1. It’s All About Collaboration
Partnering with faculty to chart a course for leadership development
Leah Schonfeld, HR Director
Kendra L. Snipe, Training & Diversity Coordinator
Benjamin Dean, PhD, LLM, JD, SPHR, SHRM-SCP

2. A Values-Based Institutional Mission
The Citadel’s Mission:
“To educate and develop our students to become principled leaders in all walks of life by instilling the core values of The Citadel in a disciplined and intellectually challenging environment.”
Mission
As a higher education institution, The Citadel’s mission is to educate and develop our students to become principled leaders in all walks of life by instilling the core values of The Citadel in a disciplined and intellectually challenging environment. A unique feature of this environment for the South Carolina Corps of Cadets is the sense of camaraderie produced through teamwork and service to others while following a military lifestyle.
The Citadel strives to produce graduates who have insight into issues, ideas, and values that are of importance to society. It is equally important that Citadel graduates are capable of both critical and creative thinking, have effective communication skills, can apply abstract concepts to concrete situations, and possess the methodological skills needed to gather and analyze information.
Throughout its history, The Citadel's primary purpose has been to educate undergraduates as members of the South Carolina Corps of Cadets and to prepare them for post-graduate positions of leadership through academic programs of recognized excellence supported by the best features of a military environment. The cadet lifestyle provides a structured environment that supports growth and development of each student’s intellect, discipline, physical fitness, and moral and ethical values. The four pillars which define The Citadel experience for cadets consist of these four developmental dimensions.
A complementary purpose of The Citadel, realized through The Citadel Graduate College is to provide the citizens of the Lowcountry and the State of South Carolina opportunities for professional development by offering a broad range of educational programs of recognized excellence at both the graduate and undergraduate levels. These programs are designed to accommodate the needs of non-traditional students seeking traditional and demanding academic challenges.

3. Charting the Course Four years since our last Supervisor Training
An increase in Employee Relation challenges
Many questions about FMLA, ADA, Workers Comp Interview Questions and Protected Classes
Wanted to introduce behaviors of a principled leader to students and employees

4. Building on Core Values
Honor
Duty
Respect
What actions reflect behaviors of a principled leader in your employees?
Solid core values that represent principled leadership. What does being a principled leader really mean? What actions would be demonstrated if principled leadership were present? Reinforcing with faculty and staff is important to ensuring we are engaging with our students.

5. Module 1: Personal Leadership
Providing an opportunity for supervisors to discover more about themselves and their leadership styles
Using the DISC Assessment as the tool of discovery

6. A Review of the Crew C D S I SUCCESS INSIGHTS® WHEEL
Creative, Slow Start / Fast Finish
Vacillating, Temperamental
Precise
Accurate
Concern for Quality
Critical Listener
Non-Verbal
Communicator
Attention to Detail C D
Competitive
Confrontational
Direct, Results-Oriented
Sense of Urgency
Change Agent
Process-Oriented
Quick to Change
Independent, Optimistic
Product-Oriented
Slow to Change
Self-Disciplined
Pessimistic
High Trust Level
No Fear of Change
Contactable, Talk than Listen, Verbal Skills, Self-Confident
Accommodating
Dislikes Confrontation
Persistent
Controls Emotion
Adaptable, Good Listener S I
Good Supporter, Team Player, Persistent,
Cooperative, Sensitive to Other’s Feelings
© Copyright ChoicePoint Consulting 2012.
© Copyright ChoicePoint Consulting 2016.

7. Module 2: Interpersonal Relationship
HR Department:
Partnering with the Department of Leadership Studies and the Krause Center
Inviting faculty to engage supervisors by using the Principled Leader Behaviors model
DISC reflected personality traits, but we really wanted to hit home with another evidence based tool, and that’s where Dr. Dean was able to help.

8. The Advantage of Collaborating with Faculty
What does it mean to use evidence-based tools in training and development?
Example: DISC is an evidence-based tool focusing on personality traits.
Traits (or characteristics) is just one approach to assessing and developing a person’s leadership.
We needed an additional evidence-based tool, but on focused on leadership actions – behaviors.

9. Why Use An Evidence-Based Model of Leadership?
Focuses on consistency and effectiveness
Improves communication with a common “language”
Puts concepts and principles into action
Assures valid and reliable principles and dynamics
Provides proven tools for evaluation and measurement

10. Servant Leadership Model adapted to Principled Leadership -- DRAFT --
Eight Behaviors/Actions for Principled Leaders
Empowering others for action and decision-making.
Holding team members accountable for results.
Putting team members first.
Keeping a balanced view of one’s own importance.
Staying authentic to one’s real self.
Acting and speaking with courage.
Creating trust that permits others to make and learn from mistakes.
Developing people and resources.
9/19/2018
9/19/2018
B.P. Dean
Adapted from Van Dierendonck & Nuijten (2011).
B.P. Dean

11. Exercise

12. SCENARIO:
The supervisor of a section within your department comes to you as her director. She’s fairly new but coming along well. She hesitantly reports that she thinks she has some “not so good news.”
Her section made a decimal error that under-reported last quarter’s expenses by $5,400.
This error will hurt. It will adversely impact your department, i.e., your department budget will have to absorb the cost of this loss and somehow still maintain and pay for its operations for the rest of the year. In the past, you’ve been clear about accurate these reports and the mission-essential criticality of and staying within budget limits.

13. RESPONSE:
How do I handle this?
You vaguely recall a recent professional development session you took. It was something about acting as a “principled leader.”
It had some kind of list of behaviors.
What were those behaviors again? Do any relate here?

14. Servant Leadership Model adapted to Principled Leadership -- DRAFT --
Eight Behaviors/Actions for Principled Leaders
Empowering others for action and decision-making.
Holding team members accountable for results.
Putting team members first.
Keeping a balanced view of one’s own importance.
Staying authentic to one’s real self.
Acting and speaking with courage.
Creating trust that permits others to make and learn from mistakes.
Developing people and resources.
9/19/2018
9/19/2018
B.P. Dean
Adapted from Van Dierendonck & Nuijten (2011).
B.P. Dean

15. RESPONSE (cont.):
But wait … No one ever said what to do when two of the behaviors run up against each other!
Holding team members accountable for results
Creating trust that permits others to make and learn from mistakes.
Do I just choose one or the other?
And will I be in trouble, too?

16. Module 3: Team Relationships
Informing supervisors of their responsibilities according to the law
Title IX, ADA, FMLA, Workers Comp etc.
Practical Tips on Avoiding Pitfalls
Collaboration
Coaching your team
Communication
We discussed creating a meaningful workplace, engaging with your employees, avoiding implications with these laws and regulations. We received feedback on the perceptions of The Citadel and what areas they think we are strongest with and what areas we need to improve upon.
Most productive teams are led by people who are both task and relationship oriented.
Supervisors appeared fearful of asking questions about personal life. We reiterated that when their behavior starts to affect the working environment, you have every right to be informed. We talked about creating a trusting environment, being sincere, and maintaining confidentiality.
Mutual respect is key
Coaching your team – managing up and all around – get to know your supervisor, what’s important to them?
Difficult conversations – performance versus discipline – focusing on behaviors not person.

17. Supervisor Testimonials on Our Training program
“It was a great tool I am going to use to raise morale in my shop by not flying off the handle…I left early to handle a situation... This helped!” HONOR
“All training is good but this was helpful in knowing how to handle different personalities.” DUTY
“Overall I feel it was very helpful. I learned a lot about myself and how to identify traits in my employees.” RESPECT

18. Future Collaborations
Diversity Equity and Inclusion Council (DEIC)
Intercultural Competency/Cultural Competency
Lunch & Learn with the Chaplain
The Exploration of Religion and Culture
Campus Counsel & Chief Diversity Officer
Tips to Avoid Employee Grievances or Lawsuits
Commandant’s Office
Team Building Basics
Employee Engagement Task Force

19. Q&A

20. Recommendations on “Best Practices”
Leverage the shared values and common language that already exist in your organization.
Apply training fundamentals and basic organizational change management principles.
Keep the process adaptive and open, expanding community participation, and adding advocates for collaboration.

21. Visit Us at The Citadel

22. Leah Schonfeld schonfeldl1@citadel.edu
Contact Us
Leah Schonfeld
Kendra L. Snipe
Dr. Benjamin Dean