Transcript Leadership - College of the Canyons

Leadership
Dr. Dianne Van Hook,
Superintendent-President
January 29, 2008
How to be Effective in Leading
• Know where you want to
go.
• Check your ego.
• Communicate clearly.
• Line up your ducks!
• Have heart—people matter.
• Do your homework—
research and analyze
– Zero defects
– Concentric Circle
– Force Field
• Facilitate Change – Move!
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Leadership is not about being
something, but dong something. It’s
about movement.
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• Is this the role I truly want to take? Is my choice based
upon an objective evaluation of the situation or emotions
such as fear, jealousy, or revenge?
• Is this the role I should take for the good of all concerned
– myself, my family, my associates, my friends? The
best decision is always a win-win decision for all those
who matter most to you.
• Is this a role that will move my life forward – perhaps not
in the immediate short term but definitely in the long
term? Are there ways in which my taking this role can
provide genuine benefit to me or to someone close to
me?
• Is this a role that provides a healthy challenge for me?
Is it something worth my time, energy, and skills?
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How to be Effective in Leading
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Leadership
Anticipate.
Communicate.
Persist.
Keep your eye on the target—
lead your team.
Follow-through.
Evaluate.
Develop “next steps” plan.
Be courageous.
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“Simple and easy are to different things.
Take the game of football – all a team has to
do is get the ball from one end of the field to
the other and prevent the opposing team
from taking the ball away. Simple. But not
easy. The same holds true for life. Many of
the things we need to do are simple, and we
discount them because they are simple. In
truth, the simple things are sometimes the
hardest things to do.”
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Why is it Personally
Important to You?
• Gives you the self confidence to advance
confidently.
• Enhances department’s credibility.
• Helps in coordination of the whole
(college).
• Develops pathways
to the future.
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“Today might be the day for you to park
yourself in front of your mirror and take
another hard look at who you are and what
you have been gifted to be and to do. Sure,
you may see some flaws. There may be
some age and some wear and tear. But
look again. Look at the possibilities!”
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How to lead without
changing positions.
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Be objective (fact vs. personal preference).
Aim to be respected, not liked.
Be consistent, honest, & fair.
Be open-minded and let go of “territories.”
Facilitate change through
– Commitment
– Enthusiasm
– Example
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• Don’t be a hypocrite! Live what you
speak!
• Be a quick-change artist.
• Be a fact-finder, not a rumor generator!
• Don’t assume—research.
• Have the courage to communicate—not
imagine, pre-judge, and conclude/assume
or judge without facts.
• Keep asking and stay focused.
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Every problem has some type of positive
resolution.
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Avoid the excuses.
Find the resolution.
Run with it.
And, enjoy both the challenge of the
struggle and the rewards of the
accomplishments.
All things are within reach!
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What do you need to move forward?
• Department plans.
• College-wide context
and change ideas.
• Personal professional
development plans.
• Networking plan.
• But most of all, the will,
desire and energy to
do so.
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“People are like stained-glass windows.
They glow and sparkle when it’s sunny and
bright; but when the sun goes down their
true beauty is revealed only if there is a light
from within.”
– Dr. Elisabeth Kubler-Ross, M.D.
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Steve Uzelle’s Video
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Change Checklist
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What’s your position in the
game of life?
Much of what we do in life is determined by
one simple choice we make: to play or not
to play—to play or sit on the sidelines.
We need to deal with the excuses we make
for ourselves about why we can’t, shouldn’t
or won’t participate.
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Steps in the Change Process: Analysis
1.
2.
3.
4.
5.
6.
7.
8.
Description
Need
Potential actors
Payoff
Unfreezing
Resistance
Investment
Cure
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Steps in the Change Process: Planning
9. Actual changes
10. Change strategy
11. Resistance strategy
12. Participation
13. Excitement
14. Change environment
15. Scope
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Steps in the Change Process:
Implementation & Evaluation
16. Advocates
17. Timeframe
18. Monitoring
19. Action plans
20. Risk analysis
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Success of Resistance
• Cause
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Lack of ownership
Lack of benefits
Increased burdens
Lack of top brass support
Loneliness
Insecurity
Norm incongruence
Boredom
Chaos
Superiority
Differential Knowledge
Lack of recognition
Sudden, wholesale change
Failure
Extremes of organizational
structure
– Unique sources
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• Antidote
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Involvement
Payoff
Lighten load
Top brass support
Collegiality
Security
Norm congruence
Fun
Control
Empathy
Equal information
Involvement
Gradualism
Affirmation
Moderate centralization,
formalization, or stratification
– Unique solutions
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Increased Chances for Success.
• Change has no absolute laws.
• It is rather, a domain of
possibilities—a game of chance.
• Using strategies doesn’t
generate anything, it does
enhance possibilities.
• Human qualities of daring,
instinct, and intuition are
powerful elements in the
process.
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Actions matter far more than feelings.
• What you do is more important than what you
feel.
• Most feelings we experience are temporary—
usually based on external circumstances and
events which are also temporary.
• Actions, however, have a lasting impact on
ourselves and others.
• Actions—those things we say and do—become
embedded in memory.
• Actions mold our reputations.
• Actions establish our relationships and produce
accomplishments.
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Twelve Pieces of Folk Wisdom about Change:
1. Grass is always greener on the other
side of the fence.
2. Guess what—not everyone is likely
to take time to think what the other person is
thinking and feeling.
3. Stress is fertile for success.
4. You can’t make it if you believe your faking it. If
you say you can, or you say you cannot—you
are right!
5. If they haven’t bought it, they won’t keep it!
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6. Push me, and I’ll push back. Instead, have the
courage to move forward even if it is lonely.
7. If you want change, have a party!
8. 100 proof change, like 100 proof whiskey, is
hard to swallow.
9. Change is loss, but only if what you had is
better than what you’re going towards.
10. You learn to walk only by taking baby steps. Be
patient but set your target higher!
11. To err is NOT only human, but divine!
12. Risk is not Russian Roulette.
(Bond Measure, University Center,
Online and Technology)
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Beliefs Conducive to Change
We Believe that:
• A change is available to meet our needs.
• It is desirable to search for an change that meets
our needs.
• Cooperation is better than competition.
• Everyone is of worth in decision making if they
are informed and prepared.
• The views of others are legitimate statements of
their positions.
• Differences of opinion are helpful.
• Other members are trustworthy.
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Rules of Change Management
• We will help all teams develop confidence.
• We will strive for consensus, but move
forward with the early adapters.
• We will meet timelines and move forward.
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Knowledge about Change
Creating change is like coaching. . .most
people think they know how to do it, but few
actually can.
Our jobs entail more complexities and
complications than casual observers can
detect. We owe it to ourselves and others to
find out—not assume!
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Eight Resources Crucial to Successful
Change Efforts
1. Time—Realistic, yet reasonable timeline.
2. Leadership—Everyone needs an actual
leader. Leaders:
– Challenge the process;
– Inspire a shared vision;
– Enable others to act;
– Model the way; and
– Encourage the team! Celebrate, Celebrate!
Dare to play music!
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Eight Resources Crucial to Successful Change
Efforts (Continued)
– Not much will happen unless individuals have the
drive to succeed and will to overcome resistance.
– Tired, burnt-out people rarely achieve greatness or
create change.
– If team members are to feel energy, vision, and
excitement, the leadership of the organization must
have those qualities.
– Recognition fuels action and inspires effort.
Recognizing the change effort
• At the inception
• Persistently through the process
• At the conclusion
– Through notes, in speeches, and through symbols at
meetings and parties. However, beware of those who
aren’t recognized. They will get ornery!
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Eight Resources Crucial to Successful
Change Efforts (Continued)
3. Discretionary Fund (
4. Freedom
and the fun to use it)
– Most change efforts violate some established
processes (be prepared to modify and adjust)
– As change emerges, it will most likely batter and bruise
long-lived routines
– Change terms need not only bend the rules but have
the freedom to fail (If you set up an environment in
which failure is not accepted no one will dare to risk.)
5. Energy & Excitement
– The more sparks of energy, the more you will achieve
– Energy is a critical trait In leadership
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Eight Resources Crucial to Successful Change
Efforts (Continued)
6. Recognition
– All members of the community can feel they have
a right to share in the “glory” even if they do
nothing.
– As such, if they feel kept out (which they will if
they don’t participate), many get jealous of the
“team” and try to undermine it.
– These people need to be confronted and invited
to get active and possibly involved.
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Eight Resources Crucial to Successful
Change Efforts (Continued)
7. Chance to network
– A rich resource to change is the experience of others.
– Visit sites; talk to others, observe and shadow
mentors.
– Many new ideas come from an opportunity to
network.
– You will return with a renewed faith and confidence in
your ideas.
– Changes need a support base and encouragement
from colleagues to dare to try their ideas. The
insights of people who are not directly involved are an
invaluable resource to change.
– Networking, both within and outside of the
organization, provides perspective.
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Eight Resources Crucial to Successful
Change Efforts (Continued)
8. Empowerment occurs when people:
– Feel survival is in own hands;
– Have important work to do’ sense a clear
purpose; and are communicated to achieve that
purpose
If people lack a sense of control, they do not seek
possibilities. If they have no purpose, direction,
or commitment, they simply react or come to a
dead stop.
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Elements of Careful Planning
• Listening: Willingness to seek out others and
actively hear what they have to say.
• Involving: Participation of many people in
defining the what and how of changes.
• Directing: Organization of the disparate work of
individuals: ability to meet and give focus to a
task team.
• Analyzing: Capacity to receive, sort, and
aggregate information and ideas to make sense.
• Crafting: Artisanship in sharing information and
values into a provident that satisfies identified
needs and interests.
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Thirteen Steps in Direct Collaboration
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Include All Sides
Establish Collaborative Norms/Processes
Define the Problem Domain/Decision Set
Define the Timeframe
Define Givens
Define Unacceptable Outcomes
Reinvent Part of a Wheel
Reach for Consensus
Call for Systematic Decision Process
Draw upon Expertise
Monitor the Process
Air Drafts
Emphasize Group Credit/Accountability
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Collaboration is about
Long-term Successes.
• Lying, backstabbing, misinforming, and
threatening may get something done in the
short-term, but empirical and intuitive evidence
suggests will only hurt us in the long term.
• People who are deceived will find a way to get
even.
• Strategies for long-term success build on trust.
To be trusted, you must be trustworthy. If you
involve others in choosing, developing,
implementing, and evaluating an innovation,
you’ll get them more easily.
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What’s your position in the
game of life?
Much of what we do in life is determined by
one simple choice we make: to play or not
to play—to play or sit on the sidelines.
We need to deal with the excuses we make
for ourselves about why we can’t, shouldn’t
or won’t participate.
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“There is a big difference between an
excuse and an explanation. An excuse is
offered to seek a way out of a challenge. An
explanation is offered to seek a way into a
solution. The distinction between an excuse
and an explanation lies in your motives.”
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We offer excuses.
• To keep others from thinking we are selfish
or lazy or uninterested.
• Or, to gain sympathy.
An excuse is a way to seek a way out of a
task or responsibility.
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Or, Instead of Excuses:
You can offer explanations to help to find
solutions.
Measure M Headquarters is a great
example: “I can’t phone, but I want to be
involved.”
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What role do you play?
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Escapist
Aggravator
Spectator
Participator
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Escapist
• Checks completely out
• Passively allows life to pass him/her by.
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Aggravator keeps the pot boiling.
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Criticizes and incites conflict
Thrives on limitations
Majors in the minor
Cynical of life in general
Litany of reasons why change is bad
Small thinker who sees the world through his
small lens of personal likes and dislikes
• Rarely pleasant
• Criticize and demean
• Justify behavior by saying, “I’m trying to maintain
high standards.”
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Spectator watches from a distance
• Spectator knows there’s a game and has
dreams of winning, but he never ventures onto
the field.
• Positive:
– Plays the role of cheerleader.
– Steps aside so others can take the spotlight.
– Marked by a unselfish and generous spirit toward
others.
• Negative:
– Bound by fear.
– Frustrated.
– Tried and failed—so he walks.
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The participator plays to win.
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A Balance of Extremes
We all have highs and lows, problems and
triumphs, limitations and strengths, and liabilities
and assets.
Yet, one thing is certain: Every time a door seems
to be tightly shut, a window is waiting to be
opened.
Every time a problem seems to be unsolvable, an
option—perhaps unusual or never tried before—is
waiting to be discovered or pursued.
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Four Caveats
• Change requires a bias for action
• You can change behaviors, not attitudes.
• Change is more often process more than a
result.
• You can’t be a leader unless you’re been a
failure.
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Steps in the Change Process: Analysis
1.
2.
3.
4.
5.
6.
7.
8.
Description
Need
Potential actors
Payoff
Unfreezing
Resistance
Investment
Cure
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Unfreezing
• Strain: Do individuals feel stress in relation to
the change? (No stress, not change.)
• Valence: Is there something valuable to head
toward? Attraction is the concrete manifestation
of payoff. (The target must be clear and
valuable.)
• Potency: Does the “changee” believe he/she
can change? If not, the included he/she will not
change. (Potency deals with belief, not fact!)
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Leadership and change are not complex
tasks, but they do require guts..
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Entrepreneurial Leader
7 Characteristics (Cartwright, 2002)
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Vision
Commitment
Self-Belief
Discipline
Risk-Taking
Concern for the customer
Creativity.
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Common Qualities (Cartwright, 2002)
• They are pioneers, not followers in their in industries.
• They have a record of long-term success and results.
• Whether flamboyant or low-key, they are deeply
dedicated to inspiring others to their highest levels of
employment and performance.
• They care about people, as individuals, not just assets or
resources.
• They are doing things radical enough to say, that takes
guts!
• What they are doing can be replicated to help other
businesses succeed.
• They all run organizations in which people would want to
work in.
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Let’s Look at Your Personal
Professional Development Plan.
• List skills/experience needed.
• Describe plan to acquire each competency
needed.
• Ask, “Who can help me?” (Name/Contact)
• Set completion Date.
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Every person has one or more conditions.
What’s yours?
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Every one of us faces the challenge of
discovering the unusual, potentially
limiting conditions of our lives, and then
learning how to stop those conditions
from disabling our spirits.
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We face four choices every day--sometimes many times a day.
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Sleeping in
Caving in
Tuning in
Digging in
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Sleeping in: Choice One
• Sleeping in is a positive choice:
– So overwhelmed—can’t move
– Wants to ignore difficulty if dealing with situation
• In either case, they give up before trying.
• They do nothing!
• In its most extreme form, they fail to take risks or
accept responsibility for their own life.
• A person who “sleeping in” expects to be taken
care of, to have others shoulder their burdens.
• Sleeping in is an attempt to escape a condition.
• The alternative: Face conditions and seek ways
of dealing with them.
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Caving in: Choice Two
• Recognizes condition and overwhelmed by its
enormity.
• Doesn’t deny it but is paralyzed by it.
• Fears it, and usually does something negative
instead of positive—like blaming others.
• Tries to blot it out—masks it with drugs/alcohol
or runs away.
• Never takes a chance because of fear of failure.
• Doesn’t want to be called a failure, so blames
others.
• The person who caves in never wins the game—
too scared to play it!
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Tuning in: Choice Three
• Honestly assess condition and ability to deal with
hurdles.
• Tunes into solutions, alternative methods, and innovative
answers.
• Require individual to try: Here’s the condition, Here are
multiple options to override or compensate, and here is
how I choose to respond.
• Tuning in involves identifying the condition, surveying
options, and making choices.
• Tuning in to something means shutting others out.
• Tuning in lets you be creative and innovate and move
forward toward dreams, goals, and desires.
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Digging in: Choice Four
• Run with the option you have chosen that
will work in that setting.
• Find the mix of solutions that work.
• It won’t happen unless you have goals you
consider worth pursuing and are willing to
do it with diligence, enthusiasm, and the
best forward-motion of your life.
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The Beginning of Growth
• The person who chooses to sleep in
doesn’t grow.
• The only person who grows is the person
who tunes into the condition his/her life—
seeks out solutions & and digs into
pursuing solutions.
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There have been countless times in
my life that I could have slept in or
caved in.
Rather, I have chosen to tune in and
dig in. We have a choice every day.
What’s yours?
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Actions matter far more than feelings.
• What you do is more important than what you
feel.
• Most feelings we experience are temporary—
usually based on external circumstances and
events which are also temporary.
• Actions, however, have a lasting impact on
ourselves and others.
• Actions—those things we say and do—become
embedded in memory.
• Actions mold our reputations.
• Actions establish our relationships and produce
accomplishments.
January 29, 2008
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A Balance of Extremes
We all have highs and lows, problems and
triumphs, limitations and strengths, and liabilities
and assets.
Yet, one thing is certain: Every time a door seems
to be tightly shut, a window is waiting to be
opened.
Every time a problem seems to be unsolvable, an
option—perhaps unusual or never tried before—is
waiting to be discovered or pursued.
January 29, 2008
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Every problem has some type of positive
resolution.
•
•
•
•
Avoid the excuses.
Find the resolution.
Run with it.
And, enjoy both the challenge of the
struggle and the rewards of the
accomplishments.
All things are within reach!
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What opportunities will be here?
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Current Biotech Entry-Level Jobs
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New Jobs that Do Not Exist Yet
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New Jobs that Do Not Exist Today
• Healthcare Travel Agent MD
• Technology Matchmaker (Global Scale)
• International Skills Matchmaker
(Healthcare Recruiter)
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• Gender Studies
Some New Disciplines
• Health Care Interpreter
• Psychology
in the Last 5 Years
• Retail Management
• Sociology
• Recreational Management
• Animation Production
• Audio/Radio Production
• Biotechnology
• Computer Animation
• E-Commerce/Business
• E-Commerce/Technology
• Film/Video Production
• General Communication Theory
• Graphic & Multimedia Design (Design Emphasis)
• Home Health Aide
• Instructional Aide
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Some New Disciplines
in the Last 5 Years
Machining/CNC
Manufacturing - CAD/CAM
(continued)
Manufacturing - CATIA
Medical Assistant
Network Associate (Low Unit Cert)
Networking Engineer (Low Unit Cert)
Personal Finance
Photography-Commercial
Photography-Fine Arts
Rhetoric/Public Address
Video Game Animation
Web Site Development
Crime, Deviance & Social Control
General Sociology
Interior Design - Merchandising
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•
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Some New Disciplines
in the Last 5 Years
International Trade - Finance
(continued)
International Trade - Marketing
Life and Longevity
Linux/UNIX Administration
Race, Gender & Multiculturalism
Security Technologies
Set Decorator
Recreational Management
Automotive Technology Program
Culinary Arts
Speech Language Pathology Assistant
Medical Lab Technician
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As We Move Forward …
• Expansion of Noncredit Division
• Development of College Campus Northwest Area of
District
• Open Educational Resources Center
• University Center Open, Fulltime Director
• Opening of 1 or 2 Buildings at Canyon Country
– Fulltime Student Services
– Fulltime Learning Resource Center & Tutorial Programs
Coordinator
• Expansion of Online Curriculum & Services Functions
• Growth of Departments Recombination of Departments:
Net Gain, 2 Divisions
• Coordinator of High Tech Incubator
• Director of External Relations
• Fulltime Institute for Teaching & Learning Coordinator
• Splitting of Departments: More Department Heads
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How to Be a Star at Work:
Rules for a Really Big Career
• Take risks that are calculated, not crazy.
• The worst-case scenario is rarely as bad as you
think.
• Don’t personalize things that aren’t personal.
• It’s best in the long run to make your life a grudgefree zone.
• Be generous with praise, and careful with
criticism. Once its said, you can’t take it back.
• Know the rules so you know which ones to break.
• It is easier to ask forgiveness than it is to get
permission.
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“None of us can ever know fully what it
is like to live out another person’s life.
Our challenge is to figure out how to
live out our own lives fully!”
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