welcome to the academy for leadership and development
DESCRIPTION
WELCOME to the Academy for Leadership and Development. Our Mission is... ...to design and promote world-class training programs and services to advance academic and administrative leadership for post-secondary institutions worldwide in an era of change. WELCOME TO THE ACADEMY. - PowerPoint PPT PresentationTRANSCRIPT
WELCOMEto the Academy for Leadership and Development
WELCOME TO THE ACADEMY
23 Years of Leadership Development Over 200 Academies Over 8,000 Participants
Our Mission is......to design and promote world-class training programs and services to advance academic and administrative leadership for post-secondary institutions worldwide in an era of change.
Academy Classroom
OVERVIEW Good News! Recognizing US Building Community Learning Styles Program Principles/Values Program Components Program Outline Path to Transformational Leadership
GOOD NEWS!A wise person once said, “The bad news is that you can’t have it all. The good news is that when you know what’s
really important, you don’t want it all anyway.”By Unknown
“The bad news is that time flies.
The good news is that you’re the pilot.”
CORNERS
LEADERSHIP LINEUP
PARTNER ACTIVITY INTERVIEW GUIDE Share one of your success stories as
an organizational leader
Share one of your most difficult roles/responsibilities as an organizational leader
BUILDING COMMUNITYEight Habits of the Heart• Nurturing Attitude• Dependability • Responsibility• Friendship• Brotherhood• High Expectations• Courage• Hope
Clifton Taulbert
OPERATIONAL GUIDE• Appreciate, value, and respect differences• Maintain confidentiality; no rank in the room• Everyone participates; no one dominates• Help us stay on track, be on time, stay
engaged• Give freely of your experience• Keep an open mind• Maintain a positive and appreciative group
dynamic• One speaker at a time; do not interrupt• Be an active and objective listener• Have fun!
ISSUE BANKThe Issue Bank is a blank sheet of paper that is posted and used to record important issues.
Items to include in the Issue Bank:• Topics that will be addressed later• Questions that should be deferred until
the end of the current agenda• Items that should be the subject of
future agendas• Announcements
ANYONE MAY POST AN ISSUE!
PROGRAM GOAL
Provide relevant, learner-centered training and professional
development for organizational leaders that is engaging,
meaningful, useful, and which results in positive change and
professional growth.
CHILDREN vs. ADULT LEARNERS
Adapted from Train the Trainer, 2nd Edition, Ittner & Douds, 1997
Children Adults
Rely on others to decide what is important to be learned.
Decide for themselves what is important to be learned.
Accept the information presented at face value.
Need to verify the information based on their beliefs and experiences.
Expect what they are learning to be useful in their long-term future.
Expect what they are learning to be immediately useful.
Have little or no experience upon which to draw are relatively "clean slates."
Have much past experience on which to draw may have fixed viewpoints.
Have little ability to serve as a knowledgeable resource to teacher or fellow classmates.
Have significant ability to serve as resource to the trainer and fellow learners.
HOW DO I LEARN BEST? LEARNING STYLE SURVEY
A B C DTalking Listening
Acting Reacting
Taking small steps Observing overall picture
Being quick Being deliberate
Experimenting Digesting
Carrying out ideas Thinking up ideas
Changing Remaining constant
Being animated Being reserved
Doing Watching
Being goal oriented Being process oriented
Being practical Seeing ideals
Changing as I go Mapping out in advance
Finding solutions Identifying problems
Formulating answers Formulating questions
Total the number of “A”s, “B”s, “C”s, and “D”s you checked and write them below.“A”s __________ “B”s __________ “C”s __________ “D”s __________
HOW DO I LEARN BEST? LEARNING STYLE SURVEY
1 2 3 4
Intuitive Logical
Personally involved Impersonally objective
Emotional Intellectual
Supportive Critical
Eager to discuss with others Prone to analyze by myself
Interested in new experiences Interested in new ideas, models
A believer in opinion A believer in theory
Accepting Questioning
Feeling Thinking
A quick risk taker A slow risk taker
Prone to trial and error Prone to planning and organizing
People-oriented Task-oriented
Ready to jump in Wanting facts first
Dependent Independent
Total the number of “1”s, “2”s, “3”s, and “4”s, and write them below.“1”s __________ “2”s __________ “3”s __________ “4”s __________
LEARNING STYLE PROFILE
4
3
1
2
A B C D
Doing Watching
Feeling
Thinking
LEARNING STYLE PROFILE
4
3
1
2
A B C D
Doing Watching
Feeling
Thinking
LEARNING STYLE PROFILE
4
3
1
2
A B C D
Doing Watching
Feeling
Thinking
Enthusiastic Imaginative
LogicalPractical
LEARNING STYLE ACTIVITY AND DISCUSSION
• Write, draw, or somehow represent the characteristics of your learning style.
• What kinds of activities and experiences do you prefer as a learner?
• What do you need from others (facilitator and colleagues) to be successful in your learning?
ENTHUSIASTIC LEARNERS• Enthusiastic• Dynamic• Comfortable with others• Good starter• Jumps right in• Impulsive• Creative
IMAGINATIVE LEARNERS• Perceive information concretely• Process reflectively• Believe in their own experience• Are team-oriented• Are good listeners• Think alone first, then with a
group• Care about others in the
classroom
PRACTICAL LEARNERS• Problem solvers• Seek utility and results• Perceive information abstractly and
process it actively• Decisive• Take action on tasks• Like to be in control of the situation• Hard workers
LOGICAL LEARNERS• Organized• Follow a plan• Work independently• Precise, thorough, careful• Follow directions• Calculate the probabilities• Like manipulatives
OVERVIEW OF LEARNING STYLES
Enthusiastic Learners Learners who are active, involved, and also feeling-oriented
Imaginative Learners Learners who are feeling-type learners, but who are also deliberative and studied
Practical Learners Learners who are thinkers and also active problem solvers
Logical Learners Learners who are deliberative, unhurried, and also thinkers, relating most to ideas
Adapted from "Teaching and Learning: The Role of the Academic Leadership Team," Idahlynn Karre, 1993
SYNTHESIS OF EDUCATIONAL RESEARCH• 10% of what they Read• 20% of what they Hear• 30% of what they See• 50% of what they Hear and See• 70% of what they Say• 90% of what they Say as they Do something
Adapted from Train the Trainer, 2nd Edition, Ittner & Douds, 1997
Learning PyramidLearning Pyramid
LectureReading
Audio-VisualDemonstration
Discussion GroupPractice by Doing
Teach Others/Immediate Use
5%10%20%30%50%75%90%
AverageRetention
Rate
Learning Pyramid
PROGRAM PRINCIPLES AND VALUESThe program is designed upon the following leadership principles and values:1. Build and sustain a learning and leading community of leaders.2. Develop effective, inspired, transformational leadership skills.3. Develop leadership communication and coaching skills.4. Appreciate, value, respect, and celebrate diversity.5. Recognize, value, and capitalize on strengths.6. Examine relevant and cutting-edge theory and research.7. Seek results in personal and professional growth.8. Engage in dialogue and discovery, journaling, and reflective practice.9. Seek to understand self and relationships; facilitate communication.10. Make a difference in the lives of others.
PROGRAM PRINCIPLE AND VALUE #1Building and sustaining a learning and leading community
of organizational leaders
• Personal learning contact• Cooperation among leaders• Active learning/time on task• Prompt feedback• High expectations• Quality of professional development experience• Influential interactions with others in the learning community• Supportive environment
PROGRAM PRINCIPLE AND VALUE #2Developing effective, inspired, transformational leadership
The Academy is dedicated to fostering leaders who understand and effectively practice the components of effective, transformational leadership:
• Vision• Creativity• Interaction• Empowerment• Passion
“Leadership is not at all about personality; it’s about practice.”
(Kouzes and Posner, 2002)
PROGRAM PRINCIPLE AND VALUE #3Developing leadership communication and coaching skills
• Principles of communication• Listening for leaders• Messages: verbal and
nonverbal• Giving and receiving
feedback• Managing conflict• Establishing and maintaining relationships• Coaching for success
PROGRAM PRINCIPLE AND VALUE #4Appreciate, value, respect, and celebrate diversity
• Be open to differences among people
• Empathize with the other person
• Communicate positivity to others
• Use immediacy to unite yourself with others
• Engage in effective interaction management• Communicate expressiveness• Be other-oriented
PROGRAM PRINCIPLE AND VALUE #5Recognize, value, and capitalize on strengths
• Accept strengths and help others accept and value the talents they have
• Value and inspire team members to recognize each other’s talents
• Connect and get individuals to connect their talents to crucial outcomes
PROGRAM PRINCIPLE AND VALUE #6Examine relevant and cutting-edge theory and research on leadership
The Academy will strive to present material and experiences that are relevant to post-secondary education experiences, your situation(s), and your learning needs.
PROGRAM PRINCIPLE AND VALUE #7Seek results in personal and professional growth
• Cultivating change through collaborative reflection
• Taking the time to talk• Having the courage to slow
down and start conversations with each other
• Reflecting together to become more aware of each other’s actions and intentions
• Approaching issues together with curiosity, not certainty• Listening for the differences, for what’s going to
surprise us, for what we didn’t expect to hear
PROGRAM PRINCIPLE AND VALUE #8Engage dialogue and discovery: journaling and reflective practice
• Journaling is the process of recording one’s reflective thoughts
• The format for one’s journal varies from one individual to another
PROGRAM PRINCIPLE AND VALUE #9Seek to understand self and relationships for the express
purpose of mindful communication and leadership
“The true force that attracts others is the force of the heart.”
(Kouzes and Posner, 2002)
“Transformation begins with trust. Trust is the essential link between
leader and led, vital to people’s satisfaction and loyalty, vital to
followership.”(Evans, 2002)
PROGRAM PRINCIPLE AND VALUE #10Make a difference in the lives of individuals, teams,
colleges, and communities
One person can make a difference in an organization!
PROGRAM COMPONENTS• Initial five-day seminar, including the development of an
Individual Professional Development Plan (IPDP)• Practicum experience: implementation of an Individual
Professional Development Plan, reflective practice, and journaling
• Mentoring • Online connection via LinkedIn• Closing five-day seminar • Optional – graduate credit
THE PRACTICUM• Implementation of an Individual Professional Development
Plan (IPDP)• Selecting mentors• The Academy Liaison/Coach• Electronic forum• Reflective practice and journaling
PROGRAM TOPIC AREASFirst session in residence • Welcome And Overview
• Complex Role of Organizational Leaders
• Integrating and Celebrating Strengths
• Learning Leadership - Finding Your Voice
• Understanding Self and Others: Work Behavioral Styles
• Strategic Thinking and Acting
• Building Global Awareness and Cultural Intelligence
• Leading Effective Teams
• Effective Communication
• The Leadership Practicum
• Program Review and Closing
PROGRAM TOPIC AREASSecond session in residence • Welcome and Practicum Reflection
• Strengths-Based Leadership
• Adaptive Leadership
• Leading and Managing Change
• Organizational Culture and Cultivating Followership
• Leader as Manager
• Leadership Assessment (MLQ)
• Managing the EnterprisePlanning and Resourcing - Organizing and StaffingAssessing and Evaluating - Managing ConflictCoaching - Crisis Management - Developing Others
• The Leader’s Ethical Compass
• Celebrating Excellence, Closing, and Graduation
THE PATH TOWARDS TRANSFORMATIONAL LEADERSHIP
• Begins today/anew• Builds on the past• Is mindful of the present
(governing realities)
• Looks to the future• Leverages your strengths• Seeks to shape/inform
difference makers
VIDEO
QUESTIONS AND REFLECTION
REFERENCES• In doing research for a comprehensive
book entitled Leadership for the Twenty-First Century, Joseph Rost listed over 500 works focused on leadership, largely published in the 1980s when the industry exploded with literature on the subject.
• Today the field has been greatly expanded to focus not just on the “leader” but also on followers, peers, work setting, context, and culture.
Forward favorite references you feel may be relevant to:[email protected]