1. Building Your Leadership Team Module 3
Empowering your
Program Development Team
and Sharing Leadership
Today we want to continue our discussion on Building Your County Leadership Team.
As you worked on your homework from the last session I am sure you had a lot of thoughts about what we would be asking our leaders to do and how you as agent will organize and manage meetings and people.
Today we will hopefully answer some of those questions.

2. Building Your Leadership Team
In Module 1 we discussed Identify, cultivate, recruit and orient.
Module 1 helped us learn to 1. identify the goals we hope to accomplish 2. identify the characteristics that our members need to possess to help us reach these goals 3. recruit and orient members
Today we will continue our discussion by focusing on how we involve and educate our advisory leaders.

3. The “academics” of shared leadership…..

4. Shared Leadership
A group functions more effectively when all its members accept responsibility for the work and life of the group.. … this shared sense of responsibility is known as
shared leadership.

5. Comparison Classical and Shared Leadership
Displayed by a person’s position in a group or hierarchy.
Leadership evaluated by whether the leader solves problems.
Leaders provide solutions and answers.
Shared
Identified by the quality of people’s interactions rather than their position.
Leadership evaluated by how people are working together.
All members work to enhance the process and to make it more fulfilling. .

6. Comparison – continued
Classical
Distinct differences between leaders and followers: character, skill, etc…
Communication is often formal.
Can often rely on secrecy, deception and payoffs.
Shared
People are inter-dependent; all are active participants in process of leadership.
Communication is crucial with a stress on conversation.
Values democratic processes, honesty and shared ethics.
Drawn from material in Gloria Nemerowicz and Eugene Rosi (1997) Education for Leadership and Social Responsibility

7. Developing Shared Leadership
For such leadership to develop we need to pay special attention to three things. We need to encourage: (Gastil 1997)
Ownership. Problems and issues need to become a responsibility of all with proper chances for people to share and participate.
Learning. An emphasis on learning and development is necessary so that people can share, understand and contribute to what’s going on.
Sharing. Open, respectful and informed conversation is central.

8. Moving Towards Shared Leadership
There is a Team in place
Team members are familiar with the program’s goals and community issues
Team members are aware of the needs of the community
Team members are engaged
Team members feel ownership
So, what now???? How does the Team proceed???

9. No Set Rules of Leadership and Management
There can be a “gradient of authority”
You can appoint rather than elect
You have options; make it work for you
Think of it as a partnership

10. Make it work for you!! You are in charge!!
This is Your PDT!!!
Make it work for you!!
You are in charge!!

11. Top 5 Group Problems Lack of participation Lack of leadership
Lack of planning
Lack of interest in programs
Disorderly meetings

12. Developing Your PDT’s Operating Guidelines

13. Review PDT Operating Guidelines on the CAES Intranet at:
leadership
It is a good idea to complete a formal copy of these, distribute a copy to all PDT members, and keep a copy on file.
Revise and re-distribute each year as new PDT members come on board.
Name of PDT
Philosophy/Purpose
Membership
Meetings
Officers
Attendance Requirements

14. Possible Leadership Structure
Chair
Presides at PDT meetings
Appoints working groups / issue teams (if necessary)
Vice Chair
Presides in the absence of the Chair
Fulfill other leadership roles as needed
Secretary
Record minutes of PDT meetings; distribute to members
Manage Team correspondence

15. A Good Leader or Coach ... Knows subject matter
Approachable and personable
Willing to delegate
Goal oriented
Enthusiastic
Tough
Has standards

16. A Good Leader or Coach ... Organized Non-judgmental Interested in team
Communicator and good listener
Role model
Patient
Motivator

17. Delegates AND Motivates
A Good Leader...
Delegates
AND
Motivates

18. Delegation Have the confidence to turn things over
Delegate significant parts
Be an ‘enabler’ not a ‘doer’
They don’t have to do it just like you!
Still requires management

19. Delegation does not eliminate work; it changes it.

20. In the examples of Shared Leadership that follow …
Every member of the agent’s PDT is actively engaged in the delivery of Extension programs and the agent’s Plan of Work.
The agent has a core group with a vested interest in accomplishing the goals of the team.

21. In the examples of Shared Leadership that follow …
Each PDT member has a personal stake in the success of the Extension program.
This success is dependent on EVERYONE!
The Agent
The PDT Leadership
The PDT Members
The Volunteers

22. What MIGHT Shared Leadership look like for a FACS PDT?
The Goal
An FACS Agent’s Program Development Team is to work together to plan, implement and evaluate a specific program.
Everyone has a role to play!

23. Shared Leadership in FACS
Tasks
Responsible Person(s)
Design Lesson Plan
Agent and/or specialists
Develop program agenda
All PDT members
Suggest speakers
Secure speakers
Agent with cooperation of members
Secure location
Member in communication with agent

24. Shared Leadership in FACS (continued)
Tasks
Responsible Person(s)
Marketing – venues and materials
All PDT members
Process evaluation
Outcome evaluation
Agent, as lead
Tasks related to the actual program:
Set up, clean up, registration, refreshments/meals, parking, welcome, introduction of speakers, speakers gifts, etc…
Members take on specific tasks and recruit volunteers

25. What MIGHT Shared Leadership look like for a 4-H PDT?
The Goal
A 4-H Agent wants the 4-H PDT to aid in the planning, development and delivery of 4-H club meetings in the schools.
Everyone has a role to play!

26. Shared Leadership in 4-H
Tasks
Responsible Person(s)
Plan curriculum/write lesson plans
Agent / 4-H staff / PDT members
Meet with schools/set 4-H meeting schedule
Agent / 4-H staff
Prepare handouts/ newsletters/ announcements
PDT members
(in consultation with 4-H staff)

27. Shared Leadership in 4-H (continued)
Tasks
Responsible Person(s)
Prepare slide show/ other visuals & secure needed equipment
PDT members
(in consultation with 4-H staff)
Prepare awards/ recognition for members/clubs
Conduct Meetings
Agent / 4-H staff / Trained Volunteers
Club meeting follow-up/reporting

28. What MIGHT Shared Leadership look like for an A&NR PDT?
The Goal
An A&NR Agent, particularly knowledgeable about a certain commodity (i.e., horticulture), wants the A&NR PDT to address needs and programming related to another area (i.e., beef cattle production) in which the agent is not as strong.
Everyone has a role to play!

29. Shared Leadership in A&NR
Tasks
Responsible Person(s)
Talk with local producers; assess needs and seek program ideas
PDT members
Identify speakers for programs / meetings
Agent / PDT members
Research speakers; determine educational programs for PDT meetings; plan R.E.P.E. Agenda
Edit ‘Livestock Newsletter’ from UGA resources – 2 times/year
Agent

30. Shared Leadership in A&NR (continued)
Tasks
Responsible Person(s)
Secure sponsorship for meetings
PDT members
Shop for food/supplies; cook meal
Agent / PDT members
Interact with producer meeting attendees to critique meeting; share feedback with all PDT members
Organize annual beef cattle tour for producers - funding; transportation; tour stops; hosts; etc…

31. COMMUNICATION is CRITICAL
For your PDT to be ULTIMATELY SUCCESSFUL …
COMMUNICATION is CRITICAL
Whether your Program Development Team is in the beginning stages or firmly established, keeping members in the communication loop is vital to the team’s success. But often, committee members protest they are inundated with large quantities of useless information; that they don’t get the information they need; or that they receive information too late to devote serious attention to it. Effective communication between members builds a culture where everyone works together more efficiently and collaborates to achieve common goals.

32. Critical Lines of Communication
Agent PDT PDT Officers Members
Keeping your team members up to date requires maintaining a free flow of information among all members through a well designed, deliberate communication system. This system should concentrate on the exchange of information related to decision making, member involvement and shared leadership. In developing the communication plan, seek team member input regarding the information the team needs to do its job; the formats in which the information should be delivered; and how often information needs to be shared.
All parties are inter-dependent
Promotes honesty, openness, ownership
Everyone has a stake

33. Critical Lines of Communication Agent PDT Chair
Virtual constant contact
Builds trust
Strengthens bond
Facilitates decision-making
Should essentially become “new best friends”

34. Critical Lines of Communication
PDT Vice Chair PDT Chair PDT Secretary
No gaps in meeting coverage
Timely correspondence
Distributes ‘routine’ tasks usually handled by Agent
If the Agent and PDT Chair are interacting with one another often, then that Chair is gaining an appreciation for the tasks which need to be completed to make the PDT function at an optimum level. The Chair can then offer to take over some of those more day-to-day, more routine tasks. Working in conjunction with the Vice Chair and/or the PDT Secretary, accomplishing these tasks is less of a burdon on any one, single person.

35. Communication Points to Consider
What information do members of the Team need to have?
How do Team members want to receive information?
When do Team members need to receive information?
What information does the team need?
An effective communication system provides members information needed to make decisions, monitor progress toward goals and other information related to the functioning of the team. Keep communications clear and concise and avoid sending messages that are not necessarily relevant to the work of the team. Well informed team members are equipped to help you make decisions that advance the team’s goals. Reports related to overall goals and specific programs help members monitor progress, identify barriers, and evaluate the implementation process. Other information such as announcements, meeting minutes, upcoming dates and program reminders require no formal team action, but enhances Extension’s visibility to your members.
How does the team want to receive information?
Just as people learn in different ways, we process information in different ways. Our ability to understand and remember the information is partly determined by the communication method. Ask your members how they prefer to receive information and make the information available using a variety of communication forms. Letters, s, phone calls, in person, text messages, podcasts, webinars and video conference are only a few of the methods in which you can communicate with your team members.
When does the team need to receive information?
Each program development team will have unique needs which influence how often information is shared between members. Some communication will be scheduled and routine. At least two weeks before each meeting members should receive the agenda, information about issues for discussion and committee reports. After each meeting, send the minutes and date of the next meeting to all members. Contact members who did not attend to let them know they were missed, encourage their participation in the next meeting, and remind them of upcoming dates and programs. Communication between meetings is also essential. Periodic update reports, newsletters, notice of new information posted on your web page, thank you notes, significant publicity or news articles, opportunities for member training and member recognition are just some of the news you can share to keep your team members in the loop.

36. Characteristics of Good Team Communication
Concise – Keep communication simple and brief
Meaningful – Present what is relevant to the goals and the work of the team
Timely – Report information that is relevant to the current agenda
Context – Be clear as to the importance
To be successful, the communication system with your Program Development Team must be purposely planned, focused on team goals, and keep members current through constant contact. Good team communication has the following characteristics:

37. Characteristics of Good Team Communication (continued)
Relevant to Responsibilities – Share information which helps the team members do their job
Best Available – Provide the best available indicators and data for the situation
Summary Graphics – Convert text to graphs to illustrate the message
Effective communication with your Program Development Team is crucial to forming and maintaining a motivated group focused on achieving the team’s goals and actively engaged in the program development process.

38. ROLES must be CLEARLY DEFINED
For your PDT to be ULTIMATELY SUCCESSFUL …
ROLES must be CLEARLY DEFINED

39. What is the ROLE of the PDT?
The PDT is an asset, a tool, available to the agent for improving the quality of the overall program development process
The PDT is an group of dedicated, trusted supporters who value the work Cooperative Extension does, and who want to increase Extension’s capacity to do that work
In ALL cases, the PDT is responsible to the agent and under the direction of the agent

40. What is the ROLE of the Agent?
The agent is ultimately responsible for every aspect of programming
The agent is responsible for monitoring the actions and effectiveness of the PDT
The agent is the final authority in ALL matters which affect and/or impact Cooperative Extension programming

41. DO’s and DON’T’s of Shared Leadership DO:
Share the workload
Keep the group on task
Maintain overall authority for the group
Provide your group with adequate information to make decisions
Encourage open, respectful conversation
Allow the team members to develop plans to meet goals

42. DO’s and DON’T’s of Shared Leadership DO:
Keep the group focused on team goal
Assign members to specific tasks
Divide your team in small task groups
Allow the group to work through creating its direction
Encourage participation and sharing by everyone

43. DO’s and DON’T’s of Shared Leadership DON’T:
Over exert your influence or opinions
Dominate the group process; let the group function
Suppress ideas or opinions
Show favoritism toward certain members
Criticize the ideas of others

44. DO’s and DON’T’s of Shared Leadership DON’T:
Withhold information the group needs for solving problems
Ignore group personality problems
Allow the group to be dependent on you
Fail to communicate effectively
Allow strong personalities to dominate the group

45. BEST WISHES
as you take your PDT to
NEW HEIGHTS!

46. Extension Leadership System (ELS) Team
4-H Program Development
Coordinators
Marilyn Poole – NE District
Lori Purcell – NW District
Laura Perry Johnson – SW District
Teresa Harvey – SE District
A&NR Program Development
Coordinators
Norman McGlohon – NE District
Sheldon Hammond – NW District
Ken Lewis – SW District
Phil Torrance – SE District
FACS Program Development Specialists
Janet Valente – NW & SW District
Laurie Cantrell – NE & SE District
Jeff Christie – Coordinator