Shirley J. Everett Associate Vice Provost Stanford University March 28, 2007

Agenda  Visionary Leadership  Excellent Campus Dining: Administrators’ Perceptions & Viewpoints  Strategies to Achieve Excellence  Closing Remarks  Questions & Answers

Visionary Leadership

“ …Leaders act in ways that are consistent with their beliefs; they are persistent in pursuit of their vision.” Tom Peters, Co-author of “In Search of Excellence” and “Passion for Excellence”

 Great leaders are capable, visionary, and inspiring  The best leaders are highly motivated to spend time on self-reflection and personal development  Great leaders don’t easily lose control or resort to impulsive acts  Great leaders lead by example! What Makes a Great Leader?

Excellent Campus Dining: Administrators’ Perceptions and Viewpoints

1. What characterizes an excellent campus dining program? “An excellent dining service is involved with students, organizations and staff.” - Gail Finan, Director University Dining Services, Bowling Green State University “[An excellent dining program] fully understands the objective and mission of the University and takes that information and translates it…to the day-to-day dining experience.” - Frank Gladu, Assistant Vice Chancellor of Business Services, Vanderbilt University “Like a symphony [the campus community] has lots of underlying elements. One has to have sharp ears and a good knowledge of music to pick up the different melodies and appreciate how they fit together. Capisce?” - Ted Mayer, Executive Director of Dining Services, Harvard University “An excellent campus dining program [is one] that cares about healthy food options, sustainability and student opinion.” - Elizabeth Heng, Student and ASSU President, Stanford University Campus Administrators’ Perceptions and Viewpoints

2. What characterizes a sub-standard program? “When students don't know on site managers by name, that signals a red flag to me.” “Substandard: limited options, lack of dining hall flexibility, not reflective of the food preferences of students, grumpy staff, poor food quality, insensitivity to specific dietary needs, lack of self-reflection and a willingness to innovate and improve.” “A substandard program: non-nutritious food, lack of sustainability, and ignores student suggestions.” “…gets caught up in yesterday’s glory.” “…too expensive, has little perceived value, and is neither in tune with the campus community nor aligned with the institution’s vision, mission, culture and strategic goals.” “…outdated practices; a product that is inconsistent with the program’s public image.” Campus Administrators’ Perceptions and Viewpoints

Strategies to Achieve Excellence

 Creating a Compelling Strategic Vision – Aligning with the University’s Mission, Vision, Culture and Goals – Understanding Your Stakeholders  Cultivating Excellence – Developing Others – Enhancing Our Service Infrastructure – Leveraging Benchmarks and Metrics  Promoting the Value of Your Program – Demonstrating Excellence to Position Your Program Strategies to Achieve Excellence

Demonstrating Excellence to Position Your Program Promoting the Value of Your Program

 Visionary Leadership  Excellent Campus Dining: Administrators’ Perceptions and Viewpoints  Strategies to Achieve Excellence  Visionary Leadership  Excellent Campus Dining: Administrators’ Perceptions and Viewpoints  Strategies to Achieve Excellence Closing Remarks

Thank You!