching “a process ofsupporting individuals to make more consciousdecisions.” She says that the ultimate goal ofcoaching is to help someone move to a new actionor behavior while learning, growing and developing.

A growing body of research shows that coachingspeeds and sustains ability to apply learning. At KLCwe know that it is not enough to attend a workshop,read a book, or study a list of civic leadership compe-tencies. In order to make a real change, individualsand teams have to put new ideas into action, try newapproaches to leadership, and be willing to learnfrom successes and failures.

“My coach was challenging, yet with hissupport I experimented with things I mightnever have tried on my own.”Joe Caldwell, Kansas Health Foundation Fellow

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ISCIVIC LEADERSHIP COACHING

RIGHT FOR YOU?

TAKE KLC’S COACHING READINESS SELF-ASSESSMENT

Circle your response to the following statements. Be honest with yourself. Then tally your responsesto see if ExecCoach Kansas could be a powerful leadership development opportunity for you:

1. I’m at a point in my life where I am readyto lead more effectively and purposefully –in my organization or in the community orcivic arena.

Yes No Not sure

2.When it comes to exercising leadership,I’m prepared to tackle some toughchallenges to close the gap betweenthe way things are now, and the wayI want them to be.

Yes No Not sure

3. I’m open to new ideas and newways of doing things that will helpme create positive change in myorganization or community.

Yes No Not sure

4. I could benefit from additional tools,resources or concrete approaches toleadership challenges.

Yes No Not sure

5. I have enough control over my scheduleto keep appointments with my coach,or to reschedule 24 hours in advancewhen necessary.

Yes No Not sure

6. I understand that in coaching, the coachis there as a partner to provide support,encouragement, provocative questions,challenges, and a measure of accountability,but that I am responsible for makingsure that the experience is valuableand productive for me.

Yes No Not sure

7. If something is not working related tocoaching, I have the will and self-confidencenecessary to let my coach or a KLC staffmember know immediately so we cantake action to improve the situation.

Yes No Not sure

8. I view ExecCoach Kansas as aninvestment in my leadership development,and am highly likely to apply what I learnor discover through coaching to helpstrengthen my organization or community.

Yes No Not sure

Now, tally your scores, giving yourself3 points for each “Yes,” 0 points for each“No,” and 1 point for each “Not sure.”

If you scored 20-24 points: You are probably readyto make the most of civic leadership coaching!

Call Keshia Ezerendu at 316.712.4961to learn more about ExecCoach Kansas.

You may be on your way to a powerfuland productive coaching experience!

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Q. Without using job titles, how would eachof you briefly describe yourselves?

KAREN: I am a passionate Kansan, a born and brednative. My origins are in Clark County in the countyseat of Ashland, and my mother and brother stilllive there. I attended KU for 7 years and I choseto remain in Kansas. Living in Kansas as an adulthas permitted me to cross paths with hundreds,if not thousands of other Kansans. And throughthat journey, I have had opportunities to reallybecome better informed about our state andthe people who live and work here.

GREG: First and foremost, I am and always willbe, and always want to be, a Kansas farm boy.Those 18 years of roots are what stay with metoday, even though I have not lived on the farm since1975. I grew up in a family where you learned thatyou were to give back, and it wasn’t just becauseof an obligation or responsibility but because yougot something out of it. And so I continue to tryto be a giver.

Q, How did the Kansas Leadership Center cometo be part of your lives? Were you invited to serveon the board? Did you seek this opportunity?

GREG: Really it was a cold call from Ed O’Malley.I had a relationship with Ed O’Malley for a numberof years (in Johnson County). Ed called me and saidhe was recruiting board members, and he talked

about what KLC was … an opportunity to dosomething very special and unique. The fact thatEd was in charge of it, someone that I trustedand respected, made it a very easy decision.

KAREN: I came to this through my years of serviceon the board of the Kansas Health Institute. I servedon that board for 11 years, several of those as theboard chair. And I think that (my service) was viewedin a positive way by the Kansas Health Foundationwhen it was thinking about how to set up the KansasLeadership Center. So I was invited to be the boardchair and bring that experience into the leadershipcenter. I first met Ed O’Malley the day he came toWichita and accepted the invitation for employment.Unlike Greg, I had not known Ed prior to that day.

Q. Your stated mission as board members is to“ensure the advancement of civic leadership inKansas.” What exactly does that mean to you ineveryday terms? What would success look like?

(Laughter)

KAREN: Go ahead Greg.

GREG: Part of what we struggle with is, it is such abroad and amorphous and ambiguous task to defineleadership, and then to measure leadership becausethe variables that go into success are infinite. Whatwe want to do is get more people more interestedand passionate about working within their community

THE BOARD’SEYE VIEWMEMBERS OF THE KLCBOARD OF DIRECTORS DISCUSSTHE REWARDS ANDCHALLENGES OF SERVICE

On Tuesday, Jan. 10, 2012, Karen Humphreys and Greg Musil gave a 30-minute joint interviewabout their role as board members of the Kansas Leadership Center. Karen, a U.S. magistrate judge,is president of the KLC board. Greg, a real estate lawyer in Kansas City, is vice president of the board.


23.

to solve those everyday problems that go onand on and on. But it is hard to define that in a wayyou can measure it and say, “Because we did X, Yhappened.” … But we know that if we don’t helppeople to listen better and control themselves better,they are likely to stay in the same rut.

KAREN: We want to inspire participants to engagemore and take bigger risks to make their communitieshealthier. We want to educate them on how todo that in the most effective way. And we want toconnect the participants to create strong networks.And I have always said the measure of success willbe when the mayors, the city councils, the countycommissioners, the members of the state Legislature,the heads of agencies in Topeka, as well as through-out the state, will be familiar with the competenciesthat are taught in the KLC programs.

GREG: Let me piggyback on what Karen said: Ifwe could have chambers of commerce, churchand religious leaders, elected officials, Rotary Clubs,American Legion Halls, PTOs (parent-teacher organi-zations) and have somebody from every one of thoseorganizations who knows the language and under-stands the KLC competencies, so they can workacross those groups, which would lead to success.

Q. Under the KLC definition, leadership is anactivity, not a position or a title. It requires takinga risk to engage others to confront problems.Using this definition, how would you like tosee KLC lead in the state? Is the role of KLClimited to equipping potential civic leaders withskills? Is that risky enough? Or should the KLChave a role to play intervening in the state’s mostchallenging problems?

KAREN: That question is one which our boardrevisits frequently. And I believe that our currentposition is that right now, our mission is to educate,inspire and connect. There may be a time in thefuture after those objectives have been morecompletely fulfilled that there would be roomfor KLC to take a bigger risk and address issuesthat our state faces, as an organization. But I don’tsee that happening for several years.

Greg: Karen’s right; we have talked about thismany times. If we don’t have enough credibilityto demonstrate that we’re not an advocacy groupfor a specific outcome, I think we lose. We can’t getlost in the din of voices out there pushing a particularviewpoint. Some people could say we need to domore, move faster and confront people. But I don’tsee us becoming advocates for a particular solution,but rather becoming an advocate for saying that weneed to find a solution for a particular issue. Thatdoes entail some risk, but not nearly as much as say-ing, “Here is how we need to solve the immigrationproblem in Garden City, Kansas.” Our goal is tolet the grassroots folks figure out how to solvea particular problem in their community.

Polly Basore is a Wichita-based communicationsspecialist with more than 20 years of journalisticexperience as a reporter, writer and editor, andcommunity activist. Life and work have takenher to New York City, Moscow, and Washington,D.C., and finally to Kansas where she launchedground-breaking initiatives benefitting children.

Board Member Greg Musil


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25.

AN OPEN LETTER TO A

YoungProfessional


26.

As a young aide to a governor, member of thelegislature and now a CEO of a statewide organization,I have made plenty of mistakes, including somereally big ones. I have had some success pluswitnessed other generational peers succeeding also.That is why I know YPs can lead. I believe in it somuch that YPs represent more than half the KansasLeadership Center staff. We need YPs leading incommunities and organizations across our state.

At the recent YP Summit in Topeka and at anotherrecent YP event in Hays, I was struck by the intellect,character and talent of YPs and found myself hopeful– for their futures, for our communities and for ourstate. With both audiences I explored the issues andconcerns on their minds about their communities.We also explored the type of leadership neededfrom YPs to move the needle on those issues.

YPs are concerned about big issues such as risingpoverty, population decline in rural communities,job opportunities for new college graduates, fundingfor education, the quality of health care, affordablehousing, strengthening families and a “bigger isbetter” mentality that permeates our thinking.

They talked of the established power structurein communities that is often caught in divisive,short-term politics, exasperated by egos anda “we have always done it this way” attitude.Civic officials mean well but lack the skills andunderstanding to engage the community and trulyunderstand the challenges and solutions.

YPs are quick to point out problems but find ithard to actually engage on big challenges like these.The discussions surfaced four barriers that get in theway of YPs leading on those tough civic issues. I amsharing them with you with the hope you’ll learn toovercome them.

FIRST, viewing current civic officials and otherswith significant authority in the community as the“leadership” or the “established power structure”is getting in the way of making more progress onthe issues that concern YPs the most. Just becausethey are the power structure doesn’t mean otherscan’t exercise leadership. YPs need to develop thegumption to get involved, whether or not they arein the perceived “power structure.”

SECOND, not having a clear direction for howto make progress on those daunting issues holdsYPs back. The truth is that no one, whether youngor old, knows exactly the direction or way to start onthose issues. These challenges require exploration,experimentation and improvisation, three thingsthat YPs tend to be more comfortable with thanestablished professionals, which is all the morereason why we need YPs more involved.

THIRD, the typical YP view of change is all wrong.People don’t fear change. They fear the loss theyperceive will come along with change. Rather thanreciting the “people don’t like change” mantra,YPs should spend energy trying to understandwhat people think they might lose because ofa given change.

DearYoungProfessional,As someone who is quickly aging out of your ranks,I am writing with a simple message:YOUNG PROFESSIONALS (YPs) NEED TO LEAD IN COMMUNITY LIFE NOW.


27.

FOURTH, establishing a career and raising a familycan squeeze out time for working on community is-sues. As a husband and father of three, I understandthis challenge. YPs need to find a way to engagemore, care more and risk more on behalf of creatingstronger communities. Think of it this way: Engagingon a nonprofit board or city commission will taketime from a young family but also will model civicengagement for children. Also, ask an employer fortime to engage civically. Many will see that it’s in thecompany interest to have a higher community profile.In the long term, community engagement will benefita YP’s family and career.

PASSIONATE - Get involved in the community notout of obligation but out of passion. Think throughyour life and experiences, your hopes and dreamsfor yourself and your community, and discover whatbrings you passion and how it intersects with yourcommunity’s needs. A passion for sports becomesimproving athletic opportunities for youth. A passionfor business becomes involvement with the eco-nomic development efforts underway. A passionfor faith becomes helping your church make moreof a difference in the community.

STEADFAST -The things that concern you themost can’t be solved quickly. You must be steadfastin your commitment to exercising leadership onthese challenges.

INFORMED-While YPs may have access to moreinformation via comfort with social media and the in-ternet, they aren’t always up to speed on the com-plexities of the issues facing your communities. Youmust do a better job developing knowledge of com-munity issues.

COLLABORATIVE-Progress on the things thatconcern you the most can’t be solved alone. Youmust engage with other factions in the community,including the established power players. Seek firstto learn their perspectives and needs before tryingto mobilize them for change.

COURAGEOUS - Some confuse this with “fearless,”but courageous seems more appropriate. Courageis action in the presence of fear, not the absenceof fear. Exercising civic leadership on the bigchallenges is risky. Don’t ignore that risk, but findways to mitigate it and exercise leadership anyway.

CREDIBLE -You must be credible with many ifnot all the relevant factions connected to the thingsthat concern you the most. It’s possible to buildcredibility with the older generations.

ACTION-ORIENTED - Leadership is not a position,but rather an activity. Specifically, leadership is theactivity of mobilizing others to make progress ondaunting challenges.

Our fellow YPs in Topeka and Hays articulated a type of leadershipwe need from you and other YPs. It’s the type of leadership that canovercome those four barriers and others, too. It is big, provocative anddesperately needed in our communities. HERE IS HOW THEY DESCRIBED IT:

TO CHANGE COMMUNITIES,

YPs MUST BE:� Passionate� Steadfast� Informed� Collaborative� Courageous� Credible� Action-oriented

X

X

X

X

X

X

X


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The Young Professionals of Wichita website proclaims: “YPs areambitious, educated, and wired; those ready to work hard, play hard,and make a difference in their community.” That sounds right to me.And the “making a difference” part will take lots of leadership.THE FIRST STEP IS DECIDING IT’S YOUR TIME.OUR COMMUNITIES CAN’T WAIT, AND NEITHER SHOULD YOU.

Onward!

Ed O’MalleyPRESIDENT AND CEOKANSAS LEADERSHIP CENTER

TIPS FOR BUILDING CREDIBILITY IN YOUR COMMUNITY AS A

YOUNG PROFESSIONAL

FIND MENTORSCultivate mentors.Find older profession-als you admire andask them to breakfast.Learn about them.Ask about their pastand about how theygot were they aretoday. Ask for theiradvice. You’ll flatterthem and learn a lotof wisdom, too. In theprocess, you may welldevelop a relationshipwith someone whomight open doorsfor you.

GET CURIOUSBe curious. Ask aboutother people’s work,and ask their advicefor yours. When youare bored in a meeting,get interested. It wassocially acceptableto check out duringboring college classes,but doing so in thereal world makesyou look like a collegekid dragged to abusiness meetingwith your parents.

READ NEWSPAPERSYPs tell me they gettheir news from othersources, but thenwhen there is a biglocal issue of civicconcern, they are oftenclueless. Even withthe diminishing quality,reading a local dailypaper is a must. Paging(or clicking) through it,reading headlines andstories, is how you’llknow the news.(I understand this tipmay be irrelevant in10 years, but for now,it’s still important.)

VOTE OFTENIt’s a civic responsibility.You want to be thoughtof as responsible andcredible, right? Be anactive voter. Vote in allelections, not just thebig ones.

1. 2. 3. 4.


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The Humanitarian Leader in Each of Us:7 Choices That Shape a Socially Responsible Life

By Frank LaFasto and Carl Larson

Seemingly ordinary individuals often exercise extraordinary leadership. This bookintroduces you to seven choice points that mark their path. It will spur you to thinkabout how to more fully embrace your own cause.

THE LEADERSHIP

LIBRARYWHETHER VIA IPAD, KINDLE, IPHONE OR THE OLD-FASHIONED WAY,CONSIDER ADDING THESE BOOKS TO YOUR LEADERSHIP LIBRARY.

Thinking, Fast and Slow

By Daniel Kahneman

Being aware of our own biases and tendencies is an important part of exercisingleadership. In this book, Kahneman outlines two systems that drive the way we think,fast and slow, and how we can benefit from understanding them.

American Grace: How Religion Divides and Unites Us

By Robert Putnam and David E. Campbell

Putnam’s landmark 2000 book, Bowling Alone, warned of plummeting social capitalfrom increasing civic disconnection. This book maps out the surprising religious landscapein which today’s communities of faith are working.


3.

COMMUNITY PROFILE

BELOIT‘Can-do attitude’ leads to civic change

in north central Kansas townBy Laura Roddy

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3.31.


3.

Visitors can find that same sign outside TheBanner Restaurant, the kind of joint whereretirees meet daily and practice the originalsocial networking.The Solomon Valley Cinema,a nonprofit first-run movie theater, touts“Vision with Values,” too.

That vision for a vibrant community with anactive civic life is evident in any encounter withMary Jane Chapman, a nurse who also serveson the board of Leadership Mitchell County.

As Phyllis Shurts, a fellow board member,drives the streets of Beloit, Chapman pointsto improvement after improvement and thengets herself fired up for more communitychange. That area where the town’s firstwalking trail is planned? Well, now Chapmanhas yet another vision – finding some wayto connect the mile loop with the WellnessCenter across the highway.

Chapman is full of ideas – and takes pride in theinitiative her fellow residents show in tacklingmeaningful projects in the town of 3,800.

“It’s such an important piece of whatBeloit is,” Chapman said. “It’s seeinga need and fixing it, even if you areup to your elbows in alligators.”

Take 85-year-old Bob Severance. Severalmornings a week, he’s over at the pool in theWellness Center, volunteering as a lifeguard.The North Central Kansas Wellness Centerwas launched by a partnership among thecity, Mitchell County Hospital Health Systemsand North Central Kansas Technical College,where Severance served as chief executivefrom 1967 to his retirement in 1992.

As Severance puts it, he “takes the blame”for the Isle of Lights, a Christmas lights displayin Beloit that he started with three others in1999. It now draws 12,000 to 15,000 people peryear, including visitors from 168 towns besidesBeloit, not to mention out-of-staters and evenforeign visitors who have swung through.

“It’s a community project, no doubt aboutit. Without community help, it’s not goingto fly,” Severance said. “That can-do attitudefor the city is what makes this town special.The difficult we do right now; the impossibletakes a bit longer.”

“WELCOME TO BELOIT,”proclaims the sign along Kansas

Highway 24 in north central Kansas.

“Vision with Values.”

COMMUNITY PROFILE: BELOIT

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3.34.


3.

NOTWITHOUT

CHALLENGES

Although so much civically is going rightfor Beloit, it is not without its challenges.Among the biggest are jobs and housing.

Agco Corp., which sells Sunflower brand farmtillage equipment, is among Beloit’s biggestemployers, rivaled only by the hospital, whichdraws from a 50-mile radius, including acrossthe Nebraska border.

Agco has about 340 employees but wouldlike to have 360 – with high-technologymanufacturing systems installed over thelast decade, it needs to be able to attractskilled workers to town.

“The biggest thing we struggle with isplaces for our people to live,” said Ron Harris,site leader, who has been with Sunflowerin Beloit for 35 years. “We have lots ofchurches, entertainment – we have thepark, a great hospital. We have a lot to offer.”

Murray McGee, director of SolomonValley Economic Development, agrees.

“We could probably use all levelsof housing,” he said. “Buildersneed to be able to build 10 homesat a time to make it affordable.”

On that note, Crown Homes is a recentdevelopment of nine homes restrictedto people with low to moderate income.Beloit is also particularly low on rentalsavailable, McGee said.


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Mary Jane ChapmanThe nurse serves on the board for Leadership Mitchell County

and is an unabashed cheerleader for Beloit.



37.

Bob SeveranceThe retired chief executive of North Central Kansas Technical College volunteers as a lifeguardseveral mornings a week. He also helped start the town's popular Isle of Lights holiday display.



3.38.


YOUNGBLOOD

3.

As with many Kansas towns, it’s a challengefor Beloit to retain its young people. In Beloit,the Mitchell County seat, residents arepleased when young people move back.

Brennan Eilert is one of them. She and herhusband spent several years after collegeliving and working in Manhattan but felt thepull to return to Beloit once they started theirown family.

“I love our school system as if it were a person,”said the mother of two, who is a counselorat Beloit Junior-Senior High School, sponsor ofthe student council and PTO president to boot.

“I never once worried we would besacrificing their education. I thoughtwe would be adding to their education.”

Mark Palen, continuous improvement managerat Agco, got his start in the company with apart-time job during high school. The 36-year-oldworked his way up in the ranks, but it was onlyin the last couple of years that he became morecivic-minded. He credits the Leadership MitchellCounty program with opening up that visionto him and feels it is critical for reaching outto Beloit’s younger adults.

“I feel like they don’t know to get involved,”Palen said. “We’ve got to engage them.”

One thing those young adults can do is lookaround. Four community undertakings – thepool, movie theater, Perdue House and NorthCampus – and some of the people associatedwith them demonstrate the vitality of civiclife in Beloit.


39.



33.3.

In July 2010, Heather Johnson and her childrenwere at the Beloit Municipal Pool in ChautauquaPark on the town’s south side. The day was swel-tering, but there were only 11 kids at the pool. Sheturned to a friend and said: “This isn’t working.”

The pool was built in 1937, a Works ProgressAdministration project, and it was showing itsage. Johnson said families were heading 65 milessoutheast on weekends to visit a large aquaticcenter in Salina.

It was then that seeds for the pool projectformed. Johnson got together 12 people ofvarying demographics, including age and gender.They met once a week and sometimes twicea week brainstorming and assessing needs.Johnson said the biggest obstacles were thecost and location of a new pool for Beloit.The committee surveyed the communityand received more than 900 responses, fromthat of Johnson’s then 11-year-old daughterto a 90-year-old.

Those folks on the pool committee and thosein the government had their eye on moving thepool to the north end of town, closer to the junior-senior high school and an early childhood center.But those questionnaires showed that residentsoverwhelmingly favored keeping the pool inChautauqua Park.

“It was almost a heart tear for me,” Johnsonsaid. “In the end I can remember someonesaid, ‘Heather, it’s already been decided.’”

So with the committee refocused on the pool’scurrent location, the committee consulted withCity Administrator Glenn Rodden and othersand keyed into the next piece: financing.

When the committee looked at funding sources,Johnson said – considering donations, salestax and grants – it found that grants for poolsare simply nonexistent. The committee also feltthat the community was pretty tapped out for acapital campaign, with recent library and hospitalfundraising. That left sales tax, which was a lotmore palatable in the community than propertytaxes because as a county seat, Beloit actuallyhas an inflow of taxes from folks who live else-where. The decision was made to seek a 0.03percent increase, and the next step was selling it.

Education and creativity were hallmarks of thecampaign. Johnson said it was crucial to pointout that the sales tax increase would mean justan extra 3 cents on $100 in groceries.

“This is just pennies on the dollar for whatwe’re gaining for our community,” she said. Thecommittee then asked for community support toshow who was “Cool With the Pool.” Residentswere asked to display sculptures made of foampool noodles in their yards and buy and wear bluepro-pool T-shirts around town on designated days.A Facebook group for the pool project garnered1,100 likes. Supporters also wore their blue shirtsin Beloit’s 2011 Memorial Day parade.

The sales tax passed, and 18 months after thecommittee formed, the Chautauqua SwimmingPool will open for Memorial Day 2012. The newpool takes up essentially the same footprint asthe original one, but is long way from the basicrectangle design of the 1930s. It has one featurein particular that residents prioritized – namelya lazy river. The pool also features a toddler area,several slides and a diving board. This year, poolsupporters brought up the rear in the parade,and the finish of the parade marked the grandopening of the pool.

Heather Johnson andTHE POOL

40.


3.3.


3.

St. John the Baptist Catholic ChurchFarmers spent two years quarrying and hauling limestone for the construction

of St. John the Baptist Catholic Church, which was completed in 1904.The parish also has steadfastly supported its own school.


3.


3.

Construction of a new pool was a grassroots, citizen-ledeffort, and the story was much the same for the SolomonValley Cinema, which began in the early 1990s with the workof the Beloit Pride Committee. The committee discoveredin a community survey a desire among residents for moreentertainment options. The community raised $150,000 andtook out a loan for $70,000. The theater has been showingmovies on two screens daily for 15 years as a nonprofitorganization, and it gives between $6,000 and $10,000per year back to the Mitchell County Foundation, whichwas once the parent organization for the theater effort.

Randy Paxon, an electrician by trade, has been theresince the beginning.

“I’m amovie nut,” Paxon said.“I just love themovies.”

He donated his time to do a lot of the wiring himselfand coordinated work by students at the technical college.Paxon said the theater brought in $98,000 its first year.In its fifth year, that amount was up to $198,000 – enoughfor a mortgage-shredding party.

Today, there are seven paid employees, and members of theboard of directors such as Paxon volunteer one day a month.They worked many more shifts in the early days. Through itall, Solomon Valley Cinema has raised prices just one time,and that was after the installment of new digital equipment.

Today, an adult ticket runs $5 instead of the original $4, anda child’s ticket is $4 up from $3. A large popcorn is $3.50.As a smaller theater – with 108 and 134 seats, respectively,on each screen – Solomon Valley can’t always get every filmit would like. Still, Paxon is proud that the community movietheater was able to show The Hunger Games on its firstweekend and even managed to get 30 residents out forits midnight opening.

COMMUNITYMOVIE THEATERand Randy Paxon


44.


3.45.


3.3.3.



3.3.3.

Susan Concannon is a physician’s wife andlongtime community volunteer who beganhelping with the Mitchell County Hospital HealthSystems’ capital campaign after her youngestwent to college. The campaign was successfulin raising $1.3 million for improvements in thehospital – making the total renovations since2003 about $20 million.

Through the work on that campaign, residentsalso saw the need for a foundation to supporthealth care in North Central Kansas. They wereconcerned by studies that showed how muchwealth is leaving small-town communities andso formed the Mitchell County Regional MedicalFoundation. Concannon served as presidentof the foundation’s board of directors andthen was hired as its first executive director.

“In three years, it’s just exploded,” Concannonsaid. “ We are real project-oriented.”

The foundation has awarded scholarshipsfor the health care field and has launched atransportation service, which is open to thepublic for any purpose but which predominantlytakes residents to out-of-town medical appoint-ments for a nominal fee.

Stephanie Simmons, who divides her timebetween working on foundation matters andworking in the hospital’s administration, saidrides went from 35 per month last year toabout 500 rides per month now.

But perhaps what Simmons, a newcomer toBeloit, and Concannon, a 25-year resident,are most excited about are their new digs –not for what their current state is, but forthe promise they hold for the future.

The foundation purchased the Perdue House,built in 1874 and named for a physician whobuilt a 10-room addition in 1879. The nativelimestone house, which is on the National Registerof Historic Places, is close to the hospital andhas been vacant for a decade. Needed renovationsare extensive, but enough progress has beenmade for Concannon and Simmons to outfit theparlor with two desks and make Perdue Housethe office of the foundation.

The real vision for moving to Perdue House isto run a hospitality house for families of hospitalpatients. Similar to Ronald McDonald Houses,Perdue House eventually will be able to accom-modate three families at a time for overnight stays.

Susan Concannon, Stephanie Simmonsand

PERDUE HOUSE

47.


50.

Mark PalenThe local boy got his start at Agco with a part-time job during high school

and worked his way up in the ranks. In the last couple of years, the 36-year-old hasbecome more civic-minded and wants to help engage Beloit's younger adults.



51.

Beloit takes pride in its square.The town's position as county seat and the regional

draw of its hospital help keep it vibrant.



3.

“THAT CAN-DO ATTITUDE FOR THE CITYIS WHAT MAKES THIS TOWN SPECIAL.

The difficult we do right now;the impossible takes a bit longer.”


3.53.


3.



3.

At Perdue House, Beloit residents are taking anold building, repurposing it and breathing new lifeinto it. That same thing is happening on a largerscale in Beloit’s North Campus. For many years,it was the Industrial School for Girls, foundedin 1888 by the Women’s Christian TemperanceUnion for “wayward girls.” The state ran it formany years, and it was most recently calledthe Beloit Juvenile Correctional Facility.

Lynn Miller worked at the facility for more thantwo decades, first as an activity director and thenas training director. A maximum of 110 girls livedat the facility, but toward the end only about 20did. The state closed it in 2009 and deeded theproperty over to the city of Beloit.

Miller, who has a degree recreation therapy,found work as Beloit’s director of parks andrecreation. Little did she know when she leftthe former Industrial School for Girls that shewould be back soon – in charge of a boilerand with master keys to the whole campus.

“Some say North Campus is a money pit –the state didn’t do us any favors,” Miller said.“I think what we’re seeing now is the growingpains of this place. … Once it’s taken care of,then we can maintain it.”

The city already has put many of the buildingsto use. The former cafeteria is currently beingrenovated as a new library for the city. The policedepartment, sheriff’s office and jailers also havemoved to North Campus, modifying a buildingthat was already used for corrections. Two otherbuildings are occupied by the Mitchell CountyPartnership for Children and the Early LearningCenter. About 60 children are cared for daily on site.The school system also gets use out of the property.

And both Miller and community activist MandyFincham have big plans for the green space onthe 23-acre campus.

Miller helped secure a grant that will give Beloitits first community garden. She has the plotsdrawn out and is devising plans for faucets.“It’s going to be beneficial for people who wantto grow things they just can’t at their house,”she said. Gardeners will just need to pay a feeto cover water usage.

In addition, Fincham is working with Miller togive Beloit an outdoor walking trail. Fincham is acommunity development specialist at the NorthCentral Regional Planning Commission whowrites grants, usually for infrastructure, for a12-county area. She is a also fitness aficionadowho teaches group exercise classes at theWellness Center and who had wanted a trailsince she moved to Beloit in 2007.

So when she saw a grant for walking trails thatshe thought would fit Beloit last fall, she spranginto action. One of the first people she called wasChapman, the Leadership Mitchell County boardmember, because “she walked everywhere.” Fin-cham also got several others on board, and withintwo months, they raised the $15,000 needed asmatch money for the grant. Fincham worked withthe city engineer, who gave her advice and helpedher narrow in on the North Campus area. She alsoconsulted with Miller about where to stake outthe mile loop. Students in the heavy equipmentprogram at the technical college will actually buildthe trail, expected to be finished by this fall.

Lynn Miller,Mandy Finchamand

NORTH CAMPUS

55.


3.

BUILDINGCONNECTIONS

Connections are vital for the Beloit residentswho have visions for civic change. It’s easyenough to know lots of people in a small town,but when it comes to tackling a civic project,it can help to know other like-minded individualsto call on.

“I think Leadership Mitchell County really helps,”Fincham said.

Simmons, a Belleville native who spent severalyears working as a regional sales manager,was looking to get back to her roots. Workingfor Beloit’s hospital and medical foundationallowed her to buy a farm in the country andkeep a horse.

“I wanted to be rooted in a really activecommunity,” she said, “and Beloit prevailed.”



3.57.


58.


CAN WE APPLYFACETS OF SNYDER’S

‘MANHATTAN MIRACLE’PHILOSOPHY

TO OUR OWN CIVICLEADERSHIPVENTURES?

Sports fan or not, you likely know about Coach Bill Snyder’s“Miracles in Manhattan.” He’s twice transformed moribundKansas State University football teams into national powers.He coached 17 seasons, retired for three years and returned

to lead the Wildcats to bowl games in two of his pastthree seasons.

But much of Snyder’s on-field success involves simple thoughpowerful leadership principles applicable virtually anywhereoff it. He was a charter member of the Kansas Leadership

Center Board of Directors and remains active in the civic lifeof Manhattan and the state.

In the following reflections, try to imagine how Snyder’sideas might apply to your civic leadership efforts. What might

you borrow from him that would help you make progresson the issue you care about most?

What could you learn from him as you embarkon your own miracle?

59.


REFELCTIONSON LEADERSHIPKANSANS SHARE STORIES OF INSPIRATIONALLEADERSHIP FROM SNYDER’S EXAMPLE

Coach Snyder’s leadership style is nestled neatly in his tireless work ethic, his day to daygoal setting, his personal performance evaluation and clearly defined expectations. I haveheard him say that “Leadership is the adoption of a process.” What I hear Coach sayingis that you have to have a plan to get where you want to be. You’ll have to consistentlywork the plan every day! Not a little today…nothing tomorrow and “I’ll catch up nextweek sometime!”A consistent “process” produces a consistent outcome.

THE HONORABLE MELODY MCCRAY-MILLER

State Representative, Wichita

Coach Snyder’s belief in hard work and incremental improvement perhaps ring mosttrue for me. Exercising leadership consists of helping followers clarify their individualand collective goals, enrolling followers in a collective vision, and then doing the worknecessary to improve. He believes larger goals must be broken down into intermediategoals that are believable and achievable. Exercising leadership takes hard work, a plan,ability to assess and adjust the plan, all in pursuit of a goal – a purpose worth the effort.

MARY HALE TOLAR

Director, School of Leadership StudiesManhattan

For more ideas andperspectives about CoachSnyder’s leadership, readRobert Shoop and SusanScott’s excellent 1998book Leadership LessonsFrom Bill Snyder. Shoopand Scott, both long-timemembers of the facultyand administration at K-State,describe 20 key leadershiplessons from Coach.

60.


20 leadership ‘Snyder-isms’LEADERSHIP LESSONS

1. Goal attainment is a three-step process: a) significant goals are set based on priorities/values;b) a well-constructed plan is put into place; c) a “just do it” attitude is adopted.

2. A vision of the desired transformation must be established before implementingthe goal attainment process.

3. Goal attainment is always a balance between a focus on long-range goals and daily improvement.

4. The ultimate goal of leadership is continuous improvement, rather than a quantifiable outcome.

5. Decision making is: a) conscious and based on established values and priorities; b) participatorywithin well-defined limits; c) occasionally intuitive

6. Treating everyone equally while respecting individual differences, needs, and motivationsis the key to fairness.

7. Respect for diversity is best achieved by ensuring that everyone is focusing on a common goal.

8. Discriminatory attitudes, behaviors, or statements have no place in an ethical and fair organizationand will negatively impact the successful attainment of goals.

9. Leadership Lesson Number Nine: Ethical organizations are based on loyalty and serviceto individual members, as well as to the greater community.

10. All communication should be open, direct and positive.

11. Successful communication is accomplished through continual repetitionof an individualized message.

12. It is important to explain in detail the reason behind decisions and directives, if possible.

13. Storytelling and providing visual images are effective means of communication and leadership.

14. A sense of family is important in the organization. Each individual and every task shouldbe valued by every member of the organization.

15. Leadership Lesson Number Fifteen: Sincere interest and concern must be regularlydemonstrated to each member of the organization.

16. Integrity, honesty, and trustworthiness are the leader’s most important attributes.

17. Credibility is earned and established over time.

18. A standard of excellence can only be established and maintained by hard workand role modeling.

19. Attention to detail and consistency are essential to transforming an organization’sclimate, and necessary for the continual improvement of the organization.

20. Managing time, stress, and emotionsare learnable leadership skills. Theneed for these skills increases asthe demands of leadership increase.

Excerpted from Leadership Lessonsfrom Bill Snyder, by Robert J. Shoopand Susan M. Scott.


REFELCTIONSON LEADERSHIP

Coach Snyder believes deeply in perfecting the fundamentals - in football andin life. He teaches personal discipline on and off the field. He’s demonstratedhow natural talent can be trumped by an inspired work ethic and selfless actsof leadership. From Coach Snyder I learned it is always substance over style...the quiet, relentless pursuit to improve every day. His coaching and mentoringtechniques are timeless. I have heard sportcasters wonder aloud at Snyder'sability, at age 72, to relate to teenage players. Apparently they don't understandthat when one lives as one coaches... the example spans generations.

PATTY CLARK

Director – U.S. Dept. of Agriculture – Rural DevelopmentSedan

The greatest leadership lesson from Coach Snyder is his challenge to players to find a way to improveas players, as students, and as people, every single day. A “little better every day” may not sound likemuch. It should be easy to do. But the cumulative effect of a daily improvement can have impressiveresults over time. In year one, it might mean going from zero wins in a season to one win. But by yearfive, it might mean going from nine wins to ten wins and going to a bowl game. This is highly relevantto our daily lives. We can and will have significant results if we will make a daily commitmentto improvement.

RON WILSON

Director, Huck Boyd Institute, Manhattan

63.


Lead Like CoachA SELF-ASSESSMENT

Given his accomplishments, Snyder operates on the high end of this scale.Use the following self-assessment to see where you fall on the continuum.The items below were culled from the reflections included in this article.

I focus more on continuous dailyimprovement than on a major outcome.

I have strong attention to detail.

I focus on the fundamentals.

I help others clarify their individualand collective goals.

I engage others in a collective vision.

I work hard.

I devise a plan AND have the abilityto assess AND adjust the plan.

I genuinely care about those around meAND want them to be successful.

All of my communication is open,direct AND positive.

I work to create a sense of familyin my organization or community.

I model the same behavior I hopeto see in others.

I continually repeat a consistent,positive message connected to our vision.

Never Almost Sometimes Almost AlwaysNever Always

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

64.


65.


66.


67.

FUSETHE

I N FO R M AT I O N + I N S P I R AT I O N

A B O U T K LC A L U M N I

Graduation from a KLC program comes with expectations. With strings attached. A fuse, if youlike. The KLC hopes to have equipped you with the tools to better engage your community andyour state in your civic leadership endeavors. Whether you entered one of our programsas a part of a group or through open enrollment, someone saw the potential in you to Inspire,Educate and Connect Kansans. We hope you continue to visit this section of The Journal forideas, inspiration and information that will help you in your work.


68.

FUSETHE ALUMNI PROFILES

In each issue of The Journal, The Fuse will feature program alumni. If you know ofa KLC program graduate who’d make for a great profile, just contact Mike Matson

at: [email protected] to nominate that person.

BRANDON J. JOHNSON

What has been the greatest lessonyou took from your KLC experience?

The greatest lesson I have learned is how to recognizethe difference between an adaptive problem anda technical problem.

Age: 25

Education:I am a current student at Wichita State.

Where do you live? Wichita, KS

Where do you work?The Salvation Army, Youth Services/ Friends University,Running Back Coach/ C.O.R.E., Inc. , Co-Founder -Executive Director

What kind of civic engagement are you involved in?

Current Member Kansas Advisory Group on JuvenileJustice and Delinquency/ Executive Director atC.O.R.E., Inc.

What's your favorite thing to do outsidethe public eye?

Spend time with my family and listen to music

Whose leadership style do you most admire?

President Obama and Rev. Dr. Martin Luther King Jr.

Recall a childhood experience that possiblypredicted your desire to lead.

Honestly, playing football seemed to show me that I hadleadership qualities indirectly. It pointed out that whenyou have a passion for something and you put your allinto it, as I did every game, people seemed to catch onand follow my lead. It took my coaches to point that outto me, then when I transitioned into quarterback, I reallynoticed that the type of leader you are can affect a team.So those experiences in sports really helped me out.

If you could get a do-over on a past civic leadershipintervention what would it be? Why?

I would not do anything over. I have learned a great dealfrom my successes and my mistakes. If I were to go backand have a do-over, then I would cheat myself out ofa great lesson and experience.

What have you learned in your lifetime about leader-ship that you'd like to share with young people?

Never doubt yourself. When you see an issue that youthink should be fixed or something you think someoneshould stand up for...you do it. If you don't do it, whowill? Why wait? Tomorrow is not promised. Take astand, and put the rest in God's hands.


69.

SHAWN NACCARATO


The week I spent in Context & Competencies was apowerful, self-evaluative one. The greatest lessons I tookfrom it were: 1) A confirmation of my belief that thereis no exact formula for leadership, and 2) That anyonecan lead at any time; if we are to truly make any headwayon the persistent and pervasive problems we face,we must start empowering people to lead in the waysin which they are able and suited. We must engageunusual voices and broaden our “leadership” base.

Age: 33

Education:

B.A, Political Science, Pittsburg State University; J.D.,University of Missouri; M.P.A., University of Missouri;Ph.D., Saint Louis University (expected 2012)

Where do you live? Pittsburg, Kansas

Where do you work? Pittsburg State University


As the director of government and community relationsfor PSU (Pittsburg State University), civic engagementis central to my professional life. In this role I am responsiblefor representing the university locally, at the state leveland at the federal level. Prior to this position, I wasalready actively involved in civic engagement throughthe Pittsburg Area Young Professionals and the PittsburgRotary Club.

What's your favorite thing to do outside the public eye?

Spend time with family and friends, read, listen to anddiscover new music, watch movies, and run.


My father. He is a humble, quiet and genuine man wholeads not through a lot of words (as his son is prone todo) but through the strength of his character and actions,which are evident to those around him. The older I getand the more I watch him and think about the way hewas as I was growing up, the more I want to be like him.


When I was about 5 or 6 years old, I absolutely lovedMichael Jackson and had a favorite hat with his pictureon it. Because I loved Michael Jackson so much, andbecause I lived in a home where racial differences werenever discussed in negative terms (“God loves us allthe same, no matter the color of our skin, we are all hischildren” my mother would often say) I proudly worethe hat on the school bus on the way to kindergarten.Unfortunately, in rural Southwest Missouri where Iwas raised, discussion of racial differences were often notnearly as benign outside our home. As I walked towardthe middle of the bus some of the “big kids” in the backnoticed the hat and started taunting me. This was thefirst time I had heard some of the awful racial epithets.Despite a long 45-minute or so bus ride filled with tauntsand shoves, I refused to take my hat off. Obviously, Iwas not thinking at that young age of making a profoundracial statement, but I wasn’t going to take that hat off.

If you could get a do-over on a past civicleadership intervention what would it be? Why?

There were a number of past civic leadership interven-tions when I “took charge” and attempted to take ontotal responsibility for directing the endeavor whenI should have been giving the work back to others.


Be confident in your strengths, but the discovery,recognition and management of your weaknessesis probably more valuable.


70.


SYLVIA KVACIK


The Leadership and Faith program was the beginningof a turning point in my life. I approached the firstsession without many expectations. I assumed it wouldbe like any other conference I have attended. I waspleasantly surprised and came away with an awakeningon a personal level.

Age: 28

Education:I am currently pursuing a degree in English education.I will graduate in December 2012. I hold an A.S.in agricultural education.

Where do you live? Minneapolis, KS

Where do you work?

I attend Kansas Wesleyan University. School is my job!


I am the bell choir director for Minneapolis FUMC,the president of the IAFF #782 auxiliary, a committeemember for Ottawa County Relay for Life, a memberof the KWU Philharmonic choir, and a Faith Facilitatorfor KLC.


Spending time with my family is my favorite thing todo when we aren't running here there and everywhere.We have a great time just hanging out at home.


Desmond Tutu


I was a member of the Friendly Valley 4H club and heldseveral positions in my time with the club. I was laterin Salina Central's FFA. I have always felt the driveto be in leadership positions.

If you could change one civic leadership interventionin your past, what would it be? Why?

I find myself pushing the limits when taking on contro-versial issues. I am working on “turning up the heat”without causing alienation.


The IAFF #782 Auxiliary is currently treading water,if that. I wish I could get people motivated to devotetime to the cause, but because of politics and the currentmembers being very busy, it seems to be dying a slowdeath. I feel personally responsible for its downfall,but in reality, I know I'm just one part of it.

What have you learned in your lifetimeabout leadership that you'd like to sharewith young people?

ANYONE can be a leader.EVERYONE's voice has value.


71.

THE REV.KENT ROGERS


Manage Self. I have learned that leaders clearlydefine the “vision” and let others determine the “how.”At Evangel, I have worked to give the church staffand team leaders the freedom to develop strategiesand structures for the success of their assigned ministry.By giving the work back, I have encountered innovativethinkers and success-oriented leaders who championthe vision of the church to change lives and ourcommunity – one person at a time.

Age: 50

Education:B.S., psychology, Emporia State University in 1989;Master’s of Divinity, Saint Paul School of Theology,1992. Clinical Pastoral Education, OsawatomieState Hospital.

Where do you live? Holton, KS

Where do you work?Evangel UMC (Kansas East Conference)


I’m currently and member of the Holton/JacksonCounty Chamber of Commerce and I’m the “voice”of the Holton Wildcats during the high school footballand basketball seasons. I’m a very active and visiblemember of the Holton community.


My favorite thing to do is to create memories withmy spouse (Dedra), my five children, my threegrandchildren, and the rest of my extended family.


I admire the leadership style of Adam Hamilton,Church of the Resurrection, Leawood, Kansas,and my dad, Ken Rogers, retired pastor who servedin the Kansas East Conference.


I really don’t have a childhood experience that possibly“predicted” my desire to lead. When I was two yearsold, I was challenged to be a great man (leader) andI think I have spent most of my life doing my best tomake my mother proud of me. I can remember like itwas yesterday…my mom watching the television whileironing clothes and suddenly bursting into tears at thenews that President John F. Kennedy had been shot.I was only two years old but I can remember her saying,“He was a great man. I want you to grow to be a greatman,too.” Mymother, who was single parent, wanted me toalways treat others with respect, regardless of their sexor race. When I was in kindergarten, we lived in Wichita,Kansas close to the WSU campus, and I was the onlywhite kid in the class.


Too many times, I have lacked the courage to speak fromthe heart and intervene in civic activities. The KLC hasprovided me with the confidence and ability to makeconscious choices that may raise the heat but holdrelentlessly to purpose and vision.


Identify and equip leaders and then let them lead! Don’tforget to recognize their efforts and celebrate their successeswith others. When the leader has no vision it is impossibleto challenge people to be radical for anything. The leadermust clarify and champion the vision. The leader musthold others accountable to accomplish the vision.



72.

TED D. AYRES


That there are techniques and methods to be utilized andengaged to facilitate our becoming more effective leaders.

Age: 64

Education: B.S., Central Missouri State College;J.D., University of Missouri

Where do you live? Wichita, KS

Where do you work?

Wichita State University


Chairman, Board of Directors of World War II Memorial,Inc.; Chair of Organizing Committee of Symposiumon the Future of Kansas; Member, Board of Directorsof Mizzou Alumni Association; Chair, WSU HistoricPreservation Commission; Member, Board of Directorsof Tornado Alley Tigers Chapter of the Mizzou AlumniAssociation; Life Member, WSU Alumni Association;Ex Officio Member of the Board of Directors of theWichita State University Foundation; WuCrew Teamat The Lord’s Diner; Member of Board of Directorsof Penstemon Home Owners Association; Member,Board of Directors of Wichita Technology Corporation;Member of Advisory Board of the Ulrich Museum atWichita State University; Member, Board of Directorsof the Heskett Center at Wichita State.


Reading and running


Donald L. Beggs, President of Wichita State University


From the earliest days of elementary school, I rememberalways wanting to earn the highest score/grade and Ialways wanted to be class President.


One of my early forays into “civic leadership”was serving on a “social services commission” thatreviewed/considered applications for public fundingat the city level. I wish that I had taken more timeto learn about the agencies that were requestingfunding AND about the services those agenciesprovided to those in need. I would have been moreeffective. As I think back, I really didn’t understandwhat I was doing or why.

What have you learned in your lifetimeabout leadership that you'd like to sharewith young people?

Life is all about attitude and keeping things inperspective. Life is all about being accountable.Life is all about understanding the need to workhard to succeed. Life is all about civility and respect.Life is all about listening. And, ultimately, leadershipIS all about success in life.


73.


The greatest lesson I have taken from my KLC experiencesis the idea of raising the heat, especially when one is notin a traditional leadership position. So often it is easy tolet the status quo dictate our actions rather than askingthe hard questions and heeding the hard answers to trulymake positive progress.

Age: 30

Education: Bachelor's degree with emphasis in Businessand Leadership from Fort Hays State University.

Where do you live? Garden City

Where do you work?

General Manager for Inkt Graphics, Colleaguewith Public Square Communities, PowerUp Liaisonwith Kansas Sampler Foundation.


Kansas Hispanic and Latino American AffairsCommission, Western Kansas Community FoundationBoard Member, Garden City Downtown Vision MainStreet Program Volunteer.


During the the spring and summer, I spend as muchtime outdoors as possible golfing, playing yard games,and barbecuing.


I most admire the leadership style of my dad. He was aservant leader who didn't necessarily hold high positionsof power but instead chose to lead by example in everyfacet of his life. He was a man of his word, took a genuineinterest in people, and had an incessant desire to leada life of purpose centered around family, faith, andhis community.


As a child, I became the designated coordinator of theneighborhood adventures for my sister and I, and fourother friends. We actively pursued projects ranging fromlemonade stands to athletic competitions to neighborhoodcleanup efforts. I quickly learned that in order to geteveryone on board with the same decision, we hadto compromise after getting input from each person.


Given the opportunity, I would "do-over" my approachto joining committees. When I first entered the workforceand established myself as a "doer," I was asked to joinlots of civic groups in my community because people knewI would work hard to get the job done. I was so flatteredto be asked to participate that I did not stop to questionmy actual value to the organizations and instead jumpedat the chance to join. While many tapped into my broadrange of interests, I discovered that I was most effectivewhen I aligned my talents and values with roles that allowedme to have maximum impact in a specific interest.


I would share with young people that leadershipis definitely not limited to those who hold official"leadership" or management positions in anorganization. People of any age and of walk of lifecan and do exhibit leadership in many meaningful ways.The act of leadership is not something that gets turnedon and off like a switch; it's a process, a way of engagingin meaningful interactions that positively builds capacityin our community and in others.

LIZ SOSA



74.

MARK PALEN


That it is often necessary to raise the heat and to ask theuncomfortable questions if we want to make progress.So often we choose to live in an atmosphere wherenobody points out the elephant standing in the middleof the room. We are willing to sacrifice for a less-than-ideal state because we don’t want to upset our neighbors.Yet, our neighbors are likely no more satisfied with thestatus quo than we are. By asking more direct and moreprovocative questions we can help people break downthe barriers and see more clearly what the real work is.

Age: 36

Education: St. John’s High School

Where do you live? Beloit, KS

Where do you work?

Continuous Improvement Manager, AGCOCorporation

What kind of civic engagement are you involved in?Currently, the majority of my civic engagement is in-volvement with Leadership Mitchell County as a boardmember, curriculum committee chair, and facilitator.I find this work very exciting and challenging, as I amconstantly trying to engage more people in our commu-nity and show them that they have tools inside them tomake a difference in our future. In working with thesedifferent voices, I keep hearing a common theme, andthat is that we as Kansans are very passionate aboutmaking this a stronger, healthier place to live.


Wake-boarding

Whose leadership style do you most admire?I admire anyone who practices leadership by acting asa coach and mentor. This is certainly a quality whichI strive to emulate on a daily basis. I think we can all bemore effective when we take ownership of our outcomeand of the outcome of those around us. If we want tomake a difference on the issues that matter most, then weshould learn to embrace the differences that we perceiveas impediments and work alongside those who are movingin the same direction as we are. This is certainly somethingthat is easier said than done, and when I do see these selflessacts, it reminds me of the power of servant leadership.


I was probably known as the class-clown when I wasin grade school I was always doing something to drawattention to myself. When I reflect back though, I thinkinside I was really just wanting everyone to have a goodtime. My desire for everyone around me to live happierand more fulfilling lives is probably a good indicator thatI am willing to help make progress – even if that meansa personal sacrifice, like wearing the big floppy shoes.

If you could change one civic leadership interventionin your past, what would it be? Why?

My do-over would be to have known earlier that I hadthe desire or ability to act as a leader. I can think of somany chances I had in my past years to do something thatwould have made a difference. I always had a perceptionthat those elected into office and those that stood in thelimelight were the ones that ran our community. My trueintervention is when I realized I have something that Ican do to share in the work.


Leadership is an activity that can occur at any momentand we must always be ready and willing to put in theextra effort it often takes to make a difference. It’s soeasy to see people who do the work in our communitiesas the owners of our problems. We often perceive them asleaders of our community, but we never stop to ask themif they are tired of doing all the work or if they are beingeffective by doing it alone. What if we helped them?


75.


As I sit in board, committee and management type meetings,I am amazed how much I focus on the various interpre-tations of a topic as well as the different roles others play(whether they know it or not). The experience at KLChelped me to work within that environment. I find myselfpurposely interceding to try and move discussions to aclosure rather than engaging in prolonging them. I sub-consciously but strategically seek out the “unusual voice”now realizing the value that it may bring. This personalinsight has provided me greater opportunities to participatein issues and activities that I truly embrace rather thanthose I may have dreaded.

Age: 56

Education: AA, BA, BS Health Science in Dental Hygiene

Where do you live? Bel Aire

Where do you work? Delta Dental of Kansas


Leadership Kansas Alumni, Wichita Chapter of theLinks, Women United, Inc., Oral Health Kansas DentalChampions Program, Kansas Mission of Mercy, ShockerAthletic Scholarship Association,WSUAdvance EducationGeneral Dentistry


Fish with my husband, support my five sons in theircareers and travel with my girlfriends annually.


Colin Powell. He has 18 principles and my favorite twoare: “Endeavors succeed or fail because of the peopleinvolved. Only by attracting the best people will youaccomplish great deeds;” and “Organization chartsand fancy titles count for next to nothing.”


I was interested in becoming a dental hygienist when oneof my instructors told me that I should consider anotherfield. At that time, there were few if any minority RegisteredDental Hygienists in Kansas. She told me that it was veryexpensive, very difficult and that I would most likely notbe able to get a job in the field. Although risky, I consideredthat a challenge and in order to be successful, I had to bepurposeful and do what was needed to get the job done.In 1979 I became the first African American DentalHygienist to ever graduate from Wichita State and thefirst one registered in Kansas.


I would have intervened more by addressing a much neededissue rather than walking away. I should have “raised theheat” and not allowed a necessary need to go unmet.


Unlike many young people tend to believe, leadership isnot a position of authority, an impressive title or aboutbeing popular. It is about influencing others to achievea common goal. One way to lead is through networkingand volunteering. I would encourage young people toembrace the equation of: Sharing Your Time + YourTalent = Leadership Opportunities. Those opportunitiescan take you far personally and professionally.

JUNETTA EVERETT



76.

THE REV.NATHAN D. STANTON


I wholeheartedly believe that the idea of leadershipis one that can be done at any level of any organization.I love the flexibility of the Core Competencies andthe ability that any motivated person can haveto lead others to do difficult work together.

Age: 42

Place of birth: Salina, Kansas

Education:Salina Central High School, 1987; Kansas WesleyanUniversity, B.A. English, 1991; Saint Paul Schoolof Theology, Master of Divinity, 1996; Kansas StateUniversity, M.A. Speech Communication, Theatreand Dance, 1999

Where do you live? Wichita, Kansas

Where do you work?Senior Pastor, Pleasant Valley United Methodist Church

What do you do civically when you’re not working?

I spend a couple of hours a week in the schools wheremy sons attend. I serve on the Board of Trustees for theUnited Methodist Health Ministry Fund in Hutchinson.

What has helped you in the past whenyou’ve exercised leadership?

I’m a natural collaborator so getting people togetherto work on new or innovative ideas energizes me. It feedsa personal passion to continually experiment, innovateand reach beyond what we think we are capable of doing.


Mother Teresa

If you could change one civic leadershipintervention in your past, what would it be? Why?

I recently attempted to arrange a group of meetings thatwould include older adults from both the neighborhoodand the church. I defaulted back to relying on myself andone other person to do all of the work to communicateand make the arrangements. Because I had not takento the time to share the purpose of the gatherings withsome of the key people in my church and because I hadnot worked to connect with any of the key stakeholdersin my community about what we were attempting to do,the gatherings were cancelled with virtually no one sign-ing up. I didn’t take the time to bring important voices tothe table from my church nor did I work to discover someof the unusual voices in our community around the issuesof aging adults living in our community.


Hold to the purpose that you have in this moment andaccept and love it! Understand that this is your life rightnow and it is okay to learn as much as you can, challengeyourself in new ways, grow and risk with what you havebeen given even though it isn’t where you hoped youwould be at this point. I believe when you challengeyourself where you are and continue to grow now, thatis what unlocks the doors of new challenges for the futurethat you had no idea would come to you. Wherever yougo or whatever change of job you take, you always takeyou with you. Changing your situation often times meanschallenging you and changing you first.


77.


Going up on the balcony, as a reflection strategy, was onepowerful take-away that I continually put to use personallyand in my consulting practice with organizations interestedin reviewing and enhancing their leadership effectiveness.

Age: Seasoned

Education: BBS Education – Kansas State University;MS Education – University of Kansas; PhD Education– University of Kansas

Where do you live? Kansas City, Kansas

Where do you work?

Self-employed as an independent leadership consultant


Project manager for the Urban Neighborhood Initiative– one of the Big 5 ideas being promoted by the GreaterKansas City Chamber of Commerce in partnershipwith the United Way of Greater Kansas City. The goalof the initiative is to support the revitalization of urbanneighborhoods within Kansas City, Mo.


Read an inspirational book.


Bob Rogers, former President and CEO of the EwingMarion Kauffman Foundation. Watching him lead was

the first time I observed a leader of a major organizationactually “walking his talk.” He was someone who hadvery clearly identified his core values and was living themthrough his daily actions and interactions with those bothinside and outside of the organization.


My childhood was spent as a military brat moving everythree years from one military base to another. While thisexperience taught me to be independent, I’m not sure Iever saw myself as a leader. However, others have alwaysshowed up in my life to provide the “nudge” I neededtoward leading. For instance, I would teach cheers toothers wishing to try out for the cheerleading squad injunior high and high school, never trying out myself.I did not realize, at the time, it was preparing me for amuch larger opportunity of integrating the cheerleadingsquad at K-State, becoming the first African-Americanto serve on the squad.


I can’t think of anything for which I would want a do-over.This is not because everything has been successful – quitethe contrary. However, there has been tremendous learningin those efforts that were challenging and not as successful.These have added to my overall experiences by providingvaluable lessons for future interventions.


There are two things I would like to sharewith young people: 1) Relationships matter and2) Be open to other possibilities.

Relationships: In all of the years that I have been engagedin civic leadership, one of the important lessons I’ve dis-covered is that appropriately, authentically and respect-fully engaging stakeholders across factions is the best wayto ensure long-term success. Possibilities: When you openup, you’ll be amazed at the people and opportunities thatshow up, ready to move you toward your purpose.

SYLVIA WHITE ROBINSON



78.


The KLC experience just keeps on giving! I learnedso much during the experience, but it is really after itis all over that you begin to incorporate the learningsfrom the KLC. Knowing yourself, the difference ofa generative topic, being courageous enough to bringthe heat when its needed, taking time to get on the balcony... the lessons keep coming! I am very appreciative ofthe experience and share the information with others.

Age: 54

Education: Bachelor of Social Work, Cal StateSacramento; Master of Social Welfare, UC Berkeley.

Where do you live? East Wichita

Where do you work?

Executive Director, Catholic Charities

What kind of civic engagement are you involved in?Poverty reduction, homeless services, domestic violence,housing, and services for seniors.


Read historical fiction.


Many people actually. I try to learn from those whohave made a difference: what they did; how they broughtpeople together; how, by working with others, theycreated lasting changes.


Working with seniors in a nursing home. In middleschool, I was a weekend volunteer, feeding, readingand visiting residents. Many had no family members whovisited. A little kindness went a long way. I rememberthinking then that I wanted to make a difference for thosepeople and organized my family and some friends to getinvolved, too.


Hindsight is always 20-20, right? I don't have a specificexample in mind because I think that you absolutely dothe best that you can at any given time with the peopleand resources at hand. Rather than think of a do-over,I guess I think about what went right, what could havegone better and how I can learn from that experience forthe next time. Working in disaster relief after HurricaneKatrina was one of those big learning experiences. NowI am applying those lessons in helping with tornado reliefefforts here.


Get involved, stay involved, don't sit on the sidelinesexpecting someone else to do what you think needs tobe done. Care enough to sacrifice. Change isn't easy,but it is always worth it. Everyone has the opportunityand capacity for leading

CYNTHIA COLBERT


Kate Davis is the new Volunteer Services Director at Wichita Habitat for Humanity,where she manages volunteers who work on the construction sites, in the ReStore,and at the office. She also oversees the Faith Relations program, helping to mobilizechurches and faith groups to work with Habitat. She comes to the position after twoyears working with housing and homelessness services in Wichita, first as an Ameri-Corps worker with Wichita Habitat for Humanity, then as an AmeriCorps worker withInter-Faith Ministries GoZones! When she isn’t at Habitat, she’s talking about her recenttrip to Haiti with Global Faith in Action, helping out at Mead’s Corner, working on localpolitical organizing, or cooking dinner for her friends.

The Rev. Sarah Marsh accepted an appointment to the Tecumseh United MethodistChurch in July 2011. Founded in 1854 and located outside Topeka, Tecumseh UMChas a long history of faith-inspired service. Members currently manage an after-schoolprogram, a disaster preparedness team, and a health team which offers classes andevents. The church also has a community garden in the works. This year alone, TecumsehUMC, with an average attendance of 70, has raised over $25,000 in partnership withKiwanis to refurbish a local playground. Prior to her move, Marsh served as theAssociate Pastor of College Hill UMC in Wichita. She is a 2007 graduate of PrincetonTheological Seminary, a member of the Kansas West Annual Conference, and wasordained an elder in 2010.

In 2011, Taggart Wall became the younger mayor in the history of Winfield at age 22,by appointment of the Winfield City Commission. Wall was first elected to the commissionfor a four-year term in 2009. His initiatives as mayor include decreasing the city’s debt,evaluating rate structures for water and electric utilities, and facilitating the first Mayor’sYouth Commission. Wall is a 2011 graduate of Southwestern College (Kans.), currentlyworking as the George Van Riper Fellow at the Center for Urban Studies and the KansasPublic Finance Center at the Hugo Wall School of Urban and Public Affairs at WichitaState University. In 2013, he will finish his term with the City of Winfield and will com-plete his master’s in public administration from the Hugo Wall School. In addition to thecity commission, Wall serves on the Strother Field Industrial Park/Airport Commissionin Cowley County. He aspires to serve in state government in the future.

Alumni on the Move wants to keep you updated on your KLC colleagues’ career success.If you know of a KLC alum who is changing jobs or if you are the alum changing jobs, pleaselet us know by emailing Mike Matson at: [email protected].

The Kansas Independent College Association and Fund (KICA&F) has hired MatthewLindsey as president of the organization. Lindsey will assume his new role August 1,2012, upon the retirement of Douglas Penner. Since 2008, Lindsey has served as executivedirector of the Kansas Campus Compact, an organization whose membership includespublic and private colleges and universities. Howard Keim, chair of the KICA&F board andpresident of Hesston College, noted the strong leadership skills and experiences Lindseywill bring to the role. “Matt’s track record of success in building collaborative relationshipsand programs and in strategic planning are precisely the kind of leadership strengthsneeded for our colleges to thrive and grow, collectively and individually.” Matt Lindseyis a KLC Civic Leadership Coach and a 2010 graduate of Art and Practice of CivicLeadership Development.

79.

ALUMNI ON THE MOVE


PICTUREPhotos By Keshia Ezerendu

GET THE

1. Kathy Symes having lunch with classmates during the Leadership and Faith – Faith Facilitator Training – May 2011 2. Deron Belt attending the Contextand Competencies 5 follow-up session – June 2011 3. Tawny Stottlemire and Gilbert Davila pose at the October 2011 Context and Competencies4. A Leadership and Faith participant during Leadership and Faith 5 – August 2011 5. Leadership and Faith – Faith Facilitator Training – May 20116. Leadership and Faith: Transforming Communities 5 – August 2011

1. 2.

3. 4.


5.

6.


3.

1.

2.


PICTUREGET THE

1. Context and Competencies 5 participants gather to discuss their MBTI results during their follow-up session – June 2011 2. KLC Coach SteveRadley enjoys great conversation at the KLC Guiding Coalition Retreat – December 2011 3. Kansas Civic Leadership Context and Competencies6 participants – October 2011 4. Members of the KLC Guiding Coalition engaging in a team activity – Guiding Coalition Retreat – December 20115. KLC Coach Suzanne Hawley giving a big smile at the KLC Guiding Coalition Retreat – December 2011 6. Mark Anderson busy at work duringLeadership and Faith 5 – August 2011

4.

5. 7.


84.

LEADIF NOT YOU

WHO?

IF NOT NOW

WHEN?


85.

The Kansas Leadership Center believes community leadership programsare one of the most effective ways to help communities collaborate for positivechange. There are roughly 50 adult community leadership programs in Kansas.

TO LEARN MORE ABOUT A COMMUNITY LEADERSHIP PROGRAM IN YOUR AREA,contact Shaun Rojas, KCLI Manager – [email protected] or 316-712-4856

LEADERSHIPRENO COUNTY

LEADERSHIPGARDEN CITY


IN PICTURESPhotos By Jeff Tuttle

THE SUMMIT

86.


Every fall, participants from community leadership programs acrossthe state will come together to deepen their civic leadership abilities and learnfrom one another and from the stellar faculty of the Kansas Leadership Center.

The Kansas Community Leadership Initiative Summit (KCLI) is designedto complement local community leadership programs.

TOGETHER, WE CAN FOSTER CIVIC LEADERSHIP ACROSS KANSAS.

87.


3.

INSPIRINGPARTICIPANTS TO CARE MORE, ENGAGE

MORE AND RISK MORE ON BEHALF

OF THEIR COMMUNITIES.


3.


Participants are asked,“How can you exerciseleadership to advancewhat you care about?”


EDUCATINGPARTICIPANTS ON HOW

TO ENGAGE MORE

EFFECTIVELY AND BECOME

CITIZENS SKILLED AT

EXERCISING LEADERSHIP


KCLI Summitparticipants wrestlewith what it takesto make progresson issues theycare about most.


CONNECTINGPARTICIPANTS TOGETHER

TO CREATE STRONG NETWORKSORIENTED TOWARD IMPROVING

THEIR COMMUNITIES


Participants enjoytime together to relaxand network with othercommunity leadershipprogram participantsfrom across Kansas.


101.

LEADERSHIP LABORATORY

One of The Kansas Leadership Center’s prevailing principles is that the exercise of leadershipis an experimental and improvisational art. We cannot know if an intervention – the insertionof our ideas into a situation – will work until we try. In each issue of The Journal, we will loadup your tool belt with some of the instruments and implements you’ll need to launch and/ornavigate your civic leadership interventions.

L


102.

LLEADERSH IPLABORATORY

TAKE CARE OFYOURSELF

“It’s not the load that breaks you down; it’s the way you carry it.”

LENA HORNE

As you engage others in difficult work, pay special attentionto maintaining your own energy and enthusiasm. Take time to renewyourself. Call on friends and colleagues for support. Be purposeful

about taking care of yourself over the long haul.

ASK YOURSELF THESE QUESTIONS:

1.How do you know when your energy is waning?

2.What activities, practices and places revitalize you?

3.Whom can you call on for support when you need it?

4.How might you create time or space to take care of yourself?

(See page 107 for more on this topic.)


103.

HOLD RELENTLESSLYTO PURPOSE

“You may write me down in historyWith your bitter twisted lies,

You may trod me in the very dirtBut still, like dust, I’ll rise.”

MAYA ANGELOU

Maintain your focus on what youwant to accomplish. The more

provocative your vision, the moreothers will try to distract

you. Don’t let them.

USE THESE QUESTIONS

TO RE-ORIENT YOURSELF

TO YOUR PURPOSE:

1.What is your leadership

challenge or opportunity?

2.Why are you working on this?

3.What do you care about

related to this challenge?

PURPOSE-O-METER

HIG

HMEDIU

MLO

W

You demonstrate your commitmentto purpose consistently in wordsand actions. Anyone could tellexactly what concerns you and why.

Your focus is sometimes fuzzy.An observer would need to followyou for a day or two or inquire patientlyto discover what you care about.

If someone watched you for a week,they'd see little or no evidence thatthis issue is important to you.



104.

SPEAK FROM THE

HEART“Almost every wise saying has an opposite one, no less wise, to balance it.”

SANTAYANA

Key questions involved in Speaking from the Heart include:

1.Why are you/I working on this?

2.What do I care about most related to this challenge?

3.How often do you/I share your/my beliefs

and personal stories with other stakeholders?

4.Are there some stakeholders with whomyou/I haven’t shared these thoughts?


105.

The key to SPEAKING FROM THE HEART is striking a balance and not becomingoverly emotional or overly detached. Where do you fall on this continuum?

1 2 3 4 5

• You constantly letyour emotions getthe best of you.

• You rely solely onemotional anecdotes(oftentimes yourown), rather thanobjective data tomake your case.

• You have troubleconnecting withor inspiring anyonenot already movedby your issue.

• You allow yourself tospeak authenticallyand respectfullyabout values.

• When making yourcase, you intersperseanecdotes and harddata with ease.

• You have developedallies who weremoved by emotionand others movedby data and logic.

• You never speakabout values orshow emotion.

• You are not opento using qualitativeor anecdotal datato support your case.

• Meetings feel verybusiness-like andlack passionand energy.

• Few people are trulyinspired by your workon this challenge.

Appropriate Balancefor Speaking from

the HeartOverly Emotional Too Detached

and Inexpressive



106.

SPEAK TO

LOSS“We must do something” always solves more problems than “Something must be done.”

AUTHOR UNKNOWN

In building a trustworthy process, we have to be transparent aboutwhat motivates us, but we also need to be transparent about whatwe may be asking others to sacrifice for the cause of progress.

Speaking to Loss is a part of that process.

Always remember to acknowledge the possible losses ofmembers of the factions – the people on either side of an issue.


107.

BUILDINGCOMMUNITIES

John Covington’s decision to step down as KansasCity, Mo., school superintendent, after about twoyears on the job, provides another sobering reminderthat we can’t count on saviors in civic leadership.

It’s a lesson not only for those rebuilding that schoolsystem, but for everyone addressing entrenchedproblems across the border here in Kansas.

Covington became the 26th person to pass throughthe Kansas City, Mo., superintendent turnstile in thepast 40 years. He made temporary progress on someissues by slashing the number of schools to keepthe district up and running.

Still, deeply entrenched problemsaren’t solved by an individual,no matter the title or tenure.

To make substantive progress, all stakeholders —board members, teachers, parents, etc. — mustengage more fully and work on their part of themess to improve classroom conditions.

Board members may have to work harder, forexample, at mending fences to inspire confidencein the district. Teachers and parents may have to holdmore relentlessly to doing what’s best for studentsby sacrificing conventions more important to adults.

It’s an approach Kansans might be wise to followas we address tough problems in our communities.

While governors, city managers or mayors can maketough decisions and facilitate progress, the mostdifficult dilemmas typically exceed the bounds oftheir authority.

After all, student performance in Kansas City, Mo.,is significantly affected by deficiencies in housing,health and employment — areas that rest well beyondthe purview of any school district.

Authority figures also should recognize these limita-tions and recruit a variety of folks to help share theleadership burden. Covington could not have madethe progress he did without support from the boardand other stakeholders.

I’ve come to believe through my work with theKansas Leadership Center that leadership is anactivity, not a position. It’s something anyone cando at any time, when he or she makes the choiceto engage others in pursuit of progress.

The Kansas City, Mo., school board has temporarilyfilled a vacancy, but finding a top-quality person to fillthe role permanently would only be a starting point.

The problem isn’t about the face of the districtor even about the head of the district. The problemis below the neck, as it is for any of us investedin civic engagement. It is in our hearts.

The question is how much are we all willing togive to help build the respective school districts,communities and cities of our aspirations?

Chris Green is a writer for theKansas Leadership Center.


TAKING CARE OF YOURSELFA PERPETUAL, SOMETIMES PAINFUL PROCESS

By Mark E. McCormick


109.

Patty Clark told a group of us discussing life-workchallenges how she’d begun to emotionally unravelunder the professional workload that kept her awayfrom her family. Increasingly, the weight of the guiltbecame unbearable.

Tears rolled down her face, she recalled, whenof all people, her then 13-year-old son grabbedher shoulders and barked, “Mom, get a grip.”

“It was one of the moments I’ll always hold in myhead and in my heart,” Patty told us. “I learned thatyou can’t carry that guilt around. You can’t beat your-self up. I reframed time away from family as an oppor-tunity for my children to cultivate some independence.”

This “life-work balance” discussion, punctuated withlaughter as well as tears, ballooned to nearly 15 people.

The conversation dealt with the difficult sacrificesof managing work and home. But it also illuminatedone of the Kansas Leadership Center’s important,challenging new guidelines: take care of yourself.

Amy Delamaide, a relative newlywed, raised thetopic for discussion. She lamented whether choosingmarriage and family would mean sacrificing howinfluential she could be in the world.

Amy articulated the disappointment, if not anguish,young spouses and parents face as they’re stretchedbetween their desire for civic and professionalinvolvement and the responsibilities of caring foraging parents, maintaining a home and the desireto be the room mother.

Sue Dondlinger, a career executive now with two adultchildren, offered the perspective of a woman who’dlived through this balancing act and had witnessed itsiterations. She’d watched friends who successfullyopted for home. Others attempted to balance both,buoyed by the intellectual stimulation of a career.Others balanced both because they had no options.

Other women at the table chimed in about the rewardof work being tempered by such scenes as the desireto more often see their daughter, ponytail bouncingand bird legs churning, run into their arms at the closeof the kindergarten school day.

So much of “taking care of yourself” for this group,centered on our time with loved ones.

The sprinkling of men in the group shared similar stories.

Greg Meissen, a devoted dad and university professor,compensated for his overwhelming schedule by wakingat 4 a.m. to work, but coached every team his childrenplayed on.

I talked about how difficult it had been lately for meto let go of my sons’ toddler years and how on a recentlunch outing built on the premise of quality time, I hadto bite my lip as the folk classic “Cat’s in the Cradle”poured from the speakers.

The most poignant moment though emerged asRacquel Thiesen, Newton’s vice mayor, recountedthrough tears the previous four months during whichshe’d lost her toddler Tatum to a late-summer drowning.

Patty, now also crying, shared her relief in seeingRacquel at the retreat.

“I was afraid that this part of your life would shutdown, that you might withdraw and blame yourself;overcompensate as a mother,” Patty said. “WhenI walked into the room and saw you, saw that youdidn’t lose that part of your life, I was so happy.”

With remarkable repoise, Racquel explained howshe’d reached this place.

“Tatum was a part of me,” she reminisced of herebullient child. “I couldn’t abandon who I am becauseshe isn’t here.”

Racquel demonstrated self attention on the deepestlevel and under the most unimaginable circumstances.She’s managed to salvage and balance the life of publicservice that means so much to her while carrying it asa torch that illuminates the spirit of her daughter’s life.

There were tons of tears in this conversation becauseit isn’t an easy topic. We were dealing with who andwhat we care about most. The answer to taking careof self – balance – is easy. It’s just not easily done.

That’s why we must consciously devote attentionto it. We can’t just focus on our civic cause. Andwe shouldn’t sacrifice the love and support of thefamilies who make us who we are.

So much of what we want to do as civically engagedpeople involves caring for others.

But we can’t do that without caring for ourselvesthroughout the journey.


110.

I brush aside the curled pink tangleOf last year’s bluestem leaves.I pull hard against the flat rock’s edge,But it won’t budge.I see another and lift it up,A limestone mold of ancient seas,Pull its always-surprising weightUp to balance on my hip,Sidestep up and lay it on a bare placeIn the “D” of the town rock sign.

E-L-M-D-A-L-ESpelled in eighty-foot letters ofStones laid in lines and curvesAcross the side of the steep ridgeRising above the Cottonwood River below us,Our crew one of many over the yearsTo repair and rebuild the town rock sign.We catch our breath occasionally to look out:Elmdale a miniature village below to the northwestAnd the great valley betweenIn winter wheat green and deep coffee-colorOf early spring fields full of promise.

While children shout and scramble overThe spinal rock outcrop that caps this line of hills,Below brawny bare-armed young men laughAnd heft the largest stones.Weed whips and nippers clip the woody brushToo tough for prairie fires,And more gloved hands rearrange the rocksSlipped and heaved and sunken in nature’s course of freezeand flood, thaw and bake.The art of arranging stone,Fitting the puzzle of corner and space,Brings to mind the awesome pioneer-laid wallsThat line old pastures and homestead yards.

This hill rock sign, a county tradition:So large and labor-intensiveIt can be accomplished only by group effort,A community act,A celebration of identityPainted in the regional mediaOf pocked and lichened dapple-gray stone.Our town name spelled for all to see,Our labor and pride:Our community.

HELPING WITH THETOWN ROCK SIGNBY ANNIE WILSON

Douglas County, KS - June 2011


Annie Wilson teaches writing and literature at Emporia High School andworks with her husband on their Chase County ranch. She is a memberof the Tallgrass Express String Band, and enjoys writing poetry and songsabout life in the Flint Hills. Last year she produced a CD collectionof her songs called Clean Curve of Hill Against Sky – Songs of the Kansas Flint Hills.


112.

Kansas Leadership Center President and CEOEd O’Malley once rhetorically asked a group,“What would you do if you weren’t afraid?”

It was one of the most profound questionsI’d ever heard, and a question I’m answeringas I leave KLC to discover my calling.

You don’t want to fade away without answeringthat question, as American author and poet OliverWendell Holmes Sr. once wrote, with the songstill in you.

Realizations such as this one are momentous.

But it also is bittersweet because I’m leavingone good circumstance for another.

We can’t pretend that all of our office relationshipswill be exactly the same. I won’t be able to walkacross the hall or across suites and discuss Jayhawkbasketball, boxing, our dogs, the Equal RightsAmendment or our mutual dreams.

I won’t be around every day to playfully putmy staff colleagues on the spot by saying, “I’mnot going to let you talk about my good friendKeshia that way,” as Keshia walks into the room.

And they’ll all be safe from the wild, made-for-TVstories I’d create with Ed and try to sell to youin the hallway around his office.

It will still happen, just less often.

I’m deeply grateful for my entire KLC experienceand for the thoughtful, incredible people I’ve metwho have left deep imprints on my life.

KLC regularly allowed me to focus on my owndevelopment, and that often involved someonein the KLC family.

On any given day, I could move from coachto coach, faculty member to faculty memberin a roomful of extraordinary intellects and enjoysumptuous conversation. Then the next day,I could talk one-on-one with people of nationalrenown such as Dr. Roz Lasker, author CarlLarson or our own David Chrislip.

And while working on me, I didn’t have to feelguilty because I was helping Kansans aspireto greatness for their communities and state.

Now, I want to attend to my own aspirations.

But first, I’d like to thank Ed, and Matt Jordan, ourdirector of operations, and the Kansas LeadershipCenter Board for this opportunity to serve my stateand fellow citizens in my role here, as well as forunderstanding my desire to follow this new path.

This isn’t a decision made without risk or evenwithout fear.

But the question I began with asked what I woulddo if I weren’t afraid.

Well, I wanted to answer that question now, beforetime fades away, and with the song still in me.

THE BACK PAGE

MOVING ON

ByMark E. McCormick


KANSAS LEADERSHIP

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300 N. MAIN, SUITE 100 WICHITA, KANSAS 67202


the journal, summer 2012

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