Leadership

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Leadership

• Dr. Dianne Van Hook, Superintendent-PresidentJanu
  ary 29, 2008

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How to be Effective in Leading

• Know where you want to go.
• Check your ego.
• Communicate clearly.
• Line up your ducks!
• Have heartpeople matter.
• Do your homeworkresearch and analyze
• Zero defects
• Concentric Circle
• Force Field
• Facilitate Change Move!

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Leadership is not about being something, but dong
something. Its 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

• Anticipate.
• Communicate.
• Persist.
• Keep your eye on the targetlead 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 departments 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.

• 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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• Dont be a hypocrite! Live what you speak!
• Be a quick-change artist.
• Be a fact-finder, not a rumor generator!
• Dont assumeresearch.
• Have the courage to communicatenot 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.

• 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 its 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 Uzelles Video
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Change Checklist
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Whats 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 playto
  play or sit on the sidelines.
• We need to deal with the excuses we make for
  ourselves about why we cant, shouldnt or wont
  participate.

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Steps in the Change Process Analysis

• Description
• Need
• Potential actors
• Payoff
• Unfreezing
• Resistance
• Investment
• Cure

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Steps in the Change Process Planning

• Actual changes
• Change strategy
• Resistance strategy
• Participation
• Excitement
• Change environment
• Scope

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Steps in the Change Process Implementation
Evaluation

• Advocates
• Timeframe
• Monitoring
• Action plans
• Risk analysis

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Success of Resistance

• Cause
• 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

• Antidote
• 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 possibilitiesa game of
  chance.
• Using strategies doesnt 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 temporaryusually
  based on external circumstances and events which
  are also temporary.
• Actions, however, have a lasting impact on
  ourselves and others.
• Actionsthose things we say and dobecome
  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

• Grass is always greener on the other
• side of the fence.
• Guess whatnot everyone is likely
• to take time to think what the other person is
  thinking and feeling.
• Stress is fertile for success.
• You cant make it if you believe your faking it.
  If you say you can, or you say you cannotyou are
  right!
• If they havent bought it, they wont keep it!

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• Push me, and Ill push back. Instead, have the
  courage to move forward even if it is lonely.
• If you want change, have a party!
• 100 proof change, like 100 proof whiskey, is hard
  to swallow.
• Change is loss, but only if what you had is
  better than what youre going towards.
• You learn to walk only by taking baby steps. Be
  patient but set your target higher!
• To err is NOT only human, but divine!
• Risk is not Russian Roulette.
• (Bond Measure, University Center,
• Online and Technology)

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Beliefs Conducive to ChangeWe 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 outnot
  assume!

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Eight Resources Crucial to Successful Change
Efforts

• 1. TimeRealistic, yet reasonable timeline.
• 2. LeadershipEveryone 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 arent recognized. They will get
  ornery!

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Eight Resources Crucial to Successful Change
Efforts (Continued)

• 3. Discretionary Fund ( and the fun to
  use it)
• 4. Freedom
• 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 dont 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

• 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 aboutLong-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,
  youll get them more easily.

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Whats 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 playto
  play or sit on the sidelines.
• We need to deal with the excuses we make for
  ourselves about why we cant, shouldnt or wont
  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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You can offer explanations to help to find
solutions.Measure M Headquarters is a great
example I cant phone, but I want to be
involved.
Or, Instead of Excuses
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What role do you play?

• 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.

• 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, Im trying to
  maintain high standards.

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Spectator watches from a distance

• Spectator knows theres 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 failedso 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
  optionperhaps unusual or never tried beforeis
  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 cant be a leader unless youre been a
  failure.

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Steps in the Change Process Analysis

• 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 Leader7 Characteristics
(Cartwright, 2002)

• 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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Lets 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.
Whats 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.

• Sleeping in
• Caving in
• Tuning in
• Digging in

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Sleeping in Choice One

• Sleeping in is a positive choice
• So overwhelmedcant 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.
• Doesnt deny it but is paralyzed by it.
• Fears it, and usually does something negative
  instead of positivelike blaming others.
• Tries to blot it outmasks it with drugs/alcohol
  or runs away.
• Never takes a chance because of fear of failure.
• Doesnt want to be called a failure, so blames
  others.
• The person who caves in never wins the gametoo
  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 Heres 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 wont 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 doesnt grow.
• The only person who grows is the person who tunes
  into the condition his/her lifeseeks 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.Whats 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 temporaryusually
  based on external circumstances and events which
  are also temporary.
• Actions, however, have a lasting impact on
  ourselves and others.
• Actionsthose things we say and dobecome
  embedded in memory.
• Actions mold our reputations.
• Actions establish our relationships and produce
  accomplishments.

64
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
  optionperhaps unusual or never tried beforeis
  waiting to be discovered or pursued.

65
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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Some New Disciplines in the Last 5 Years

• Gender Studies
• Health Care Interpreter
• Psychology
• 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(continued)

• Machining/CNC
• Manufacturing - CAD/CAM
• 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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Some New Disciplines in the Last 5
Years(continued)

• International Trade - Finance
• 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 WorkRules for a Really Big
Career

• Take risks that are calculated, not crazy.
• The worst-case scenario is rarely as bad as you
  think.
• Dont personalize things that arent personal.
• Its best in the long run to make your life a
  grudge-free zone.
• Be generous with praise, and careful with
  criticism. Once its said, you cant 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 persons life. Our challenge
is to figure out how to live out our own lives
fully!