Leadership Cultivation and Training: Altruistic or Realistic?

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Leadership Cultivation and Training Altruistic
or Realistic?

• Three case studies

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Welcome and Overview

• Session Introduction
• Session Outline
• Session Take Aways

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Presentation Outlines

• I. Origin
• II. Audience
• III. Objective(s)
• IV. Curriculum
• V. Investment
• VI. Assessment

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Case Studies

• Differ from Leadership Development Programs
• Consistent Cohort
• Mentor/Mentee
• Shared Experiences over Time Arc

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Common Goals and Outcomes

• Develop Leaders in the Organization
• Develop Leaders in the Community and Field
• Membership Development
• Personal Development

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Case 1 CVMA Power of ten
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Case 1 CVMA Power of ten

• Origin of P10
• Industry-wide recognition of
• Recent graduates dark period
• Need for non-technical competencies
• Building on the ASVMAE recent graduate initiative
• A propitious glass of wine in Portland in 2011

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Case 1 CVMA Power of ten

• Audience
• Recent veterinary graduates 0-7 years out
• Ideally with a mentor and practice support
• Would contribute perspective, depth and diversity
• Articulates goals to achieve through P10
• Has demonstrated the willingness to engage

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Case 1 CVMA Power of ten
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Case 1 CVMA Power of ten

• Objectives
• Develop fundamental understanding of leadership
  skills and emotional intelligence
• Deepen comprehension of communication styles and
  skills
• Acquire critical skills to intensify business
  acumen
• Gain the competency to utilize these skills
  within ones life, practice, and community

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Case 1 CVMA Power of ten

• Heighten awareness of ones self
• Better understand how to maximize interactions
  with others
• Develop a vision of the leader you can be and
  what it takes to become that leader
• Experience a supportive environment that fosters
  meaningful relationships

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Case 1 CVMA Power of ten

• How P10 Works
• Curriculum and schedule determined annually
• Applications accepted in summer
• Ten participants selected
• Five evaluators
• Pre-determined evaluation criteria
• Learning experiences commence in October and
  culminate in September

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Case 1 CVMA Power of ten

• The Coaches
• Dr. Jeff Fankhauser
• Dr. Joy Fuhrman
• Laurie Kennedy
• Invited content experts

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Case 1 CVMA Power of ten

• Curriculum
• October 10-12 Skills Lab Personal
  Effectiveness, Leadership, and Communications
• November 7-8 BIG Ideas Forum Telehealth Can
  it help your patients and your practice?
• February 5 Skills Lab Advocacy Training

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Case 1 CVMA Power of ten

• Curriculum
• March 19 Skills Lab Media Training
• March 27-28 BIG Ideas Forum Spring
  Spay/Neuter Optimal timing, optimal technique?
• June 30 Skills Lab Advanced Communication
  Approaches to Crucial Conversations, Compassion
  Fatigue, and Self Care

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Case 1 CVMA Power of ten

• Curriculum
• August 7 Reality Roundtable A No-holds-barred
  Dialog with Practitioners
• September 17-20 Graduate Celebration CVMA
  Convention 2015 Loveland

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Case 1 CVMA Power of ten

• Investment
• Participants
• Time, engagement, gas money
• CVMA
• CEO time
• Coaches (volunteer)
• Comp registration (including convention)
• Budget 15,000

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• Assessment
• Participant evaluations
• Participant impact statements
• Leadership feedback
• Subsequent participant engagement

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• Lessons Learned
• Relentless Boosterism
• Money follows Right
• Amazing Rewards
• Personal Privilege
• Learning is Fun

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CASE 2 FORT COLLINS AREA CHAMBERLEADERSHIP
FORT COLLINS and NORTHERN COLORADO
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CASE 2 LFC and LNC

• Origin
• Leadership Fort Collins started in 1983 to
  educate and motivate leaders who are committed to
  shaping the future of our community.
• Common program hosted by Chambers across the
  country.
• Leadership Northern Colorado started in 2011 to
  build human capacity and to identify, define and
  address the issues facing the Northern Colorado
  region
• Two county program to build relationships to take
  on bigger issues later.

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CASE 2 LFC and LNC

• Audience
• Leadership Fort Collins 30 leaders selected each
  year to participate in the 9 month program.
• Goal Snapshot of the community
• Leadership Northern Colorado 30 leaders
  selected each year to participate in the 6 month
  program.
• Goal good cross section from each major
  community (Fort Collins, Loveland, Greeley)

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CASE 2 LFC and LNC

• Objectives
• Leadership Fort Collins Broaden participant
  knowledge of the community while enhancing
  leadership skills. Encourage contribution to the
  betterment of our community.
• Leadership Northern Colorado Focused on
  regional issues, regionalism and regional
  leadership skills. Designed to educate and
  motivate leaders who are committed to shaping the
  future of our region.

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CASE 2 LFC and LNC

• Curriculum
• Leadership Fort Collins Growth, Environment, and
  Community Planning Local Government Emergency
  Services Economic Development and Small Business
  Assistance Health Care History, Diversity, and
  Community Betterment Education and Life-Long
  Learning and Teambuilding and Leadership
  Development.
• Leadership Northern Colorado Introduction to
  Northern Colorado, Government, Education and
  Workforce, Infrastructure, Economy and
  Regionalism.
• Experiences and People you cant meet on the
  street

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CASE 2 LFC and LNC

• Investment
• Participants
• 650/750 tuition (covers all expenses)
• Time (1 day a month for 9/6 months)
• Chamber
• 1 staff member, 16 hours a month (prep and full
  session)
• Contract employee for LNC
• Volunteers
• LFC Budget 28,000 Income, 14,000 Expense
• LNC Budget 30,000 Income, 20,000 Expense

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CASE 2 LFC and LNC

• Assessment
• Participant evaluations
• Leadership feedback
• Social Media posts
• Subsequent participant engagement

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CASE 2 LFC and LNC

• Lessons Learned
• Connection to community is powerful
• Pride in being in the know is passed along
• Volunteers are key give them something
  impactful to do and get out of the way
• Sharing helps to build connections

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CASE 2 LFC and LNC

• Resources
• www.FortCollinsChamber.com
• www.facebook.com/LeadershipFortCollins
• www.LeadershipNorthernColorado.com
• www.facebook.com/LeadershipNoCo

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CASE 2 LFC and LNC

• Bonus!
• Envision Young Professionals
• Programming to offer 21-40 year olds connections
  to the Chamber
• Professional Development
• Meet the CEO
• Networking
• Pricing by event versus membership
• www.facebook.com/groups/EnvisionYP/

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CASE 2 LFC and LNC
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Case 3 ATHE Leadership Institute

• Origin
• Recognition by Association leaders of need for
  faculty professional development on
  administrative level.
• Expand ATHEs role in leadership training in the
  association and within the field.
• Engage senior association members in expanding
  skills of potential academic leaders from within
  the field of theatre studies via a mentorship
  role.

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Case 3 ATHE Leadership Institute

• Audience
• Members of ATHE or nonmembers of related
  organizations.
• Individuals within a theatre department or
  related arts department interested in
  advancing in leadership and administrative
  skills.
• Individuals interested in a higher level post.

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Case 3 ATHE Leadership Institute

• Objectives
• Define leadership and outline the principles of
  inspiring leadership in others.
• Examine trends in teaching and learning.
• Address the challenges, threats, and
  opportunities in higher education, encompassing a
  discussion of technology, social media,
  demographics, and inclusion.
• Developing Vision Strategic and Academic
• Planning

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Case 3 ATHE Leadership Institute

• Objectives
• Develop fundamental understanding of the role of
  creative leadership and interdisciplinarity in
  the academy.
• Examine the position of theatre chairs as leaders
  within the institution and relate that to the
  profession and professional associations.
• Explore how theatre programs can contribute to
  global citizenry and community outreach.
• Develop a personal mission statement and define
  career objectives, challenges and opportunities.

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Case 3- ATHE Leadership Institute

• How ATHE LI Works
• Curriculum determined annually
• Applications accepted Jan May
• Up to 30 participants selected
• 30 mentors needed
• 2 full workshop days ending luncheon year-long
  mentoring encouraged

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Case 3 ATHE Leadership Institute

• Curriculum
• Tuesday afternoon (4 hours)
• Mentor Briefing
• Welcome and Institute Overview
• Creating a Framework for Values-Based Leadership
• Examining challenges, threats, and opportunities
  in higher education
• Developing Vision Strategic and Academic
  Planning

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Case 3 ATHE Leadership Institute

• Curriculum
• Wednesday (6.5 hours)
• Leading Innovation through Collaboration
• Role of Creative leadership and
  Interdisciplinarity in the Academy
• Exploring Personal Mission Statement, Career
  Objectives, Challenges and Opportunities
• Breakout Sessions/Focus Groups on Leadership
  Topics

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Case 3 ATHE Leadership Institute

• Curriculum
• Thursday morning (3.5 hours)
• Mentor Conversations
• Wrap-up and Evaluation
• Brunch with speaker from local university or
  Council on the Arts

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Case 3 ATHE Leadership Institute

• Investment
• Participants
• 550 Members 650 nonmembers
• Supporting Letters of Nomination
• Financial Institutional Support
• Mentors Volunteer time
• Two nights hotel
• ATHE Volunteer Co-Directors
• Staff Administrative Time
• 27,000 budget

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Case 3 ATHE Leadership Institute

• Assessment
• Evaluations
• Numbers
• Follow-up inquiries
• Alumni Offerings

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Case 3 ATHE Leadership Institute

• Lessons Learned
• Ongoing reinvestment of mentors
• Engagement with sponsoring institutions
• Inclusion of other arts organizations
• Focused effort on diversity
• Importance of succession planning
• Strategic planning for ongoing alumni
  development

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Three Case Studies

• Lessons Learned
• Community connection is powerful
• Sharing builds connections
• Volunteers are key
• Money follows right
• Relentless boosterism
• Ongoing reinvestment of senior members
• Engagement with sponsoring institutions
• Long-term impact within the organization, the
  industry, and the community