WELCOME to the Academy for Leadership and Development

1. WELCOMEto the Academy for Leadership and Development

2. 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 23 Years of Leadership Development Over 200 Academies Over 8,000 Participants Academy Classroom

3. OVERVIEW Good News! Recognizing US Building Community Learning Styles Program Principles/Values Program Components Program Outline Path to Transformational Leadership

4. GOOD NEWS! “The bad news is that time flies. The good news is that you’re the pilot.” 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

5. CORNERS

6. LEADERSHIP LINEUP

7. 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

8. BUILDING COMMUNITY Eight Habits of the Heart Nurturing Attitude Dependability Responsibility Friendship Brotherhood High Expectations Courage Hope Clifton Taulbert

9. 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!

10. ISSUE BANK The 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!

11. 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.

12. CHILDREN vs. ADULT LEARNERS Adapted from Train the Trainer, 2nd Edition, Ittner& Douds, 1997

13. HOW DO I LEARN BEST? LEARNING STYLE SURVEY 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 __________

14. HOW DO I LEARN BEST? LEARNING STYLE SURVEY 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 __________

15. Feeling LEARNING STYLE PROFILE A B C D 1 2 Doing Watching 3 4 Thinking

16. Feeling LEARNING STYLE PROFILE A B C D 1 2 Doing Watching 3 4 Thinking

17. Feeling LEARNING STYLE PROFILE A B C D 1 Imaginative 2 Enthusiastic Doing Watching 3 Practical Logical 4 Thinking

18. 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?

19. ENTHUSIASTIC LEARNERS Enthusiastic Dynamic Comfortable with others Good starter Jumps right in Impulsive Creative

20. 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

21. 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

22. LOGICAL LEARNERS Organized Follow a plan Work independently Precise, thorough, careful Follow directions Calculate the probabilities Like manipulatives

23. OVERVIEW OF LEARNING STYLES Adapted from "Teaching and Learning: The Role of the Academic Leadership Team," IdahlynnKarre, 1993

24. 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

25. Learning Pyramid

26. PROGRAM PRINCIPLES AND VALUES The program is designed upon the following leadership principles and values: Build and sustain a learning and leading community of leaders. Develop effective, inspired, transformational leadership skills. Develop leadership communication and coaching skills. Appreciate, value, respect, and celebrate diversity. Recognize, value, and capitalize on strengths. Examine relevant and cutting-edge theory and research. Seek results in personal and professional growth. Engage in dialogue and discovery, journaling, and reflective practice. Seek to understand self and relationships; facilitate communication. Make a difference in the lives of others.

27. PROGRAM PRINCIPLE AND VALUE #1 Building 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

28. PROGRAM PRINCIPLE AND VALUE #2 Developing 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)

29. PROGRAM PRINCIPLE AND VALUE #3 Developing 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

30. PROGRAM PRINCIPLE AND VALUE #4 Appreciate, 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

31. PROGRAM PRINCIPLE AND VALUE #5 Recognize, 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

32. PROGRAM PRINCIPLE AND VALUE #6 Examine 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.

33. PROGRAM PRINCIPLE AND VALUE #7 Seek 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

34. PROGRAM PRINCIPLE AND VALUE #8 Engage 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

35. PROGRAM PRINCIPLE AND VALUE #9 “The true force that attracts others is the force of the heart.” (Kouzes and Posner, 2002) Seek to understand self and relationships for the express purpose of mindful communication and leadership “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)

36. Make a difference in the lives of individuals, teams, colleges, and communities One person can make a difference in an organization! PROGRAM PRINCIPLE AND VALUE #10

37. PROGRAM COMPONENTS Initial five-dayseminar, including the development of an Individual Professional Development Plan (IPDP) Practicumexperience: implementation of an Individual Professional Development Plan, reflective practice, and journaling Mentoring Online connection via LinkedIn Closing five-dayseminar Optional – graduate credit

38. THE PRACTICUM Implementation of an Individual Professional Development Plan (IPDP) Selecting mentors The Academy Liaison/Coach Electronic forum Reflective practice and journaling

39. PROGRAM TOPIC AREAS First 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

40. PROGRAM TOPIC AREAS Second 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

41. 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

42. QUESTIONS AND REFLECTION

43. 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: academy@chairacademy.com