to the Academy for Leadership and Development

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

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

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

 Share one of your success stories as an organizational leader
 Share one of your most difficult roles/responsibilities as an organizational leader

Eight Habits of the Heart
• Nurturing Attitude
• Dependability
• Responsibility
• Friendship
• Brotherhood
• High Expectations
• Courage
• Hope
Clifton Taulbert

•
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!

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!

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.

Children Adults
Rely on others to decide what is important to be learned.
Decide for themselves what is important to be learned.
Accept the information presented at face value.
Need to verify the information based on their beliefs and experiences.
Expect what they are learning to be useful in their long-term future.
Expect what they are learning to be immediately useful .
Have little or no experience upon which to draw are relatively "clean slates."
Have much past experience on which to draw may have fixed viewpoints .
Have little ability to serve as a knowledgeable resource to teacher or fellow classmates.
Have significant ability to resource serve as to the trainer and fellow learners.
Adapted from Train the Trainer , 2nd Edition, Ittner & Douds, 1997

HOW DO I LEARN BEST? LEARNING STYLE SURVEY
A B C D
Talking
Acting
Taking small steps
Being quick
Experimenting
Carrying out ideas
Changing
Being animated
Doing
Being goal oriented
Being practical
Changing as I go
Finding solutions
Formulating answers
Listening
Reacting
Observing overall picture
Being deliberate
Digesting
Thinking up ideas
Remaining constant
Being reserved
Watching
Being process oriented
Seeing ideals
Mapping out in advance
Identifying problems
Formulating questions
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 __________

HOW DO I LEARN BEST? LEARNING STYLE SURVEY
1 2 3 4
Intuitive
Personally involved
Emotional
Supportive
Eager to discuss with others
Interested in new experiences
A believer in opinion
Accepting
Feeling
A quick risk taker
Prone to trial and error
People-oriented
Ready to jump in
Dependent
Total the number of “1”s, “2”s, “3”s, and “4”s, and write them below.
“1”s __________ “2”s __________ “3”s __________
Logical
Impersonally objective
Intellectual
Critical
Prone to analyze by myself
Interested in new ideas, models
A believer in theory
Questioning
Thinking
A slow risk taker
Prone to planning and organizing
Task-oriented
Wanting facts first
Independent
“4”s __________

A
Feeling
B C D
1
2
Doing
3
4
Watching
Thinking

A
Feeling
B C D
1
2
Doing
3
4
Watching
Thinking

A
Feeling
B C D
1
2
Doing
3
4
Enthusiastic
Practical
Imaginative
Logical
Watching
Thinking

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?

• Enthusiastic
• Dynamic
• Comfortable with others
• Good starter
• Jumps right in
• Impulsive
• Creative

• 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

• 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

• Organized
• Follow a plan
• Work independently
• Precise, thorough, careful
• Follow directions
• Calculate the probabilities
• Like manipulatives

Enthusiastic Learners
Learners who are active, involved, and also feeling-oriented
Imaginative Learners
Learners who are feeling-type learners, but who are also deliberative and studied
Practical Learners
Learners who are thinkers and also active problem solvers
Logical Learners
Learners who are deliberative, unhurried, and also thinkers, relating most to ideas
Adapted from " Teaching and Learning: The Role of the Academic Leadership Team ," Idahlynn Karre, 1993

• 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

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

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

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)

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

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

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

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.

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

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

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

Make a difference in the lives of individuals, teams, colleges, and communities
One person can make a difference in an organization!

• Initial five-day seminar, including the development of an
Individual Professional Development Plan (IPDP)
• Practicum experience: implementation of an Individual
Professional Development Plan, reflective practice, and journaling
• Mentoring
• Online connection via LinkedIn
• Closing five-day seminar
• Optional – graduate credit

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

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

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 Enterprise
Planning and Resourcing - Organizing and Staffing
Assessing and Evaluating - Managing Conflict
Coaching - Crisis Management - Developing Others
• The Leader’s Ethical Compass
• Celebrating Excellence, Closing, and Graduation

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

• 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