1. PERALTA BOARD OF TRUSTEES RETREAT FRIEDA K. EDGETTE, MSc, ACC novos consulting

2.  OBJECTIVES  PURPOSE  INTERFERENCES  FOUNDATIONS  INTO ACTION WE, WE, WE… WHAT WE ARE COVERING

3. WALK AWAY HAVING ACHIEVED 1 | all

5. WHAT IS IT ABOUT PURPOSE share governance + collaborative of colleges foster educational leadership empower students develop leaders provide equitable access Board Policy Mission BP 1200: http://web.peralta.edu/trustees/files/2013/12/BP-1200-Mission-edits.pdf

6. INTERFERENCES WHAT GETS IN THE WAY OF PURPOSE

7. PURPOSE – INTERFERENCE PERFORMANCE

8. PEOPLE + SYSTEMS FOUNDATIONS

9. PEOPLE + SYSTEMS | FOUNDATIONS 1.mutual trust 2.shared vision (understanding of mission) 3.roles and responsibilities 4.operations and communications systems 5.measurable results

10. 1. MUTUAL TRUST  getting to know you  how we work together  ground rules  engaging with resistance  decision making  mutual expectations  spot checks  regular meetings  reliability and integrity

11. RESISTANCE | HOW DO WE ENGAGE?

12. RESISTANCE WHAT IS NOT BEING SAID?

13. 2. SHARED VISION …“the lighthouse beacon pulling… in the desired direction” (Knorr, 1993: p. 18).

14. 3. ROLES + RESPONSIBILITIES  clearly define  match skills with position  honestly communicate  reduce overlap

15. 4. OPERATIONS + COMMUNICATIONS  problem solving  accountability structures  factor in styles & avenues  performance reviews, 1:1s  in-person, virtual or both

16. 5. MEASURABLE RESULTS  specific  measurable  achievable  results-based  time-related  ethical  realistic

17. MUTUAL TRUSTSHARED VISIONROLESCOMMUNICATION MEASURABLE OUTCOMES PEOPLE + SYSTEMS | FOUNDATIONS

18. QUESTIONS?

19. LEADERSHIP ENGAGEMENT AGREEMENT

20. MAP IT OUT

21. DESIGN A SOLUTION

22. REFLECTIONS TAKEAWAYS | RECOGNITIONS | NEXT STEPS

23. REFERENCES Bohm, D., Factor, D. and Garrett, P. (1991). ‘Dialogue - a Proposal,’ Infed, transcription of article on www.infed.org/archives/e- texts/bohm.dialogue.htm. Accessed on 10 January 2012.www.infed.org/archives/e- texts/bohm.dialogue.htm Bridges, W. (2009). Managing Transitions: Making the Most of Change (Third Edition). London, England: Nicholas Brealey Publishing. Coch, L. and French, J. R. (1948). ‘Overcoming resistance to change’, Human Relations, Vol. 1: pp. 512-532. Covey, S. (2008). The Speed of Trust: One Thing That Changes Everything. New York, New York: Simon & Schuster. Edgette, F. (2014). “Leading for Political Effectiveness: accounts of the political leader’s experience”, White Paper re: political leadership and authenticity. Novos Consulting. Access at: wwwnovosconsulting.com/thought-leadership. Accessed on : December 13, 2015. Galleway, T. (1997). The Inner Game of Tennis: The Classic Guide to the Mental Side of Peak Performance, New York, New York: Random House. Habermas, J. (1981). The Theory of Communicative Action: Reason and The Rationalization of Society (Volume 1). Cambridge, Massachusetts: MIT Press. Habermas, J. (1990). Moral Consciousness and Communicative Action. Cambridge, Massachusetts: MIT Press. Isaacs, W. (1999). Dialogue and the Art of Thinking Together. New York, New York: Currency. Kazenbach, J.R. (1998). Teams at the Top: Unleashing the Power of Both Teams and Individuals. Cambridge, Massachusetts: Harvard Business School Press. Knorr, R. O. (1993). A strategy for communicating change. Journal of Business Strategy, Vol. 14(4), pp. 18-20. Kotter, J. P. (2006). Leading Change. Cambridge, Massachusetts: Harvard Business School Press. Lawrence, P. (1969). ‘How to deal with resistance to change’, Harvard Business Review: pp. 49-57. Lencioni, P. (2005). Overcoming the Five Dysfunctions of Teams: A Guide for Leaders, Managers and Facilitators. San Francisco, California: Jossey-Bass, A Wiley Print. Oswick, C., Keenoy, T. and Grant, D. (2002). ‘Metaphor and Analogical Reasoning in Organization Theory’, Academy of Management Review. Vol. 27(2): pp. 294-303. Senge, P. (2006). The Fifth Discipline: The Art and Practice of the Learning Organization. London: Random House. Thornton, C. (2010). Group and Team Coaching: The Essential Guide. London, England: Routledge Taylor & Francis Group. Weick, K. (1995). Sensemaking in Organizations. London, England: SAGE. Whitworth, L. ; Kimsey-House, K.; Kimsey-House, H. and Sandahl, P. (2007). Co-Active Coaching: New Skills for Coaching People for Success in Work and Life. (Second Edition). Mountain View, California: Davies Black Publishing.

24. FRIEDA K. EDGETTE, MSC, ACC edgette@novosconsulting.com | (510) 842-5540 | novosconsulting.com

25. STRUCTURE DRIVES BEHAVIOR PEOPLE + SYSTEMS | CAPABILITIES