Building Your Leadership Team Module 3

1. Building Your Leadership TeamModule 3 Empowering your Program Development Team and Sharing Leadership

2. Building Your Leadership Team

3. The “academics” of shared leadership…..

4. Shared Leadership A group functions more effectively when all its members accept responsibility for the work and life of the group.. … this shared sense of responsibility is known as shared leadership.

5. Classical Displayed by a person’s position in a group or hierarchy. Leadership evaluated by whether the leader solves problems. Leaders provide solutions and answers. Shared Identified by the quality of people’s interactions rather than their position. Leadership evaluated by how people are working together. All members work to enhance the process and to make it more fulfilling. Comparison Classical and Shared Leadership .

6. Classical Distinct differences between leaders and followers: character, skill, etc… Communication is often formal. Can often rely on secrecy, deception and payoffs. Shared People are inter-dependent; all are active participants in process of leadership. Communication is crucial with a stress on conversation. Values democratic processes, honesty and shared ethics. Comparison – continued Drawn from material in Gloria Nemerowicz and Eugene Rosi (1997) Education for Leadership and Social Responsibility

7. Developing Shared Leadership • For such leadership to develop we need to pay special attention to three things. We need to encourage: (Gastil 1997) • Ownership. Problems and issues need to become a responsibility of all with proper chances for people to share and participate. • Learning. An emphasis on learning and development is necessary so that people can share, understand and contribute to what’s going on. • Sharing. Open, respectful and informed conversation is central.

8. Moving Towards Shared Leadership • There is a Team in place • Team members are familiar with the program’s goals and community issues • Team members are aware of the needs of the community • Team members are engaged • Team members feel ownership So, what now???? How does the Team proceed???

9. No Set Rules ofLeadership and Management • There can be a “gradient of authority” • You can appoint rather than elect • You have options; make it work for you • Think of it as a partnership

10. This is Your PDT!!! Make it work for you!! You are in charge!!

11. Top 5 Group Problems • Lack of participation • Lack of leadership • Lack of planning • Lack of interest in programs • Disorderly meetings

12. Developing Your PDT’s Operating Guidelines

13. Review PDT Operating Guidelines on the CAES Intranet at: http://www.caes.uga.edu/intranet/coextopr/progdevelop/index.html#leadership • Name of PDT • Philosophy/Purpose • Membership • Meetings • Officers • Attendance Requirements

14. Possible Leadership Structure • Chair • Presides at PDT meetings • Appoints working groups / issue teams (if necessary) • Vice Chair • Presides in the absence of the Chair • Fulfill other leadership roles as needed • Secretary • Record minutes of PDT meetings; distribute to members • Manage Team correspondence

15. A Good Leader or Coach ... • Knows subject matter • Approachable and personable • Willing to delegate • Goal oriented • Enthusiastic • Tough • Has standards

16. A Good Leader or Coach ... • Organized • Non-judgmental • Interested in team • Communicator and good listener • Role model • Patient • Motivator

17. A Good Leader... Delegates AND Motivates

18. Delegation • Have the confidence to turn things over • Delegate significant parts • Be an ‘enabler’ not a ‘doer’ • They don’t have to do it just like you! • Still requires management

19. Delegation does not eliminate work;it changes it.

20. In the examples of Shared Leadership that follow … • Every member of the agent’s PDT is actively engaged in the delivery of Extension programs and the agent’s Plan of Work. • The agent has a core group with a vested interest in accomplishing the goals of the team.

21. In the examples of Shared Leadership that follow … • Each PDT member has a personal stake in the success of the Extension program. • This success is dependent on EVERYONE! • The Agent • The PDT Leadership • The PDT Members • The Volunteers

22. What MIGHT Shared Leadership look like for a FACS PDT? The Goal An FACS Agent’s Program Development Team is to work together to plan, implement and evaluate a specific program. Everyone has a role to play!

23. Shared Leadership in FACS

24. Shared Leadership in FACS (continued)

25. What MIGHT Shared Leadership look like for a 4-H PDT? The Goal A 4-H Agent wants the 4-H PDT to aid in the planning, development and delivery of 4-H club meetings in the schools. Everyone has a role to play!

26. Shared Leadership in 4-H

27. Shared Leadership in 4-H (continued)

28. What MIGHT Shared Leadership look like for an A&NR PDT? The Goal An A&NR Agent, particularly knowledgeable about a certain commodity (i.e., horticulture), wants the A&NR PDT to address needs and programming related to another area (i.e., beef cattle production) in which the agent is not as strong. Everyone has a role to play!

29. Shared Leadership in A&NR

30. Shared Leadership in A&NR (continued)

31. COMMUNICATIONisCRITICAL For your PDT to beULTIMATELY SUCCESSFUL …

32. Critical Lines of Communication Agent PDT PDT Officers Members • All parties are inter-dependent • Promotes honesty, openness, ownership • Everyone has a stake

33. Critical Lines of CommunicationAgent PDT Chair • Virtual constant contact • Builds trust • Strengthens bond • Facilitates decision-making • Should essentially become “new best friends”

34. Critical Lines of Communication PDT Vice ChairPDT Chair PDT Secretary • No gaps in meeting coverage • Timely correspondence • Distributes ‘routine’ tasks usually handled by Agent

35. CommunicationPoints to Consider • What information do members of the Team need to have? • How do Team members want to receive information? • When do Team members need to receive information?

36. Characteristics of GoodTeam Communication • Concise – Keep communication simple and brief • Meaningful – Present what is relevant to the goals and the work of the team • Timely – Report information that is relevant to the current agenda • Context – Be clear as to the importance

37. Characteristics of GoodTeam Communication (continued) • Relevant to Responsibilities – Share information which helps the team members do their job • Best Available – Provide the best available indicators and data for the situation • Summary Graphics – Convert text to graphs to illustrate the message

38. ROLESmust beCLEARLY DEFINED For your PDT to beULTIMATELY SUCCESSFUL …

39. What is the ROLE of the PDT? • The PDT is an asset, a tool, available to the agent for improving the quality of the overall program development process • The PDT is an group of dedicated, trusted supporters who value the work Cooperative Extension does, and who want to increase Extension’s capacity to do that work • In ALL cases, the PDT is responsible to the agent and under the direction of the agent

40. What is the ROLE of the Agent? • The agent is ultimately responsible for every aspect of programming • The agent is responsible for monitoring the actions and effectiveness of the PDT • The agent is the final authority in ALL matters which affect and/or impact Cooperative Extension programming

41. DO’s and DON’T’s of Shared LeadershipDO: • Share the workload • Keep the group on task • Maintain overall authority for the group • Provide your group with adequate information to make decisions • Encourage open, respectful conversation • Allow the team members to develop plans to meet goals

42. DO’s and DON’T’s of Shared LeadershipDO: • Keep the group focused on team goal • Assign members to specific tasks • Divide your team in small task groups • Allow the group to work through creating its direction • Encourage participation and sharing by everyone

43. DO’s and DON’T’s of Shared LeadershipDON’T: • Over exert your influence or opinions • Dominate the group process; let the group function • Suppress ideas or opinions • Show favoritism toward certain members • Criticize the ideas of others

44. DO’s and DON’T’s of Shared LeadershipDON’T: • Withhold information the group needs for solving problems • Ignore group personality problems • Allow the group to be dependent on you • Fail to communicate effectively • Allow strong personalities to dominate the group

45. BEST WISHES as you take your PDT to NEW HEIGHTS!

46. Extension Leadership System (ELS) Team A&NR Program Development Coordinators Norman McGlohon – NE District Sheldon Hammond – NW District Ken Lewis – SW District Phil Torrance – SE District 4-H Program Development Coordinators Marilyn Poole – NE District Lori Purcell – NW District Laura Perry Johnson – SW District Teresa Harvey – SE District FACS Program Development Specialists Janet Valente – NW & SW District Laurie Cantrell – NE & SE District Jeff Christie – Coordinator