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Laying a Foundation: A Gathering of CASFAA Financial Aid Leaders

Laying a Foundation: A Gathering of CASFAA Financial Aid Leaders

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Laying a Foundation: A Gathering of CASFAA Financial Aid Leaders

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  1. Laying a Foundation: A Gathering of CASFAA Financial Aid Leaders Leadership for the Seasoned Professional Designed Exclusively for the 2008 CASFAA Executive Training Forum Terry D. Everson Everson Consulting

  2. Session 1 Strategic Planning: Laying the Foundation

  3. Personal Learning JournalInitial Learning Objectives A training program is like a communication situation in one important way: If you are clear about what you want or need, and you are willing to ask for it, you are more likely to get it. In the space below, write down what you want or need from this training program. ________________________________________________________________________________________________________________________________________________________

  4. Ah-Ha’s

  5. Program Agenda-Sessions 1-2 • Welcome / Introductions / Overview • Visioning and Strategic Planning: Putting It All Together • Definition • How the pieces fit • Templates to consider • Leadership: What We All Need, What We All Want • The “Ohio” Model • A look in the mirror • Taking it to the next step • Lessons from the leaders

  6. Program Agenda-Sessions 3-4 • Change Management: Your Role, Your Challenge • Why people resist • Understand your impact • Sacred cows make the best steaks • TeamWork • Rules according to Betty • What I bring to the Plate- Lessons- Stages

  7. Program Agenda-Session 5 • Staff Motivation and Executive Communication • 3 Major theories: Compare and Contrast • Get creative • Do unto others • Listener’s viewpoint • Emotion and logic/reason: A five-step approach to staff communication • Action Items / Next Steps

  8. Session 1 Agenda • Visioning and Strategic Planning: Putting It All Together • Definition • How the pieces fit • Templates to consider • Action Planning

  9. Strategic Planning • Executive Activity • Managerial Activity • Operational Activity

  10. It Ain’t Rocket Science • Why • Vision • Core Values • Mission Statement • What • CFSs • Who, When, How • KPIs and Goals • Strategies / Action Plans

  11. Organizational Terms to consider

  12. Department Mission Department Mission Department Mission Department’s Critical Success Factors Department’s Critical Success Factors Department’s Critical Success Factors Key Performance Indicators and Annual Goals Key Performance Indicators and Annual Goals Key Performance Indicators and Annual Goals Key Performance Indicators and Annual Goals Key Performance Indicators and Annual Goals Key Performance Indicators and Annual Goals Vision Values Organization Mission Statement Organization’s Strategic Objectives Organization’s Strategic Objectives Organization’s Strategic Objectives Annual Measurable Organizational Goals

  13. Steps In The Process

  14. Making It Personal

  15. There Is A “Me” In Team

  16. Action Planning Worksheet I will do what? By when? Action Date Signed____________________ Date______

  17. Contact Information Terry D. Everson Chief Training Officer and Executive Coach Everson Consulting 807 Sunrise Bay Waunakee, WI 53597 everson.consulting@gmail.com www.Everson-Consulting.com (c) 608-225-3762 linkedin

  18. Laying a Foundation: A Gathering of CASFAA Financial Aid Leaders Leadership for the Seasoned Professional Designed Exclusively for the 2008 CASFAA Executive Training Forum Terry D. Everson Everson Consulting

  19. Session 2 Advanced Leadership

  20. Personal Learning JournalInitial Learning Objectives A training program is like a communication situation in one important way: If you are clear about what you want or need, and you are willing to ask for it, you are more likely to get it. In the space below, write down what you want or need from this training program. ________________________________________________________________________________________________________________________________________________________

  21. Ah-Ha’s

  22. Session 2 Agenda • Welcome / Introductions / Overview • Leadership: What We All Need, What We All Want • The “Ohio” Model • A look in the mirror • Taking it to the next step • Lessons from the leaders

  23. Leadership Defined • Manager: • Leader:

  24. The Cornerstones Of Leadership • Be A Role Model • Build A Shared Vision • Challenge Your Processes • Enable Others • Remember Your Heart

  25. What Goes Into Leadership? • See The “Big Picture” • Achieve Your Maximum Potential • Know Your Personal And Organizational Paradigms • Build A Shared Vision • Create A Learning Environment

  26. Ohio: The Home of The Leadership Movement

  27. A Day-to-Day Look Need-Based Management

  28. Need-Based Leadership Assessment Tasks Employees Step 1: Identify all employees you directly supervise (you are responsible for their performance). Step 2: Identify some of the tasks these employees perform. Step 3: For each employee, review the job tasks they perform and place an “X” in the corresponding box. Step 4: For each “X”, rate the person based on their ability to perform that particular task (1+Low to 4+ High)

  29. Need-Based Leadership Assessment

  30. NBL Template Employment Skill Level to Individual Tasks Management Activity Has task mastered – has accepted responsibility and authority for task completion – identifies with corporate goals – wants freedom to act – independence – wants total authority – may ask or volunteer to take on similar tasks – may help others – totally comfortable with task Provides resources – encourages creativity – allows/encourages independence – communicates corporate goals – monitors end results – delegates authority and responsibility with tasks High Wants to be involved – wants input to decisions – wants input to goal setting – identifies with departmental and personal goals – wants to be rewarded for tasks well done – needs interactive involvement – assumes more responsibility and authority – self-directed Encourages joint/group involvement – jointly sets departmental goals – combines efforts – questions and answers May challenge authority – concerned with personal goals – still learning task – questions – may revert to preferred past habits – gaining confidence Regularly checks performance – gives proof – corrects – stresses results – uses positive feedback – assists with tasks – stresses whys New to task – inexperienced – insecure – afraid – needs direction – open to suggestions Tells what, how, when, where, why of tasks – explains – shows – repetition – reinforcement – save face Low

  31. Action Planning Worksheet I will do what? By when? Action Date Signed____________________ Date______

  32. Contact Information Terry D. Everson Chief Training Officer and Executive Coach Everson Consulting 807 Sunrise Bay Waunakee, WI 53597 everson.consulting@gmail.com www.Everson-Consulting.com (c) 608-225-3762 linkedin

  33. Laying a Foundation: A Gathering of CASFAA Financial Aid Leaders Leadership for the Seasoned Professional Designed Exclusively for the 2008 CASFAA Executive Training Forum Terry D. Everson Everson Consulting

  34. Session 3 The Challenge of Change – Managing Change

  35. Personal Learning JournalInitial Learning Objectives A training program is like a communication situation in one important way: If you are clear about what you want or need, and you are willing to ask for it, you are more likely to get it. In the space below, write down what you want or need from this training program. ________________________________________________________________________________________________________________________________________________________

  36. Ah-Ha’s

  37. Session 3 Agenda • Why people resist • Understand your impact • A Life cycle of change • Sacred cows make the beststeaks • Action planning

  38. Managing Change: The Next Great Oxymoron? • It Will Just Happen • Our Role Is To Define The Opportunities And Lead The Implementation

  39. Why People Resist Changes • H • F • LOI

  40. You And Your Staff • Pioneers: • Settlers: • Wagon Masters:

  41. We Need To Be Ready To “Sell” • Benefits • Features • Matching The Tools To The Situation

  42. Life Cycle Of Change C Settlers (SJ’s) C Success D B Settlers (SP’s) Pioneers (SJ’s) D (NT’s) (SP’s) B Pioneers (NT’s) • Phase A: No data, unclear direction, few boundaries. Need to clarify rules. False starts and failures gives the box its shape. • Phase B: High energy, play the game, bend the rules. • Phase C: The processes are stabilized. Phase D B Pioneers (NT’s) A Time

  43. Your Role In Leading The Change • Accept Responsibility For Potential Damage Done To Staff • You Can’t Over-communicate • Seek Out The Bad News • Be Inclusive • Try Lots Of Stuff, Keep What Works • Hey, Let’s Have A Funeral

  44. The Stages Of Change And The Grieving Cycle • Recent Passing • Stages We Experienced • A Recent Change • The Stages We Experienced

  45. Action Planning Worksheet I will do what? By when? Action Date Signed____________________ Date______

  46. Contact Information Terry D. Everson Chief Training Officer and Executive Coach Everson Consulting 807 Sunrise Bay Waunakee, WI 53597 everson.consulting@gmail.com www.Everson-Consulting.com (c) 608-225-3762 linkedin

  47. Laying a Foundation: A Gathering of CASFAA Financial Aid Leaders Leadership for the Seasoned Professional Designed Exclusively for the 2008 CASFAA Executive Training Forum Terry D. Everson Everson Consulting

  48. Session 4 Team Work: The Secret to Success

  49. Personal Learning JournalInitial Learning Objectives A training program is like a communication situation in one important way: If you are clear about what you want or need, and you are willing to ask for it, you are more likely to get it. In the space below, write down what you want or need from this training program. ________________________________________________________________________________________________________________________________________________________