Wisconsin Leadership Wisconsin Leadership Development Institute Development Institute

Mid-Year InterimMid-Year Interim

Facilitators:Facilitators:Jim Plog, Director of Staff and Jim Plog, Director of Staff and Organizational DevelopmentOrganizational Development

Jim Begotka, Faculty and Staff Jim Begotka, Faculty and Staff Development CoordinatorDevelopment Coordinator

Workshop Outcomes

• Acquire perspectives on leading from the middle

• Enhance leaders’ awareness of change dynamics

• Ascribe to the value of an Ai paradigm

• Describe key components of career development

• Value the impact of ongoing professional development related to career options

• Leverage the portfolio as a tool for career development

Leading from the Middle

What is Leadership?

“Leadership is influence processes affecting: the interpretation of events for followers, the choice of objectives for the group or organization, the organization of work activities to accomplish

objectives, the maintenance of relationships and teamwork, and, the enlistment of support and cooperation from

people outside of the group or organization.” Yukl, 1994

Influence is often viewed as the essence of leadership

Five Areas Crucial to Organizational Performance

Dimensions Management Leadership

Direction

Alignment

Relationships

Personal Qualities

Outcomes

See the Handout

Leading from the Middle

Leading from the Middle

Leadership Credibility

Like a bank account, you can make deposits and withdrawals via actions

Credibility enables leaders to get followers to do extraordinary things in an organization

Can’t bring about change unless perceived as credible

The Role of Followership

Not submissive – Active – Supportive and committed

Followers occur as a natural condition of organization

Followers have a power as trusted servant (Servant Leadership)

Employee Committed Engaged Effective Exemplary

Developing Credibility Challenge the process

Search for the opportunities Experiment and take risks

Inspire a shared vision Envision the future Enlist others

Enable others to act Foster collaboration Strengthen others

Model the “Way” Set the example Plan small wins

Encourage the Heart Recognizing individual

contribution Celebrate accomplishments

When Change Requires Transforming an Organization

Transformational Principles Include: Establishing a sense of urgency Creating a guiding coalition Developing a vision and strategy for change Communicating the change vision Empowering employees for broad-based action Consolidating change

The Change Oriented Model for Transformational Leadership

Compelling Questions:

1. What aids my professional development?

2. How do my relationships advance professionalism?

3. What help do I offer in other’s professional ties?

3 Components: Intellectual stimulation Charisma and Inspiration Individual considerations

If this glass represented CHANGE, If this glass represented CHANGE, how do you see it?how do you see it?

Let’s assess the environment Let’s assess the environment somewhat…somewhat…

• How prevalent is change?

American society will face more change in the

next 5 years than has occurred in all of the

past 100 years.

The Forces for Change . . .The Forces for Change . . .

External ForcesTechnologyEconomyMarket NicheHuman/Social Needs and ValuesGovernment Policies

Internal ForcesLeadership and VisionWorkforce DemographicsEmployee DissatisfactionNew IdeasPerformance Failures

"To exist is to change. To change is to mature. To mature is to go on creating oneself endlessly"

- Henri Bergson

Change a Little “Closer to Home”Change a Little “Closer to Home”

40-60% of the current WTCS Faculty and Staff are 40-60% of the current WTCS Faculty and Staff are expected to retire within the next 3-5 yearsexpected to retire within the next 3-5 years

Questions loom closer and closer as to how Questions loom closer and closer as to how Districts will strategically address the following: Districts will strategically address the following: sustaining growth, controlled medical care costs, sustaining growth, controlled medical care costs, promoting wellness, reducing waste in processes, promoting wellness, reducing waste in processes, outsourcing, an increasingly higher percentage of outsourcing, an increasingly higher percentage of the budget being compensation and benefits, the budget being compensation and benefits, exploration of other non-tax funded revenue exploration of other non-tax funded revenue streamsstreams

Under-prepared learners on the increaseUnder-prepared learners on the increase Learners utilizing WTCS as a short stop for Learners utilizing WTCS as a short stop for

inexpensive transfer of Gen Eds to other collegesinexpensive transfer of Gen Eds to other colleges

What do you see on the

Change radar screen??

Change, Schmange – So What?Change, Schmange – So What? Change will impact the environmentChange will impact the environment Change will impact YOU – personallyChange will impact YOU – personally Change will impact your organizationsChange will impact your organizations Change will involve both opportunity and Change will involve both opportunity and

demisedemise

As you LEAD FROM the MIDDLE, you personally will develop your own coping skills and management of

change. You will also have opportunity to influence your followers/contributors’ perspectives on the changes?

Yes or No?

The Emotional Journey of ChangeThe Emotional Journey of Change

LookingBack

LookingForward

Chaos

Stability

From: From: Leading Change Training Leading Change Training,Jeff & Linda Russell, ASTD Press, 2003

Comfortand Control

Inquiry, Experimentation,

and Discovery

Learning, Acceptance, and

Commitment

Fear, Anger,and Resistance

STABILITY

Looking Back

Looking Forward

Chaos

Characteristics ofCharacteristics ofComfort and ControlComfort and Control

ComfortableComfortable SafeSafe Everything’s fineEverything’s fine HappyHappy SatisfiedSatisfied No problemsNo problems PositivePositive RewardingRewarding In controlIn control I’m okay, you’re okay!I’m okay, you’re okay!

People feel comfortable, People feel comfortable, safe, and in control. safe, and in control.

They are working hard — They are working hard — but often on the wrong but often on the wrong

things.things.

From: From: Leading Change Training Leading Change Training,Jeff & Linda Russell, ASTD Press, 2003

Characteristics of Characteristics of Fear, Anger, Fear, Anger, and Resistanceand Resistance

FrustrationFrustration AngerAnger FearfulFearful BetrayedBetrayed UpsetUpset ConfusedConfused ChallengedChallenged People feel frustrated, People feel frustrated,

angry, and fearful about angry, and fearful about the change. Performance the change. Performance

deteriorates.deteriorates.

HostilityHostility AnxietyAnxiety Self-doubtSelf-doubt LostLost DazedDazed

From: From: Leading Change Training Leading Change Training,Jeff & Linda Russell, ASTD Press, 2003

Characteristics of Characteristics of Inquiry, Inquiry, Experimentation, and DiscoveryExperimentation, and Discovery

ConfusedConfused QuestioningQuestioning HopefulHopeful OpportunityOpportunity FrustratedFrustrated DisappointedDisappointed ChallengedChallenged Half-way there!Half-way there! Making progressMaking progress

People want to make the People want to make the change work — on their change work — on their

terms as well as those of terms as well as those of the organization — but they the organization — but they don’t have clear answers.don’t have clear answers.

Going in all directions at Going in all directions at once!once!

Searching for solutionsSearching for solutions Exciting!Exciting! Innovation/creativityInnovation/creativity

From: From: Leading Change Training Leading Change Training,Jeff & Linda Russell, ASTD Press, 2003

Characteristics of Characteristics of Learning, Learning, Acceptance, and CommitmentAcceptance, and Commitment

Now I know!Now I know! EnergizedEnergized Success!Success! We made it!We made it! ReliefRelief Wow!Wow! Self-confidenceSelf-confidence SatisfiedSatisfied ComfortableComfortable What’s next?What’s next?

People are focused on and People are focused on and excited about the future. excited about the future.

They begin working They begin working together to accomplish the together to accomplish the

change vision.change vision.

From: From: Leading Change Training Leading Change Training,Jeff & Linda Russell, ASTD Press, 2003

Getting Stuck in the JourneyGetting Stuck in the Journey

When people get stuckWhen people get stuckhere . . .here . . . It can lead to this . . .It can lead to this . . .

ComfortComfort and Control and Control Complacency and Complacency and ObsolescenceObsolescence

Fear, Anger and ResistanceFear, Anger and Resistance Sickness and DepressionSickness and Depression

Inquiry, Experimentation,Inquiry, Experimentation,and Discoveryand Discovery

Anxiety and Lack of Anxiety and Lack of IntegrationIntegration

Learning, Acceptance, and Learning, Acceptance, and CommitmentCommitment

Gradual Drift “Backward” Gradual Drift “Backward” into Comfort and Controlinto Comfort and Control

From: From: Leading Change Training Leading Change Training,Jeff & Linda Russell, ASTD Press, 2003

Change Readiness SurveyChange Readiness Survey

“ “Every human trait comes with Every human trait comes with plusses and minuses. Too much plusses and minuses. Too much passion, for instance, can overcome passion, for instance, can overcome common sense. Too little can lower common sense. Too little can lower motivation.” motivation.” Author unknownAuthor unknown

You are looking for an optimal range You are looking for an optimal range of 22-26 for each dimensionof 22-26 for each dimension

Has anything Has anything “changed”“changed” from an from an hour or so ago?hour or so ago?

Appreciative InquiryAppreciative Inquiry

Appreciative Inquiry involves both a Appreciative Inquiry involves both a processprocess and a and a mindsetmindset of of implementing positive changeimplementing positive change

Applying an Ai mindset to implement Applying an Ai mindset to implement positive change impacts leadership by:positive change impacts leadership by:

channeling efforts and energy to gain channeling efforts and energy to gain greater productivity levelsgreater productivity levels

Building more and better relationships Building more and better relationships

Component #1 – Component #1 – The DialogueThe Dialogue

A fundamental component of A fundamental component of Appreciative Inquiry is the ongoing Appreciative Inquiry is the ongoing platform to engage in platform to engage in dialoguedialogue..

How is this done?

Posing questions – Inquiry for the purposes of learning about and establishing the desired future.

Component #2 Component #2 The Process of Creating the The Process of Creating the

Desired FutureDesired Future

A variety of collaborative tools are A variety of collaborative tools are utilizedutilized

To harness a positive energy channeled by leaders and contributors to gain and sustain greater productivity and innovative means of developing a desired future

Five Generic Processes of Appreciative Inquiry*Five Generic Processes of Appreciative Inquiry*

Ai

1. Choose the positive as the

focus of inquiry

2. Inquire into exceptionally

positive moments

4. Create shared images of a

preferred future

5. Innovate and improvise ways to create that future

* Bernard J Mohr & Jane Magruder Wa tkins, The Essentials of AppreciativeInquiry: A Roa dmap for Creating Positive Futures, p. 5

3. Share the stories and identify life-

giving forces

Discovery

Definition

Dream

Design & Destiny/Delivery

Challenge yourselves with this Challenge yourselves with this compelling question:compelling question:

Do you Do you believebelieve it when you see it? it when you see it?

OR,

Do you see it when you believe it?

InquiryInquiry

How is change viewed within How is change viewed within your technical college’s culture, your technical college’s culture, the “real” culture, meaning the the “real” culture, meaning the culture consisting of values and culture consisting of values and vision truly embraced and vision truly embraced and evident in behaviors of leaders evident in behaviors of leaders and contributors on a daily and contributors on a daily basis?basis?

Career DevelopmentCareer Development

The Leadership Career in FocusThe Leadership Career in Focus Personal growth and life Personal growth and life

achievementsachievements Career mobility for “fit” and Career mobility for “fit” and

harmonizing needsharmonizing needs What are your OPTIONS?What are your OPTIONS?

The Leadership CareerThe Leadership Career

Window of Opportunity to Develop

Focus

Gaining Experience

Career Focus

Focus with Impact

Experience

Long and Winding Long and Winding RoadRoad

Career and Life Stages Career and Life Stages Activity: Activity:

ID your ID your milemile markersmarkers

A Long and Winding Road

Farren, Caela, WORKPOWER Facilitator’s Manual. 1996.

Farren, Caela, WORKPOWER Facilitator’s Manual. 1996.

Values are those ideals we prize, cherish, or esteem. Those beliefs we hold as extremely important. They give meaning to our lives.

Values…and Satisfaction

“Ultimate satisfaction (in work and life) comes from living and working in

harmony with our values.”Caela Farren, Author of WORKPOWER

Farren, Caela, WORKPOWER Facilitator’s Manual. 1996.

Farren, Caela, WORKPOWER Facilitator’s Manual. 1996.

Speculations for the Future

Future Trends

Implications

Ongoing Professional DevelopmentOngoing Professional Development ““Sharpening the Saw”Sharpening the Saw”

Strategic planning and your careerStrategic planning and your career Developing Skills, knowledge and abilityDeveloping Skills, knowledge and ability

WLDI – Congrats on a major step forwardWLDI – Congrats on a major step forward Building bridges with others (networking)Building bridges with others (networking) IPDPIPDP League of Innovation and Chair Academy League of Innovation and Chair Academy

ConferencesConferences What’s happening around the state?What’s happening around the state?

State Professional Development CommitteeState Professional Development Committee• http://http://online.nwtc.edu/stateprofdevonline.nwtc.edu/stateprofdev

WTCS Certification and eTech WTCS Certification and eTech WTCS Certification Collaboration Project

• http://www.etechcollege.com/faculty_certification.php

Portfolios A shared experience: From boxes of stuff, to

hard copy portfolio to electronic to web-based

Portfolio is a collection of artifacts or materials representative of your work and personal attributes. Artifacts serve as the documentation of the skills, knowledge and ability you possess.

Wisc-online http://www.wisc-online.com IWebFolio

Changes in Latitudes, Changes in Attitudes, Nothing Remains Quite the Same