LEADERSHIP DEVELOPMENT SERIES

Objective:

To create an ongoing leadership development series that provides opportunities for those

seeking to develop or further enhance personal leadership qualities.

Series Framework:

CCRI acknowledges that leadership qualities are valued at all levels of the organization and

that further development of leadership competencies by each employee benefits not only

the employee, but the institution and its students.

While the series is comprised of some core components required of each participant, CCRI

recognizes that employees encompass varying levels of experience and expertise and that

the greatest value derived from any talent development program is one that focuses on the

specific needs of each individual; therefore, the Leadership Development Series will be

customizable to maximize individualized growth opportunities for each participant.

The leadership development series will aim to develop leadership competencies that are

aligned with those defined by the American Association of Community Colleges.

Success measures will be articulated and customized for individual participants of the

program.

Illustrations of Leadership Competency:

Organizational Strategy

Understand the mission, vision, and goals of community colleges and how your role supports them.

Use data-driven evidence and proven strategies from internal and external stakeholders to solve

problems, make decisions, and plan strategically.

Develop a positive environment that supports innovation, teamwork, and successful outcomes.

Learn the culture of the institution to effectively perform your duties successfully within the cultural

construct/framework that exists.

Have a forward-looking philosophy and be prepared for change.

Know your institution’s strategies for improving student success and completion.

Provide exemplary customer service that makes members of the community feel welcome.

Exemplary customer service is defined as giving the customer more than just what they wanted, in a

way that makes them feel they are appreciated so they always want to return.

Have an ongoing focus on process improvement for internal and external customers. If gaps exist in

technical proficiencies exist, request professional development to acquire the needed skills to better

serve customers.

Understand the organizational structure of the community college and the function that your unit

plays in achieving institutional goals.

Understand the responsibilities of all units within the organization.

Institutional Finance and Resource Management

Understand the institutional dashboard and how to interpret data to improve the student academic

experience within your unit of the institution.

Support operational decisions by managing information resources and ensuring the integrity and

integration of reporting systems and databases.

Understand the importance of time management and planning in your position.

Understand the organizational protocol; if you are unable to resolve a conflict, understand how to

have it addressed.

Communication

Be articulate. Work on having strong interpersonal and presentation skills. Have direct answers to

the questions that are asked.

Create and maintain open communications regarding resources, priorities, and expectations.

Listen actively to understand, comprehend, analyze, engage, and act.

Know the chain of command for communications. Be extremely familiar with the institution’s

emergency and crisis communications plans. Always refer individuals to the appropriate person in

the communications chain if it is not you.

Be willing to offer a realistic solution to an institutional problem. Be willing to participate in an

environment that allows shared responsibility in problem solving.

Learn the nuances of communications with various internal and external stakeholders. Know the

appropriate jargon for the group you are addressing.

Become familiar with what it means to be globally competent. While this does not necessarily

reflect engaging in international education, it does focus on students understanding the societal

complexities that encompass other points of view, and new ways of thinking and acting.

Be familiar with grassroots efforts to organize stakeholders to advocate for the community college

mission.

Collaboration

Embrace and employ the diversity of individuals, cultures, values, ideas, and communication styles.

Demonstrate cultural competence relative to a global society.

Build and leverage networks and partnerships to advance the mission, vision, and goals of the

community college.

Know the key stakeholders that are advocates for the institution and the roles they play in the

community.

Develop, enhance, and sustain teamwork and cooperation.

Facilitate shared problem-solving and decision-making.

Community College Advocacy

Value and promote diversity, inclusion, equity, and academic excellence.

Promote equity, open access, teaching, learning, and innovations as primary goals for the college

seeking to understand how these change over time and facilitating discussions with all stakeholders.

Advocate the community college mission to all constituents and empower them to do the same.

Advance life-long learning and support to a learner-centered and learning-centered environment.

Recognize there are multiple government programs at the state and federal levels that contribute to

the funding of a college’s students and programs.

Recognize there is an interplay of public perception and policymaking that can impact college

operations.

Professionalism

Demonstrate transformational leadership through authenticity, creativity, and vision.

Self-assess performance regularly using feedback, reflection, goal setting, and evaluation.

Support lifelong learning for self and others.

Manage stress through self-care, balance, adaptability, flexibility, and humor.

Demonstrate the courage to take risks, make difficult decisions, and accept responsibility.

Promote and maintain high standards for personal and organizational integrity, honesty, and respect

for people.

Components & Estimated Time Commitment:

Self-Assessment Gallup StrengthsFinder®

www.gallupstrengthscenter.com/Register

Core 1 hr.

Online Asynchronous Learning Modules via Lynda.com https://www.lynda.com

Leadership Fundamentals (Britt Andreatta)

Core 1 hr. / 24 min.

Having Difficult Conversations (Britt Andreatta)

Core 2 hr. / 17 min.

Leading with Emotional Intelligence (Britt Andreatta)

Core 1 hr. / 46 min.

Stepping Up to Leadership (Scott Blanchard) Core 43 min.

Face to Face Learning Modules

Performance Management Training (for supervisors) hosted by Department of Administration

Core (for supervisors & managers)

7 hrs.

Attend 3 half-day workshops hosted by RIHETC Individualized

9 hrs.

Lunch & Learn (facilitated round table discussion)

Individualized 2 hrs.

Guest speaker event (TBA) Core

2 hrs.

Capstone Project

Capstone project Individualized 10 hrs.

Estimated Time Commitment 37 hrs.

LYNDA.COM: Leadership Fundamentals

1h 24m

Do you want to cultivate leadership traits that will help you inspire your team, successfully manage

change and conflict, and better serve the needs of your organization? In this course, leadership

consultant and lynda.com Director of Learning and Development Britt Andreatta explains what real

leadership is, how to assess your strengths, and ways to cultivate the traits the best leaders employ to

make their organizations strong and innovative. The course includes information on developing and

mentoring your team, creating an engaging workplace, developing political savvy, analyzing your

industry, and honing your emotional intelligence.

Topics include:

What is leadership, and when are you leading?

Mapping your leadership competencies

Dealing with changing scope and stakes

Motivating and engaging others

Increasing team performance

Developing political acumen

Creating a culture of trust and integrity

Developing resilience

The PMI Registered Education Provider logo is a registered mark of the Project Management

Institute, Inc.

Author: Britt Andreatta

LYNDA.COM: LEADERSHIP FUNDAMENTALS

INTRODUCTION 2m 35s WELCOME 1m 21s GETTING THE MOST FROM THIS COURSE 1m 14s

1. UNDERSTANDING LEADERSHIP 21m 27s

WHAT IS LEADERSHIP 2m 53s WHEN ARE YOU LEADING? 4m 11s THE BALANCING ACT 2m 51s FINDING YOUR LEADERSHIP LEVEL 4m 44s CHANGING SCOPE AND STAKES 3m 14s ORGANIZATIONAL DYNAMICS 3m 34s

2. DEVELOPING YOUR LEADERSHIP SKILLS 56m 43s

MAPPING LEADERSHIP COMPETENCIES 3m 10s LEADING WITH VISION AND VALUES 3m 36s CULTIVATING EMOTIONAL INTELLIGENCE 5m 21s MOTIVATING AND ENGAGING OTHERS 4m 44s DEVELOOPING YOUR TEAM 3m 39s INCREASING YOUR TEAM PERFORMANCE 4m 21s FACILITATING CHANGE 4m 41s DEVELOPING POLITICAL ACUMEN 4m 40s SCANNING YOUR ENVIRONMENT AND INDUSTRY 3m 48s BUILDING KEY RELATIONSHIPS 4m 1s CREATING A CULTURE OF TRUST AND INTEGRITY 3m 3s PRACTICING SUSTAINABILITY 4m 40s DEVELOPING RESILIENCE 4m 59s

CONCLUSION 5m 39s

WORKING WITH INEFFECTIVE LEADERS 3m 13s NEXT STEPS 2m 26s

LYNDA.COM: Having Difficult Conversations

2h 17m

Leadership coach and lynda.com director of learning and development Britt Andreatta shares her tips

and strategies for having difficult conversations. In her four-phase model, you'll discover the situations

that lead up to difficult conversations, decide when the conversation is warranted, prepare for the

interaction, and monitor outcomes to ensure success.

Along the way, learn the secrets of turning difficult conversations into successful interactions that

enhance communication and rapport. Improve both your professional and personal relationships,

finding your way back from conflict through mutually successful outcomes.

Topics include:

What is a difficult conversation?

Understanding why conversations go badly

Changing your tipping point

Building your ladder—and climbing down

Knowing your triggers

Reframing your adversary

Being prepared for the conversation

Taking responsibility

Sharing goals and experience

Co-creating a solution

Developing the action plan

Building better feedback

Author: Britt Andreatta

LYNDA.COM: HAVING DIFFICULT CONVERSATIONS

INTRODUCTION 6m 47s

WELCOME 54s EFFECTIVE COMMUNICATION 4m 8s GETTING THE MOST FROM THIS COURSE 1m 45s

1. UNDERSTANDING DIFFICULT CONVERSATIONS 15m 16s

WHAT IS A DIFFICULT CONVERSATION? 1m 40s THE MATRIX OF DIFFICULTY 5m 9s WHEN DIFFICULT CONVERSATIONS GO BADLY 2m 11s THE PATHWAY TO PROBLEMS 3m 41s FOUR PHASES OF SUCCESSFUL CONVERSATIONS 2m 35s

2. THE BUILDUP PHASE 16m 16s

CHANGING YOUR TIPPING POINT 3m 37s WHAT’S UNDERNEATH THE SITUATION 4m 10s MAKING MEANING 4m 20s BUILDING YOUR LADDER 4m 9s

3. THE REFLECTION PHASE 38m 10s

CLARIFYING YOUR GOAL 2m 47s ASSESSING WHAT YOU ALREADY HAVE 3m 8s CLIMBING DOWN YOUR LADDER 4m 33s HIJACKS AND HOOKS 3m 54s KNOWING YOUR TRIGGERS 4m 11s JUDGMENTS AND MIRRORS 4m 21s REFRAMING YOUR ADVERSARY 3m 42s OWNING YOUR ROLE 3m 36s

4. THE CONVERSATION PHASE 39m 29s

BEING PREPARED 4m 9s OPENING THE CONVERSATION 4m 20s TAKING RESPONSIBILITY 3m 48s SHARING YOUR GOAL 3m 34s SHARING YOUR EXPERIENCE 3m 36s INVITING THEIR PERCEPTIONS 5m 40s CO-CREATING A SOLUTION 4m 33s IF THINGS GO OFFTRACK 5m 58s DELIVERING BAD NEWS 3m 53s

5. THE FOLLOW THROUGH PHASE 12m 36s

DEVELOPING THE ACTION PLAN 4m 8s ACKNOWLEDGING EFFORTS TO CHANGE 3m 43s WHAT TO DO IT IT’S NOT WORKING 4m 45s

CONCLUSION 16m 34s

RECEIVING A DIFFICULT CONVERSATION 4m 7s FACILITATING OTHERS 3m 43s GIVING PERFORMANCE FEEDBACK 4m 32s NEXT STEPS 4m 12s

LYNDA.COM: Leading with Emotional Intelligence

1h 46m

Emotions are all around us in the office, and it's important for leaders to understand how to harness

them to cultivate productivity and positive relationships. In this course, lynda.com director of learning

and development Britt Andreatta shows how to develop emotional intelligence to better lead teams,

work with peers, and manage up.

Learn what emotional intelligence is and how it factors in at work and discover concrete techniques for

raising your own emotional quotient (EQ). This includes perceiving yourself accurately, exercising

emotional self-control, practicing resilience, and developing empathy. Then turn those lessons around to

build your awareness of others and learn to inspire helpful communication and manage conflict.

Topics include:

What is emotional intelligence?

Cultivating emotional intelligence

Exercising emotional self-control

Working with your triggers

Getting to know others

Maximizing team performance

Building influence

Author: Britt Andreatta

LYNDA.COM: LEADING WITH EMOTIONAL INTELLIGENCE

INTRODUCTION 2m 33s

WELCOME 1m 22s GETTING THE MOST FROM THIS COURSE 1m 11s

1. UNDERSTANDING EMOTIONAL INTELLIGENCE 15m 53s

WHAT IS EMOTIONAL INTELLIGENCE? 4m 33s WHY EMOTIONS ARE KEY 4m 11s EMOTIONAL INTELIGENCE AT WORK 3m 33s CULTIVATING EMOTIONAL INTELLIGENCE 3m 36s

2. DEVELOPING SELF-AWARENESS 16m 53s

GETTING TO KNOW YOURSELF 4m 24s UNDERSTANDING FEELINGS 4m 5s PERCEIVING YOURSELF ACCURATELY 4m 19s CULTIVATING CONFIDENCE AND SELF-ESTEEM 4m 5s

3. DEVELOPING SELF-REGULATION 19m 50s

EXERCISING EMOTIONAL SELF-CONTROL 3m 55s WORKING WITH YOUR TRIGGERS 4m 28s LIVING WITH INTEGRITY 3m 57s ACHIEVING YOUR GOALS 3m 41s BEING FLEXIBLE AND AGILE 3m 49s

4. BUILDING AWARENESS OF OTHERS 19m 50s

GETTING TO KNOW OTHERS 3m 20s DEVELOPING EMPATHY 3m 57s ANTICIPATING NEEDS 3m 6s CULTIVATING SOCIAL AWARENESS 4m 4s APPRECIATING DIVERSITY 5m 23s

5. BUILDING RELATIONSHIPS 27m 58s

COMMUNICATING EFFECTIVELY 4m 22s DEVELOPING OTHERS 4m 36s FACILITATING TEAM PERFORMANCE 4m 56s MANAGING CONFLICT 4m 20s BEING A CHANGE CATALYST 3m 49s BUILDING INFLUENCE 3m 2s INSPIRATIONAL LEADERSHIP 2m 53s

CONCLUSION 3m 50s

HELPING YOUR ORGANIZATION DEVELOP EQ 3m 50s

LYNDA.COM: Stepping Up to Leadership

43m 47s

Learn the seasoned leadership tips of Scott Blanchard, son of Ken Blanchard, the coauthor of The One

Minute Manager ®, who is continuing his father's legacy as a global business-training leader. Scott

explains how to build a strong leadership foundation by first knowing yourself—your strengths, your

weaknesses, and your temperament. Then he discusses the best ways to build relationships, integrity,

and trust; get results by building commitment and motivating employees; and chart a path to leadership

success.

This course was created and produced by Ken Blanchard Companies ®. We are honored to host this

content in our library.

Author: Scott Blanchard

LYNDA.COM: STEPPING UP TO LEADERSHIP

INTRODUCTION 3m 32s

1. LEADING OTHERS 12m 30s

ARE LEADERS MADE OR BORN? 2m 12s

ETHICS IN LEADERSHIP 1m 17s

VALUES AND ETHICS 1m 41s

LEVERAGE YOUR BEST AS A LEADER 2m 2s

IDENTIFYING YOUR STRENGTHS 40s

DITCH YOUR WEAKNESSES 2m 10s

THE GOLDEN RULE OF LEADERSHIP 58s

LEADERS REFLECT 1m 30s

2. BUILDING RELATIONSHIPS 13m 35s

LEADERS BUILD TRUST 3m 42s

LEADERS REBUILD TRUST 1m 49s

DEALING WITH CONFLICT 3m 8s

BEING OTHERS-FOCUSED 1m 46s

LEADERS COMMUNICATE WELL 1m 57s

LEADERS ACKNOWLEDGE AND PRAISE 1m 13s

3. GETTING RESULTS 12m 40s

CREATING A MOTIVATING WORK ENVIRONMENT 2m 20s

RESULTS VS. PEOPLE 2m 29s

ACCOUNTABILITY 1m 40s

DISCIPLINED CONVERSATIONS 1m 20s

REDIRECTED CONVERSATIONS 1m 50s

REPRIMAND VS. REDIRECT 1m 0s

LEADING PEOPLE OLDER THAN YOU 2m 1s

4. CONCLUSION 1m 30s

MOST IMPORTANT ADVICE FOR LEADERS 1m 30s

State of Rhode Island

Department of Administration

MANAGING PERFORMANCE EXPECTATIONS Training for Managers & Supervisors Turning Managerial Challenges Into Positive Results

Our supervisors are faced with the everyday responsibility of effectively managing their employees.

Managing Performance Expectations – Turning Managerial Challenges into Positive Results is a training

program developed by the Department of Administration to train all levels of manages on how to

identify and communicate performance expectations to their subordinates and to turn those managerial

challenges into positive results. Our goal is to train and assist our managers in solving problem behavior

while focusing on respect and responsibility.

During this training, you will:

Have the opportunity to take a break from your work day, stop and take a hard look at your

workforce and plan how to address the managerial challenges you face.

Learn about the tools available and how to apply them to practical situations.

Be inspired to try new ideas and new solutions to your problems.

See new ways of handling situations.

Learn about our union contract obligations.

Become aware of resources available to assist you when help is needed.

Learn from the people around you.

At the end of this training, you will:

Get your supervisory responsibilities under control.

Achieve the needs of your organization from your employees.

Lead and motivate the members of your work group to do their best.

Assess performance and take appropriate corrective action when problems occur.

The trainers:

William Patenaude, Department of Environmental Management, Certified Myers-Briggs

Instructor

Melanie Marcaccio, Department of Administration, Deputy Personnel Administrator

Kathleen Lanphear, Department of Administration, Deputy Personnel Administrator

Dates: TBA

RIHETC OFFERINGS:

The Rhode Island Higher Education Training Consortium (RIHETC) offers comprehensive programs

designed to address mutual needs within the member institutions while providing economies of scale

and cost-sharing opportunities. Please e-mail Terri-Ann Milligan to register for any of these workshops.

Upon registration, fees will be paid by the Office of Human Resources on your behalf.

Fall 2017 offerings include:

Dealing with Difficult Conversations

Giving and Receiving Effective Feedback

Effective Delegation

Active Listening

Management Essentials with Everything DiSC®

Strategic Planning

Communicating for Results

Essentials of Communication with Everything DiSC® Workplace

Influencing in a Collaborative World

Cascading Goals: Aligning Individual Goals with Institutional Vision

Team Dynamics

Inspiring, Empowering and Developing Rising Stars

Coaching for Success

See the schedule and full course descriptions at HR’s training web page.

Capstone Project:

Leadership development is a highly individualized journey. Opportunities to identify one’s strengths and

areas for further development are provided throughout this leadership series as is opportunity for

reflection. Upon completion of the leadership series, individuals will participate in an experiential

exercise. This component will provide participants with an opportunity to broaden their experience

with and appreciation for issues faced by different areas of the college or higher education in general.