From Start to Finish: Building an Executive Leadership Institute
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Transcript of From Start to Finish: Building an Executive Leadership Institute
From Start to Finish: Building an Executive
Leadership InstitutePresented by: College of Southern Nevada
James McCoy – Associate VP of Student Success Jodie D. Mandel – Professor of Communication
Dr. Vartouhi Asherian – eLearning Senior Analyst
“To lead the people, walk behind them.”—Lao Tzu--
What does “good” leadership look like to you?
Is it possible to train leaders? Do you think people want to lead? Is there really a leadership crisis in higher-
education? What are your goals? Who’s here? Administrators? Teaching
Faculty? Aspiring Leaders? Other?
Welcome!
What does it take to build an Executive Leadership Institute at your college.
From Vision to execution
GOAL
Jodie D. Mandel◦ Professor of Communication◦ [email protected]
Dr. Vartouhi Asherian◦ Senior Analyst Department of eLearning◦ [email protected]
Introductions
Founded in 1971 Largest and most diverse college in Nevada /Multi-campus (3
major campuses and various satellites serving all of southern Nevada)
4th largest Community College in the nation Spreads over 42,000 square miles
About 40,000 students 500 full-time faculty, 800 part-time 200 degree and certificate options in more than 120 areas of
study 30 degree and certificate programs entirely online.
Achieving The Dream participating Institution
College of Southern Nevada Facts
“The College of Southern Nevada creates opportunities and changes lives through access to quality teaching, services, and
experiences that enrich our diverse community”
College of Southern Nevada Mission
We hope that after today, your interest will be sparked and you might think about creating an ELI at your own college or sharpen the one you already have.
Benefits of Panel
Leadership Crisis/Need The Vision Planning and structure Assessment and evaluation Benefits
◦ Personal and for the institution
Preview of Presentation:
Rising to the Challenge: Learned from Guilford Technical Community College, Edited by Roueche.
Leadership succession Tidal wave of retirement/Are we prepared? Addressing gaps and identifying needs Providing opportunities for growth
Reference: Preparing for leadership succession http://www.communitycollegetimes.com/Pages/Campus-Issues/Preparing-for-leadership-succession.aspx
Is There a Crisis in Leadership?
The CSN Executive Leadership Institute (ELI) is a comprehensive 48-hour professional development program conducted by content experts within higher education and from the private sector. Scholars will enhance their leadership knowledge and skills to prepare for potential high-level advancement.
Executive Leadership Institute Mission and Vision
We have a need and a vision. What now? Leadership Models – Budget Class Size Topics Time commitment /Number of sessions Eligibility Application expectations Advertising Participant selection Program execution - details
Planning
The basic guiding principles are based upon the American Association of Community College (AAEC) Competencies for Community College Leaders.
The 6 AACC Competencies for Community College Leaders are:
1. Organizational Strategy◦ strategically improve the quality of the
institution, protects the long-term health of the organization.
Leadership Model/Guiding Principals
2- Resource Management◦ Sustain people, equitably and ethically, processes, and
information as well as physical and financial assets.
3- Communication◦ Use clear listening, speaking, and writing skills to
engage in honest, open dialogue at all levels of the college and its surrounding community.
4- Collaboration◦ Develop and maintain responsive, cooperative,
mutually beneficial, and ethical internal and external relationships that nurture diversity.
Competencies (cont.)
5- Community College Advocacy◦ understand, commit to, and advocate for the
mission, vision, and goals of the community college.
6- Professionalism◦ work ethically to set high standards for self and
others, demonstrate accountability to and for the institution.
http://www.csn.edu/pages/3914.asp
Competencies (Cont.)
President’s operating and/or hosting fund$10,000
Budget
2011-20121. Orientation2. ELI for CSN; Why now?3. Leading a System of Higher Education: The Various Dynamics
of Leadership4. Leadership from the Inside out: An Exploration of
Organizational and Personal Values in Leadership - Using these values to anchor leadership efforts.
5. Higher Education Boards and Governance6. Legal Issues in Higher Education7. Higher Education Finance in Nevada8. Public Relations and the Media: Executive Presence,
Presentation Skills, and Media Handling9. Capstone Session: What do I do with all of this?
Topics
Components Group Learning Sessions: Orientation + 8
sessions Assessments:
◦ Myers Briggs◦ Strength finder
Reflections: Journaling / discussion forums Facilitation-Mentoring: Job Shadowing:
Time commitment – 48+
Eligibility: Employment for a minimum of three years in higher
education Consecutive positive evaluation ratings for the last
three years Demonstrated potential based on NSHE and CSN
leadership competencies Minimum master's degree and/or any other
qualifications required for the next level position A current title of Associate Vice
President, Dean, Director, Department Chair, Professor, Lead Faculty, or Program Manager.
Eligibility
Complete the application http://www.csn.edu/pages/3925.asp
provide the following information: Three-page summary of resume or curriculum vitae. Two recommendations supporting the application, one of
which should be from your immediate supervisor. Responsibilities in any of the following areas: (partial list)
◦ accreditation activities.◦ Departmental activities◦ coordinate CSN employees activities.◦ Studies and analyzes departmental needs for basis of program
development.
http://www.csn.edu/pages/3924.asp
Application: April - July
Utilized various internal communication modes
Advertising
President appointed a committee to evaluate the applicants.
Committee rank ordered the applicants and submitted their recommendation to the president
Participant SelectionAugust
Vice president’s administrative assistant was instrumental in coordinating the details such as:◦ Food ◦ Rooms◦ Letters◦ Accommodations
Program Execution
Luncheon/Awards Surveys Essays Informal discussion with President of college
Assessment/Debriefing
I have interacted with and gained insight from leaders in various fields related to the mission of the community college.
I have an increased awareness of the local, state, national and global contexts within which the college will function in the 21st century.
I have an increased understanding of specific ways in which the larger environment may affect the college in the pursuit of its mission.
Self Evaluation Likert Scale Statements:
I have developed an increased self awareness as a leader and an understanding of my leadership style.
I have a better understanding of the organizational structure and organizational culture of the institution.
I have increased my knowledge of resource allocation, budgeting, and finance.
Self-Evaluation continued:
I feel that I am part of a collaborative network of problem solvers.
I have gained insights that will be helpful to me.
I have gained a deeper understanding of the college mission, vision and values.
Self-Evaluation continued:
Jodie Mandel: -Multiple opportunities (Chair, Lead Faculty, Senate Chair, Conferences)-Current position
Dr. Vartouhi Asherian -
Benefits to Participants
Program coordination Went green
◦ Using ANGEL for content delivery materials◦ Discussion online
Additional assessment – Strength Finder Speaker and topic changes additions
◦ Case study ◦ HR focus
Recognition
Changes Year 1 to Year 2
2011-2012 2012-2013Orientation Orientation
ELI for CSN; Why now? ELI for CSN; Why now?
Leading a System of Higher Education: The Various Dynamics of Leadership
Case Study “Riverside Community College” (SWAT analysis) – Strength Finder
Leadership from the Inside out: An Exploration of Organizational and Personal Values in Leadership - Using these values to anchor leadership efforts.
Leadership from the Inside out: An Exploration of Organizational and Personal Values in Leadership - Using these values to anchor leadership efforts.
Higher Education Boards and Governance Higher Education Boards and Governance
Legal Issues in Higher Education Creating and Sustaining a High Performance Organization – HR focus
Higher Education Finance in Nevada Legal Issues in Higher EducationPublic Relations and the Media: Executive Presence, Presentation Skills, and Media Handling
Public Relations and the Media: Executive Presence, Presentation Skills, and Media Handling
Capstone Session: What do I do with all of this? Higher Education Finance
Capstone Session: What do I do with all of this?
Topics Covered
Questions