Leadership Education in
Action Program 2015
Welcome & Program Overview
Dr. Dianne Van Hook
February 20, 2015
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Today We Will Focus On:
 Introduction: What is LEAP?
• What will it let you do?
• What will it challenge you to do?
• Why do we LEAP?
• Why is LEAP important to COC?
 How do change and LEAP connect?
• Building your ability to lead and shape change
• Courageous Leadership
• Leading in a “Connected” Era
• Connective Leadership
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What is LEAP?
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First of all, what is LEAP?
 LEAP is a unique program designed to help pinpoint and
develop leadership in members of our team:
 Leadership:
• Inspires others-staff, faculty, friends, peers, supervisors
• Inspires growth of the community college system
• Inspires themselves
• Get things done!
The First LEAP:
Class of 2008
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LEAP Is an opportunity to
chart a new course
 In LEAP, we share a common focus:
• Exploring potential, building capacity, creating
linkages, and building a common knowledge base.
 We encourage you to think outside the boxes you put
yourself in.
 We start with small steps, encouraging you to chat
with strangers, join a new team, and look for chances
to do different things.
 We ask questions, knowing that each intelligent
question helps to strengthen the individual and
humanize the process.
Ask Questions, See the Macro View and Network!
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LEAP Is more than just
another workshop:
 LEAP encourages you to view the
world as a photographer does; to use all
of your lenses, and to change your
position and perspective.
• From close-up to wide-angle
• From aerial to macro
• From the obvious to memory within
the moment or relationship
 LEAP lets us develop our capacity as a
college!
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LEAP is the time to
discover YOU!
 Understanding that our greatest journey is our internal
voyage
 Embracing the freedom to discover yourself.
 Finding your essence, the unique you.
 Eschewing those people who want to classify you, who
want you to confirm yourself as part of a group.
 Discovering that you are a unique individual.
 Accepting that NOW is the time to live your own life!
“Your time is limited so don’t waste it living someone else’s life.”
~Steve Jobs
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Envision the whole journey
Start a new journey
Whittle it down into “bite-size” pieces
Keep reaching, keep working until the first step
seems attainable
Take it
Then others will follow
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Give yourself some space to discover
Look at the world surrounding you
See how your fears (real or imaginary) limit your
potential
Push yourself
Expand your horizons on what’s possible for you
Visit new dimensions of your potential
Develop new skills
Exert yourself
“Make the most of yourself for that is all there is of you.”
~Ralph Waldo Emerson
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LEAP lets you:
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Break out of outdated thought patterns
Help you get your mind “unstuck” and generate new
ideas
Challenge assumptions
Look at problems differently
Consider new ideas
Seek solutions from unexpected places
Express yourself
Give your mind permission to create its own ideas
Shift perspective to yield different ideas
Experience a new way of thinking and expand your competencies!
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Why do we LEAP?
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LEAP affords you an opportunity to develop your skills and evolve into
the leader you want to be, one learning block at a time. Those essential
building blocks include:
• Leading - Assessing your own personal leadership style.
• Advocating - Case making on the departmental, local and state levels.
• Envisioning - Researching, planning, and evaluating goals for your
areas of responsibility and beyond.
• Generating resources - “To effectively partner with others you must
be knowledgeable, believe in your mission, and help others see why
you are a good investment.” Making the ask both internally and
externally.
• Networking – “It’s all about relationships.” Building internal and
external partnerships, public speaking, appropriate messaging, and
creating your 90 second pitch.
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Connections
Courage
Confidence
Vision
Inspiration
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Teamwork skills
Know-how
Ability to get
involved
Savvy
The moxie to bring it
all to the table!
You are preceded by many who have!
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A survey was given to all LEAP participants in Spring 2014, and of
those who responded:
• 57% have become involved in a community organization or joined
a board
• 20.5% received a promotion to a higher level position at COC
• 51% are pursuing additional education (professional development
opportunities, mentoring, graduate education) to increase their
potential of acquiring additional leadership skills or a new
position
• 58% have taken on new responsibilities in their current position
• 54% have successfully implemented teambuilding strategies
learned during LEAP
• 61% have engaged in advocacy efforts (for their own
department/program, a community organization, or a statewide
initiative)
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Over the past seven years,
we have held five LEAP 1
and two LEAP 2 sessions.
Out of those sessions, we
have had 34 Solution Team
projects with nearly all
implemented or in the
process of being
implemented.
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2008
• GO! & PAL Program
• Synergy
• Student Success Points
• WeConnect
• Enrollment Management
• Online Student Learning
Support
• Learning communities/field
studies
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• Gardens of the Canyon
• BIT (Behavioral Intervention
Team)
• Idea Incubator
• Re-entry program
• Project-based learning
• Arts & Business Learning
Communities
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2010
• Call Center/Intelliresponse
• Student Art Collection
• BEST Training Integration
• COC FM
• Outreach Roadshow
• Global Collaborative
Academy
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Cougar Network (Alumni)
The Hot Spot
SPaRC (Sustainable Program &
Resource Center)
Canyon Connex (Student
Services Interactive Page)
Cougar Dome
Team Mobile (COC App)
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2013
Visual Arts Resource Center:
ARC Unlimited
Marketing of Student Success
Task Force Initiatives
Summer Workshops for K-12
Teachers: When Art & Science
Tango
Assessment of Prior Learning:
APL
COC Website Project: SWIFT –
Strategic Website Integration
Facelift Team
COC Extension: Lifelong
Learners
Adult Developmental Training
Center: Rising Path
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Grant Writing
Celebrating COC’s 45th
Anniversary
Women’s Conference
Regional Hiring Pools
Celebrating Student Success
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By applying to the program, you have indicated:
You are someone willing to take a risk
• You want to learn new skills and processes while
working on a team outside your comfort zone
• You want to make a difference at College of the
Canyons
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Why is LEAP important to
College of the Canyons?
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If you don’t know where
you’re going, any road will
take you there.
~Chinese Proverb
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Because change and opportunities abound at
COC and in our system:
District, State and local levels
 Changes on Campus
 Changes in Funding
 Changes in our Economy
 Changes in our Community
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Recent data regarding the retention and tenure of California
Community College District CEO’s indicates:
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Over the past 18 years, the average tenure for chancellors and
superintendent/presidents is five years:
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5.3 for 1994 – 2010
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5.1 in 2011
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4.6 in 2012
The tenure of chancellors and superintendent/presidents continues
to hover near the lowest tenure length over the 18 years of this
study.
During the years 2011 and 2012, thirteen district-level community
college CEOs (nine in 2011 and four in 2012) retired. This continues
the prior years’ pattern which has averaged seven retirements
annually from this group.
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Historically in California, the emphasis in the community college
hierarchy was not on training the leaders of tomorrow.
Stringent (expensive) education and experiential requirements
have deterred many would-be contenders from vying for a
leadership position.
53420. Minimum Qualifications for Educational Administrators.
• The minimum qualifications for service as an educational
administrator shall be both of the following:
• (a) Possession of a master’s degree; and
• (b) One year of formal training, internship, or leadership
experience reasonably related to the administrator’s
administrative assignment
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We have 20 administrator positions that have been
vacated and not refilled, right here on this campus
We have 12 people in interim positions
We find ourselves shuffling the talent we already have
to cover open positions, while undertaking efforts to
develop leadership potential within the organization,
and
Preparing people for the opportunities yet to come!
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It truly is the only constant and we move quickly. We have had
many CHANGES right here on campus!
Celebrated our 45th Anniversary!
The Accrediting Commission voted to reaffirm our
colleges accreditation.
Named winner of WCS Supremacy Award.
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Chartered Sigma Zeta – National Science
and Mathematics Honors Society.
Chemistry Club received American
Chemical Society (ACS) Green
Chemistry award.
Expanded the use of Open Educational
Resources - open textbooks are now
saving students over $500,000 in textbook
costs per year.
Developed a new online orientation for
prospective PAL students.
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Supported a record number of students
completing the PAL orientation for a
single semester (FA 14 has 865 new PAL
students)
Launched 24/7 library chat reference
service
Expanded library hours at Canyon
Country Campus.
Participated in South Central Regional
Consortium meetings for WEDPAC
Initiative – part of statewide economic
and workforce development effort.
Planned the creation of a Center for
Civic Engagement which could bring
together: Service Learning, Volunteer
Bureau, Civil Rights Project, Ethics &
Policy Institute and perhaps more.
Continued construction on new
buildings: Student
Services/Administration Building
“Canyons Hall” and Institute for
Culinary Arts “iCue”.
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Hosted over 200 total participants in
our first-ever celebration of National
Manufacturing Day.
COC’s Foundation increased giving
by more than $151K or 10% over the
prior year!
Established the “Sponsor a Student
Program” to raise funds for student
travel to state and national
competitions and conferences.
Added five water bottle filling
stations to the campus.
Installed 24 Simi Dabah sculptures
on both campuses.
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Increased total number of Associates degrees to 81
and total number of Work Force/Training
certificates to 71
Hosted the 25th Advanced Care Excellence for
Seniors (ACES) Workshop in the UCEN.
Began Language Partner/Cultural Exchange
program with Spanish students.
Collaborated with TecMilenio and Proyecta to
provide short term, intensive ESL classes to
international students from Mexico.
Developed partnerships with the Hart District
and COC’s noncredit ESL program to ease
transition for students to the credit program.
Installed an electric vehicle charging station at the
Canyon Country Campus.
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Launched Weekend College at Canyon
Country Campus – full-time Saturday
learning community where students can
complete all general education classes for the
AA in one year.
Developed “Pathfinder”, the first CTE
catalog including Labor Market Information
(LMI).
Developed 3-minute YouTube promotion
video to education student population on
“Internships”.
COC, the City of Santa Clarita, and the Small
Business Development Center, along with
several business organizations and partners,
opened the first SCV Business Incubator to
support entrepreneurs and business startups.
Hosted free resume rallies offering
assistance in creating and enhancing
resumes.
Completed a recruitment trip to China –
visited 5 schools and talked to 600 Chinese
high-school students.
Developed new programs for
Comprehensive Internationalization
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Received the statewide Institutional
Effective and Technical Assistant grant.
Purchased an online Comprehensive
Educational plan for students – available
Fall 2015.
Deployed MS Office 2013 to the campus
and replaced remaining Windows XP
computers.
Expanded the integration of the CACT
program from a Santa Clarita focus to a
regional focus serving all eight colleges in
the SCRC (Antelope Valley to San Luis
Obispo) including on-going membership
on the Ventura County WIB Manufacturing
Committee
Partnered with the COC Welding
department to deliver the first Boy Scouts
of America Welding Merit Badge program
Worked to advocate for AB 2558 – provides
state general funds to community colleges
for supporting locally developed faculty
and staff development programs.
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Significant Grants Awarded or Launched for 2014-15:
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Title V (U.S. Department of Education) The College of the Canyons’ Title
V funds will create an online student educational plan and will expand
online counseling so more students who are unable to engage in regular
on-site appointments can have an appointment,
Award: $2,578,430 over 5 years
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SBDC Go-Biz (State of California) – The Small Business Development
Center will use these funds to hire adult hourly consultants who will be
able to help small businesses identify capital for their businesses.
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Award: $70,000
Mental Health and Suicide Prevention – The College of the Canyons’
Campus Suicide Prevention Program will improve student mental health by
reducing student risk factors and eliminating suicide and attempts.
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Award: $296,530 over 3 years
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Institutional Effectiveness and Technical Assistance Program grant
(California Community College Chancellor’s Office) - College of the
Canyons, in partnership with Foothill College, the Statewide Academic
Senate and the RP Group, will develop an institutional effectiveness and
technical assistance program to benefit all California Community
Colleges and students.
• Award: $12.5 million over 4 years, 7 months
Nursing Enrollment and Retention
AB 86 – Adult Education Planning Grant
CNA Program
International Services Program
IUSE – Training math faculty to teach stats (With Villanova University
Title V
SBDC (State of CA)
MLT Lab Renovation (Henry Mayo Newhall Family Foundation
Mental Health and Suicide Awareness
$101,698
Institutional Effectiveness and Technical Assistance (Chancellor’s Office)
TOTAL
$123,887
$221,880
$40,800
$3,000
$32,284
$487,986
$70,000
$50,000
$2.5 million
$3,631,535
In the past 10 years, the college has generated $67.9 million in grant revenue.
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*Mark Schneipp - Where are we in the Economic Cycle? 1-14-15
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*Mark Schneipp - Where are we in the Economic Cycle? 1-14-15
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Unemployment Rate in Santa Clarita = 4.7% (9/2014)
*Mark Schneipp - Where are we in the Economic Cycle? 1-14-15
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*Mark Schneipp - Where are we in the Economic Cycle? 1-14-15
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The economic climate in Santa Clarita Valley continues to
improve.
In September 2014, the median home price in Santa Clarita Valley
was $514,000 – an increase of 14% since September 2013.
SCV Economic Development Corporation identified particular
industries in Santa Clarita as being high growth (lots of job
demand):
 Aerospace
 Advanced Manufacturing
 Medical Devices
 Digital Media and Entertainment (including Film)
 Biomedical
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The 112 colleges in the California Community College System
educate one of every four college students in the US, shaping
change from evolving educational standards to transforming
workforce development.
After over 6 years of reduced funding, we find ourselves with
renewed funding, and a focused commitment from the Board of
Governors to move forward into an era that promises far-reaching
change.
More people are relying on community colleges.
We are on the “boom” side of the “boom/bust” cycle.
The next few years will see the implementation of new programs
and services to enhance student completion – we need to move
quickly!
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Given the changes within and without:
Locally and statewide, a lack of qualified, visionary
leadership creates a negative trickle-down effect that
impacts our entire community college system.
Not only to we want to stop this trend, we want to
reverse it!
By training our own leaders.
Right here. Right now.
To embrace the opportunities ahead!
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So how do change and
LEAP connect?
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We need to look
every day for
confirmation of
that connection
to what truly
inspires us.
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“Men make history, and not the other
way around. In periods where there
is no leadership, society stands still.
Progress occurs when courageous,
skillful leaders seize the opportunity
to change things for the better.”
- Harry S. Truman
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These are the times that call for bold, confident,
courageous leadership.
Courageous leaders are in high demand and
short supply these days.
Those with the guts to step forward, take some
risks and lead change during downturns will
be the winners as the economy rebounds.
*Susan Tardanico, CEO of the Authentic Leadership Alliance and Executive in Residence
at the Center for Creative Leadership.
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Challenge your fears
Step out of your comfort zone
Focus on opportunities, be positive, and believe
in yourself.
Empower yourself
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Challenging your fears allows you to maximize your
mind, body, heart and soul and live your best life in an
integrated way.
Stretch yourself. See how you can you achieve more,
set bigger goals, explore your own limits, and then go
beyond them.
Create an inspirational haven for yourself that triggers
you to action.
Then back it up with action and form a vision of who
you want to be.
Don’t settle for the limits that other people place on
you.
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Don’t wait around for others
to do something and take
action.
Get out of your comfort zone
and try something different.
It can be something simple, or
it can be something
complicated.
Get yourself out there!
Think, “what if I did” rather
than “next time”.
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Don’t let anything deter you from
those first, next steps:
Believe in you.
Know you can figure it out.
Don’t panic, as you have unlimited
abundance of opportunities before
you.
Don’t spend so much time trying to
choose the perfect opportunity that
you miss the right opportunity.
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Trust your own abilities and rely on your own skills.
Remember, the only person’s behavior that you can
change is yours.
Stop expecting others to behave in a certain way.
Pay attention, no day dreaming. The only thing that’s
constant on your journey is that nothing will be the
same the next moment as it was the previous one.
Learn to be versatile.
Let your desire drive you and don’t be afraid to take
risks.
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“Great people do things before they’re ready. They do
things before they know they can do it. Doing what
you’re afraid of, getting out of your comfort zone, taking
risks like that – that is what life is. You might be really
good. You might find out something about yourself
that’s really special and if you’re not good, who cares?
You tried something. Now you know something about
yourself.
- Amy Poehler
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Speed and agility are essential due to shorter and shorter timelines
The need for new ways of diagnosing and solving problems
The need to forge new solutions since other have become obsolete
Competency in envisioning and achieving goals stretching beyond the
initial problem, beyond organizational walls
The need to think for the long term despite uncertainties about the future
The need to be interdependent and involve perspective early on
The ability to dialog and negotiate with familiar and unfamiliar people
and groups
The ability to face un-paralled ethical dilemmas, unimagined
circumstances, relationships and opportunities
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Enhance a sense of belonging
Everyone needs to win some of the time
People create opportunities for people to engage and
contribute
Impersonal technology that drives interdependence,
sense of being is needed
Take a wide view of what is needed and who needs
what
Forego competitive zero-sum games, so everyone can
win
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Connective Leadership requires us to look at the
continuum. It:
 Includes opportunities to respond to unanticipated
events.
 Demands we move past one’s ego.
 Necessitates that we grow new leaders and build in
a strong succession mechanism.
 Challenges us to nourish and grow others.
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How do we do that?
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Encourage wide, broad participation.
Spread leadership role and entrust responsibility: confidence and performance go
hand-in-hand.
Expand abilities by entrusting others with challenging tasks and redirect issues of
diversity and inter-dependence so they work together.
Join vision to the dreams of others by connecting and communicating rather than
dividing and conquering.
Strive to overcome mutual problems instead of pivoting people against people.
Encourage others to assume responsibilities at every level.
Encourage collaboration, not competition: avoid the creation of dynasties.
Demonstrate authenticity vs. ego.
Be willing to do what you ask others to do.
Serve others, not yourself: Focus more on service than on fulfilling “obligations”.
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Connections among concepts, people, and the
environments we find ourselves in are tightening. In
order to accomplish their objectives, leaders must:
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Communicate
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Collaborate
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Negotiate
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Invent
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Connective Leadership gives leaders the tools to take three kinds
of action:
 To identify and choose styles that apply to unique situations.
 To evaluate others on potential and that of others and match to
situation.
 To design new structures (processes and products that fit the
behavioral needs of participants).
Leaders whose repertoires are limited to the more traditional
behaviors of dominating, and competing will be left behind.
Connected leaders need an extensive set of strategies fueled by
flexibility and confidence.
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Integrating and encouraging multiple visions and priorities
Accepting ambiguity
Assembling changing coalitions
Helping possible followers become active constituents
Balancing diversity and interdependence
Moving from individualism to commonalities
Solving pressing problems and inventing solutions (sometimes on
demand)
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