3. Agenda Opening Comments –Reflections-Leadership Journeys Developing Your People Managing Conflict Project Teams Tour of Campus

6. Themes Theme 1:Presence and Presentation Theme 2:Being Leaderly Is a Behavior Theme 3:Leaders Are Strategic Theme 4:Leaders Focus on the Future

7. GAP analysis… Where we want to be We have a shared interest in working together more effectively Where we are now What we can do to “close the gap”

8. Themes Theme 5:Leaders Are Catalyst for Change Theme 6: Focusing on the Important Matters not the Immediate Theme 7:Leaders Develop Others Theme 8:Leading Means Exercising Influence

9. The Immediate IMMEDIATE Email Meetings Crisis of the Day Interruptions versus the Important

10. Communication and Persuasion

11. Develop Your People

12. Developing People Starts with Hiring the Best Competency based Interviewing On Boarding Setting Expectations Situational Leadership Coaching & Feedback Creating a Leaderful Organization

13. The Conceptual Model Material from HayGroup/Daniel Goleman

14. Transition of Emotional Styles Each emotional competency reveals statistically significant differences between levels. p. <.00001 for each. Humility Empathy Confidence Composure Energy Ambiguity

15. Developing People Starts with Hiring the Best Competency based Interviewing On Boarding Setting Expectations Situational Leadership Coaching & Feedback Creating a Leaderful Organization

16. What is Conflict?

17. Win As Much As You Can

18. What Is CONFLICT?

19. What are some of the early messages we received regarding conflict while we were growing up?

20. CONFLICT Definitions A Clash of Feelings or Interests To Be at Variance A Disagreement That Creates a Difference When the Situation Calls for Agreement Dictionary Vol.II Read Me

21. What Causes CONFLICT?

22. Thing to Keep in Mind Conflict is natural and inevitable Conflict is not necessarily bad, or a sign of failure Dealing with conflict is critical to our success

23. Interpersonal Organizational Issue Based CONFLICTCONFLICT X or Y He’s difficult to get along with?

24. Resolving Conflict Recognize when it exists Deal with it Give people space Calm down Use guidelines for feedback Be descriptive and specific Keep emotions under control Look for underlying causes Explore ways to resolve Identify common ground and build agreements

25. Negotiation Defined A process in which two or more participants attempt to reach a joint decision on matters of common concern in situations where they are in conflict or disagreement

26. Negotiation Styles Avoid Compete Compromise Collaborate Accommodate

27. Negotiation Styles High Concern for Goals Low Concern for Goals High Concern for Relationship Low Concern for Relationship 1/10 CompeteCollaborate 10/10 1/1 AvoidAccommodate 10/1

28. Focusing on Results What results are important? How do we achieve these outputs? What measures will allow us to document the desired results?

29. Agenda Opening Comments Higher Ed Finances 102 Reflections on Leadership Program Feedback Continuing Your Leadership Journey Affinity Teams Wrap Up

30. Leaders Need to Know Finances University Finances Comparisons Between Schools-what’s similar? What’s particular to our school? Seeing the Big Picture-Financial Construct How to Advance Funding Proposals

32. Agenda Opening Comments System Dynamics & Self Preservation Be-Do-Learn Graduation

33. The Neuroscience of Leadership Managers who understand the recent breakthrus in cognitive science can lead & influence mindful change: organizational transformation that takes into account the physiological nature of the brain, and the ways it predisposes people to resist some forms of leadership & accept others.

34. Neuroscience of Leadership Focus is Power -the act of paying attention creates chemical & physical changes- brain Expectation Shapes Reality - preconceptions have a significant impact on what people perceive Attention Density Shapes Identity -

35. Attention Density With enough attention density, individual thoughts & acts of the mind can become an intrinsic part of the individual’s identity, who one is, how one perceives the world & how one’s brain works.

36. Attention Density With enough attention density, individual thoughts & acts of the mind can become an intrinsic part of the individual’s identity, who one is, how one perceives the world & how one’s brain works.

37. GAP analysis… Where we want to be Where we are now What we can do to “close the gap”

39. GAP analysis… Where we want to be Where we are now What we can do to “close the gap”

40. Doing Involves