1. Leadership for the Seasoned Professional Designed Exclusively for the 2008 CASFAA Executive Training Forum Terry D. Everson Everson Consulting Laying a Foundation: A Gathering of CASFAA Financial Aid Leaders

2. Session 1 Strategic Planning: Laying the Foundation

3. Personal Learning Journal Initial Learning Objectives A training program is like a communication situation in one important way: If you are clear about what you want or need, and you are willing to ask for it, you are more likely to get it. In the space below, write down what you want or need from this training program. ______________________________________ ______________________________________

4. Ah-Ha’s ActivityResponsible Person Key Dates

5. Program Agenda-Sessions 1-2 Welcome / Introductions / Overview Visioning and Strategic Planning: Putting It All Together Definition How the pieces fit Templates to consider Leadership: What We All Need, What We All Want The “Ohio” Model A look in the mirror Taking it to the next step Lessons from the leaders

6. Program Agenda-Sessions 3-4 Change Management: Your Role, Your Challenge Why people resist Understand your impact Sacred cows make the best steaks TeamWork Rules according to Betty What I bring to the Plate - Lessons - Stages

7. Program Agenda-Session 5 Staff Motivation and Executive Communication 3 Major theories: Compare and Contrast Get creative Do unto others Listener’s viewpoint Emotion and logic/reason: A five-step approach to staff communication Action Items / Next Steps

8. Session 1 Agenda Visioning and Strategic Planning: Putting It All Together Definition How the pieces fit Templates to consider Action Planning

9. Strategic Planning Executive Activity Managerial Activity Operational Activity

10. It Ain’t Rocket Science Why Vision Core Values Mission Statement What CFSs Who, When, How KPIs and Goals Strategies / Action Plans

11. TermIssues Involved Core ValuesQualify of life, meaning of work, ethics, values VisionLong term look into the future MissionReason for existence ObjectivesCritical Success Factors (CSFs) GoalsKey Performance Indicators (KPIs) ProcessWork planning, continuous improvement Role/JobResponsibilities, functions, relationships Skills/TaskDuties, activities, behavior ResourceEquipment, tools, materials Organizational Terms to consider

12. Vision Organization Mission Statement Organization’s Strategic Objectives Annual Measurable Organizational Goals Organization’s Strategic Objectives Organization’s Strategic Objectives Department Mission Department’s Critical Success Factors Key Performance Indicators and Annual Goals Key Performance Indicators and Annual Goals Department Mission Department’s Critical Success Factors Key Performance Indicators and Annual Goals Key Performance Indicators and Annual Goals Department Mission Department’s Critical Success Factors Key Performance Indicators and Annual Goals Key Performance Indicators and Annual Goals Values

13. Steps In The Process Normal ApproachOur Approach Vision Mission Critical Success Factors (CSFs) Key Performance Indicators (KPIs) and FY Goals Strategies Vision CSFs KPIs and Annual Goals Mission Strategies

14. Making It Personal Statement of Employee Goals Employee:_______________Department_____________ Appraised by: _________________Date______________ KPIsPerformance Standard (Goal)To Be Met By (Date)

15. There Is A “Me” In Team Summary of Departmental Goals Department:______________Manager ________________ Period:_________________to________________________ KPIPerformance Standard (Goal) Responsible Employee To Be Met By (Date)

16. Action Planning Worksheet I will do what? By when? Date Signed____________________Date______ Action

17. Terry D. Everson Chief Training Officer and Executive Coach Everson Consulting 807 Sunrise Bay Waunakee, WI 53597 everson.consulting@gmail.com www.Everson-Consulting.com (c) 608-225-3762 linkedin Contact Information

18. Leadership for the Seasoned Professional Designed Exclusively for the 2008 CASFAA Executive Training Forum Terry D. Everson Everson Consulting Laying a Foundation: A Gathering of CASFAA Financial Aid Leaders

19. Session 2 Advanced Leadership

20. Personal Learning Journal Initial Learning Objectives A training program is like a communication situation in one important way: If you are clear about what you want or need, and you are willing to ask for it, you are more likely to get it. In the space below, write down what you want or need from this training program. ______________________________________ ______________________________________

21. Ah-Ha’s ActivityResponsible Person Key Dates

22. Session 2 Agenda Welcome / Introductions / Overview Leadership: What We All Need, What We All Want The “Ohio” Model A look in the mirror Taking it to the next step Lessons from the leaders

23. Leadership Defined Manager: Leader:

24. The Cornerstones Of Leadership Be A Role Model Build A Shared Vision Challenge Your Processes Enable Others Remember Your Heart

25. What Goes Into Leadership? See The “Big Picture” Achieve Your Maximum Potential Know Your Personal And Organizational Paradigms Build A Shared Vision Create A Learning Environment

26. Ohio: The Home of The Leadership Movement

27. A Day-to-Day Look Need-Based Management

28. Need-Based Leadership Assessment Employees Tasks Step 1: Identify all employees you directly supervise (you are responsible for their performance). Step 2: Identify some of the tasks these employees perform. Step 3: For each employee, review the job tasks they perform and place an “X” in the corresponding box. Step 4: For each “X”, rate the person based on their ability to perform that particular task (1+Low to 4+ High)

29. IV III II I Need-Based Leadership Assessment

30. Delegating Level 4 Cooperating Level 3 Convincing Level 2 Instructing Level 1

31. Delegating Level 4 Cooperating Level 3 Convincing Level 2 Instructing Level 1 Low High Employment Skill Level to Individual Tasks Management Activity Has task mastered – has accepted responsibility and authority for task completion – identifies with corporate goals – wants freedom to act – independence – wants total authority – may ask or volunteer to take on similar tasks – may help others – totally comfortable with task Provides resources – encourages creativity – allows/encourages independence – communicates corporate goals – monitors end results – delegates authority and responsibility with tasks Wants to be involved – wants input to decisions – wants input to goal setting – identifies with departmental and personal goals – wants to be rewarded for tasks well done – needs interactive involvement – assumes more responsibility and authority – self-directed Encourages joint/group involvement – jointly sets departmental goals – combines efforts – questions and answers May challenge authority – concerned with personal goals – still learning task – questions – may revert to preferred past habits – gaining confidence Regularly checks performance – gives proof – corrects – stresses results – uses positive feedback – assists with tasks – stresses whys New to task – inexperienced – insecure – afraid – needs direction – open to suggestions Tells what, how, when, where, why of tasks – explains – shows – repetition – reinforcement – save face NBL Template

32. Action Planning Worksheet I will do what? By when? Date Signed____________________Date______ Action

33. Terry D. Everson Chief Training Officer and Executive Coach Everson Consulting 807 Sunrise Bay Waunakee, WI 53597 everson.consulting@gmail.com www.Everson-Consulting.com (c) 608-225-3762 linkedin Contact Information

34. Leadership for the Seasoned Professional Designed Exclusively for the 2008 CASFAA Executive Training Forum Terry D. Everson Everson Consulting Laying a Foundation: A Gathering of CASFAA Financial Aid Leaders

35. Session 3 The Challenge of Change – Managing Change

36. Personal Learning Journal Initial Learning Objectives A training program is like a communication situation in one important way: If you are clear about what you want or need, and you are willing to ask for it, you are more likely to get it. In the space below, write down what you want or need from this training program. ______________________________________ ______________________________________

37. Ah-Ha’s ActivityResponsible Person Key Dates

38. Session 3 Agenda Why people resist Understand your impact A Life cycle of change Sacred cows make the best steaks Action planning

39. Managing Change: The Next Great Oxymoron? It Will Just Happen Our Role Is To Define The Opportunities And Lead The Implementation

40. Why People Resist Changes H F LOI

41. You And Your Staff Pioneers: Settlers: Wagon Masters:

42. We Need To Be Ready To “Sell” Benefits Features Matching The Tools To The Situation

43. Life Cycle Of Change Success Settlers Pioneers A B D B C Phase A: No data, unclear direction, few boundaries. Need to clarify rules. False starts and failures gives the box its shape. Phase B: High energy, play the game, bend the rules. Phase C: The processes are stabilized. Phase D Time (NT’s ) (SJ’s) (SP’s) Pioneers (SP’s) (SJ’s) B (NT’s) Settlers Pioneers C D

44. Your Role In Leading The Change Accept Responsibility For Potential Damage Done To Staff You Can’t Over-communicate Seek Out The Bad News Be Inclusive Try Lots Of Stuff, Keep What Works Hey, Let’s Have A Funeral

45. The Stages Of Change And The Grieving Cycle Recent Passing Stages We Experienced A Recent Change The Stages We Experienced

46. Action Planning Worksheet I will do what? By when? Date Signed____________________Date______ Action

47. Terry D. Everson Chief Training Officer and Executive Coach Everson Consulting 807 Sunrise Bay Waunakee, WI 53597 everson.consulting@gmail.com www.Everson-Consulting.com (c) 608-225-3762 linkedin Contact Information

48. Leadership for the Seasoned Professional Designed Exclusively for the 2008 CASFAA Executive Training Forum Terry D. Everson Everson Consulting Laying a Foundation: A Gathering of CASFAA Financial Aid Leaders

49. Session 4 Team Work: The Secret to Success

50. Personal Learning Journal Initial Learning Objectives A training program is like a communication situation in one important way: If you are clear about what you want or need, and you are willing to ask for it, you are more likely to get it. In the space below, write down what you want or need from this training program. ______________________________________ ______________________________________

51. Ah-Ha’s ActivityResponsible Person Key Dates

52. Session 4 Agenda TeamWork Why Even Worry? What I Bring Lessions Stages Action Items / Next Steps

53. OutgoingPrivate HMLMH Preference PracticalCreative HMLMH AnalyticalBeliefs HMLMH StructuredFlexible HMLMH

54. Customer Service: The Reason We Are Here The Customer Isn’t Always Right Do Unto Others Revisited   It’s not my job!!!

55. The Dodger’s of FA Take Personal Pride Like vs. Respect I’ve Got Your Back The Customer Manny being Manny

56. Personal Lessons from Betty Harrigan Rules Are Our Friends Players Have Positions Camaraderie Can Be Fun Don’t Talk Back To The Coach You Can’t Win Them All Take Defeat In Stride Nobody is Perfect, Not Even You Competition is the Prize; Keeping Score Tells Us Who Wins

57. 4 Stages of Team Development B B B B

58. It’s Your Call Choices & Consequences Pick Your Battles Agree to Disagree Taking It To The Top One Band – One Sound

59. Action Planning Worksheet I will do what? By when? Date Signed____________________Date______ Action

60. Terry D. Everson Chief Training Officer and Executive Coach Everson Consulting 807 Sunrise Bay Waunakee, WI 53597 everson.consulting@gmail.com www.Everson-Consulting.com (c) 608-225-3762 linkedin Contact Information

61. Leadership for the Seasoned Professional Designed Exclusively for the 2008 CASFAA Executive Training Forum Terry D. Everson Everson Consulting Laying a Foundation: A Gathering of CASFAA Financial Aid Leaders

62. Session 5 Executive Communication and Motivation

63. Personal Learning Journal Initial Learning Objectives A training program is like a communication situation in one important way: If you are clear about what you want or need, and you are willing to ask for it, you are more likely to get it. In the space below, write down what you want or need from this training program. ______________________________________ ______________________________________

64. Ah-Ha’s ActivityResponsible Person Key Dates

65. Session 5 Agenda Staff Motivation and Communication 3 Major theories: Compare and Contrast Get creative Do unto others Listener’s viewpoint Emotion and logic/reason: A five-step approach to staff communication Action Planning

66. Ah Ha’s Of Life And A Truth Debunked

67. #1: Motivation, Communication, And Your Team Bad News Good News

68. 3 Common Theories MaslowHerzbergMcClelland SM

69. Maybe Herbie Was Right My Job Tough and Tender It’s a Miracle

70. The Golden Rule Revisited Do Unto Others

71. The Listener’s Viewpoint I Am Important And Want To Be Respected I Want My Viewpoint Considered Will Your Idea Help Me And Give Me What I Want? What is Your Idea? What Are The Facts? What Is Best To Do? I Approve

72. Communication Planning Worksheet Intended Audience: Status on your emotional bank account (+ or -) Objective of Listener your Idea/Plan/Suggestion can address: 4) Resulting advantages, plusses and “benefits” to the listener from the new way of doing things. 2) Your idea, plan, suggestion (just the facts). 1) Describe the present situation (who, what, where, when, how) 3) Resulting difficulties, problems, and “losses” to the listener from the present situation. Emotion Logic/Reason

73. Action Planning Worksheet I will do what? By when? Date Signed____________________Date______ Action

74. Terry D. Everson Chief Training Officer and Executive Coach Everson Consulting 807 Sunrise Bay Waunakee, WI 53597 everson.consulting@gmail.com www.Everson-Consulting.com (c) 608-225-3762 linkedin Contact Information