Presented by: College of Southern Nevada James McCoy – Associate VP of Student Success Jodie D. Mandel – Professor of Communication Dr. Vartouhi Asherian.

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 2012-2013

Orientation 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 EducationCreating and Sustaining a High Performance Organization – HR focus

Higher Education Finance in Nevada Legal Issues in Higher Education

Public 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