N A C A D A for Academic Advising N A C A D A N A C A D A

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1 Executive Office Kansas State University 2323 nderson ve, Suite 225 Manhattan, KS Phone: (785) Fax: (785) : The Global ommunity for cademic dvising The contents of all material in this presentation are copyrighted by : The Global ommunity for cademic dvising, unless otherwise indicated. opyright is not claimed as to any part of an original work prepared by a U.S. or state government officer or employee as part of that person's official duties. ll rights are reserved by, and content may not be reproduced, downloaded, disseminated, published, or transferred in any form or by any means, except with the prior written permission of, or as indicated below. Members of may download pages or other content for their own use, consistent with the mission and purpose of. However, no part of such content may be otherwise or subsequently be reproduced, downloaded, disseminated, published, or transferred, in any form or by any means, except with the prior written permission of, and with express attribution to. opyright infringement is a violation of federal law and is subject to criminal and civil penalties. and : The Global ommunity for cademic dvising are service marks of the : The Global ommunity Handling hange: Leading from Your Position harlie L. utt, Ed.. Executive irector Kudos to Joanne amminger, Ruth arling, Jenny Bloom, ancy King, Blane Harding, and Pamela Marsh-Williams for content that contributed to this presentation. Overview efining Leadership Leadership Strategies Levels of Leadership Impact of hange Impact of ampus Environment Reflections for cademic dvising Let s Think bout It! re you: person who makes change happen? person who watches change happen? person who wonders what happened? What is Leadership? Leadership is an influence relationship among leaders and followers [constituents] who intend real changes that reflect their mutual purposes (p. 102). Rost, 1993 Where are you in your leadership development?

2 POSITIO = Title Leadership is not a career path. It is about your own leadership development to advance your team. PERMISSIO Relationships Trust Know your people Understand your own gifts PROUTIO Visible outcomes Positive morale Leader models behavior Influence by actions hange apparent PEOPLE EVELOPMET bout the team! o unselfishly Back to relationships Empower others PLE High level of talent People know who you are Leadership is developing other leaders Take a Minute to Reflect THIK OF: n improvement (change) that you lead successfully OR specific improvement you want to lead (SI ction Plan!!!)

3 Plan, ct, Observe, Reflect PL REFLET T OBSERVE PL REFLET T OBSERVE Lewin; McTaggart PEOPLE EVELOPMET Sense of moral purpose Understanding the change process Establishing relationships Knowledge creation and sharing oherence making Moral Purpose (MP) Make a positive difference to others and the organization MP is critical to the long-term success of what we do in organizations Understand the hange Process hange is a process hange is complex and confusing Guidelines: hange is transforming the culture Redefine resistance as positive ppreciate early difficulties (implementation dip) Take change personally lark, M. (March 7, 2014). practical guide for institutional change. Relationship Building reate and nurture relationships Share vision and goals Respect and trust team ppreciate one another s work Learn from one another ssure transparency and open communication Share resources Foster intentional and purposeful interactions Make alliances with other change makers Take change personally Knowledge reation and Sharing There is continual need to increase knowledge in and out of educational organizations

4 oherence Making mbiguity accompanies change Leaders try to clarify Seeing valuable patterns brings about coherence Tensions bring about the greatest accomplishments hange and Resistance hange as loss hange challenges competence hange creates confusion hange causes conflict Evans, 1996 Goal is to increase fear of not trying. ouble Standard of Loss We see the value of change, but only for other people hanges we seek in others we associate positively with growth, But change that others seek in us, we associate negatively as we experience a sense of loss and resistance. Evans, 1996 Know Your Institution! Institutional mission Organizational culture Functions of Units llies/supports Resistors/hallenges ollaboration & ommunication Focus on coalition building! Building on Fullan s strategy for change: evelop a systematic process to involve college constituents, including faculty and advising services, needed to provide for the personal, career, and academic success of students. ampus & External Relations Effective academic advising OT be done in isolation The academic advising program must establish, maintain, and promote effective relations with relevant campus offices and external agencies. OLLBORTE OMMUITE! BUIL OLITIOS!

5 How Will You Build oalitions? Institutionalize the hange reate a tangible product Hold a debriefing meeting Write a report Post results on the web Present at a local or regional conference Prepare a poster session Include learning and next steps Win by the Littles When leaders deliberately cultivate a strategy of small wins, they actively make people feel like winners and make it easier for people to want to go along with their requests (Kouzes and Posner, 2002, p. 211) void hristmas Tree Effect It is not the goal to have the highest number of innovative projects that glitter from a distance. So many innovations, so little time. (, p. 36) Let s Revisit your Reflections What specific improvement do you want to lead? What will you do? How will you lead? Lead from Your Position! The first responsibility of a leader is to define reality. The last is to say thank you. (Max epree)

6 References Burns, J. M. (1995). Transactional and transforming leadership. In J. T. Wren (Ed.), The leader s companion: Insights on leadership through the ages. (pp ). ew York: The Free Press. lark, M. (March 7, 2014). practical guide for institutional change. om/blogs/future/2014/03/07a-practical-guide-for-institutional-change/ ollins, J. (2001). Good to great. Y: ollins. Evans, R. (1996). The human side of school change: Reform, resistance, and the real-life problems of innovation. San Francisco: Jossey-Bass. Fullan, M. (2001). Leading in a culture of change. San Francisco: Jossey-Bass. Goleman,., Boyatzis, R., & McKee,. (2002). Primal leadership: Realizing the power of emotional intelligence. Boston: Harvard Business Press. Kotter, J.P. (1999). John P. Kotter on what leaders really do. Boston: Harvard Business Review. Kouzes, J. M., & Posner, B. Z. (2002). The leadership challenge. (3rd ed.) San Francisco: Jossey-Bass. Maxwell, J.. (2013). How successful people lead: Taking your influence to the next level. ew York: Hachette Book Group. Quinn, R. E. (2000). hange the world: How ordinary people can accomplish extraordinary results. San Francisco: Jossey-Bass. Reiter,. F. (2005, March/pril). Meet Joe White: ew UI president talks about leadership, goals and responsibility. Illinois lumni Magazine, 17(5). Rost, J.. (1993). Leadership for the twenty-first century. Westport, T: Praeger. Shaffer, L. S., Zalewski, J. M., & Leveille, J. The Professionalization of cademic dvising: Where re We in 2010?. Journal Volume 30(1) Spring Super,.E. (1980). life-span, life space approach to career development. Journal of Vocational Behavior, 16, Tinto, V. (1998). olleges as communities: Taking research on student persistence seriously. The Review of Higher Education, 21(2),