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Leadership Dr. Cary A. Israel President Collin County Community College District Presented to the Collin County Association of Realtors Texas REALTORS.

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Presentation on theme: "Leadership Dr. Cary A. Israel President Collin County Community College District Presented to the Collin County Association of Realtors Texas REALTORS."— Presentation transcript:

1 Leadership Dr. Cary A. Israel President Collin County Community College District Presented to the Collin County Association of Realtors Texas REALTORS ® Leadership Program November 30, 2007

2 Collin Mission Collin County Community College District is a student and community- centered institution committed to developing skills, strengthening character and challenging the intellect.

3 Collin Core Values We have a passion for: Learning Service and Involvement Creativity and Innovation Academic Excellence Dignity and Respect Integrity

4 Total Unduplicated Headcount Credit and Noncredit Instruction Fiscal Years 1986 through 2007 Number of Students

5 Gender Distribution of Credit Students Fall 2007

6 Age Distribution of Credit Students Fall 2007 Age Category Percentage of Students

7 Collin Employees Approximately 2,600

8

9 Collin Students Receiving Financial Aid & Scholarships Number of Students Year

10 Financial Aid & Scholarships Distributed by Collin Distribution in Millions Year

11 Leadership Art versus science...getting others to do something that you are convinced needs to be done. Vance Packard The Status Seekers

12 Leadership The capability to perceive what should be done The ability to influence other people to want to achieve results Liberating people to do what is required of them

13 Leadership A two-way process of mutual influence and reinforcing relationships A social process and a set of values What gives an organization its vision What gives an organization the ability to translate that vision into reality

14 “Leadership also implies intentionality, in the sense that the implied change is not random but is rather directed toward some future end or condition that is desired or valued.” Alexander and Helen Astin Principles of Transformative Leadership January 2001 AAHE Bulletin

15 HARLEYSHOCK (har lee shok) n. – Pulling into the last remaining parking spot only to discover a motorcycle there.

16 “Leadership is a process that is ultimately concerned with fostering change. In contrast to the notion of “management,” which suggests prevention or maintenance, “leadership” implies a process where there is movement – from wherever we are now to some future place or condition that is different.” Alexander and Helen Astin Principles of Transformative Leadership January 2001 AAHE Bulletin

17 Leadership vs. Management Management Maintains Focus on systems Relies on control Short range view Eye on the bottom line Leadership Develops Focus on people Inspires trust Long range perspective Eye on the horizon

18 Let’s Get Rid of Management People don’t want to be managed, they want to be led. Whoever heard of a world manager? World leader, yes. Educational leader. Political leader. Religious leader. Scout leader. Community leader. Business leader. They lead. They don’t manage. The carrot always wins over the stick. Ask your horse. You can lead your horse to water, but you can’t manage him to drink. If you want to manage somebody, manage yourself. Do that well and you’ll be ready to stop managing and start leading.

19 Leadership Theories Douglas McGregor: Theory X and Theory Y Abraham Maslow’s: Hierarchy of Needs Alfred Adler: Self Actualization Frederich Herzberg: Motivational-Hygiene Theory Chris Argysis: Motivational Management Rensis Likert: Interaction Influence

20 Stereotype Based on Historical Reality

21 The Reality Today

22 “ The first responsibility of a leader is to define reality. The last is to say thank you. In between the leader is a servant.” Max DePree Former CEO of Herman Miller Inc.

23 Leadership Truths Leadership is not a position, but a relationship? Leadership roles are more often conferred by the group….authority often flows upward?

24 Leadership Styles POWER is still the most prevalent leadership style today? Charismatic Motivational Empathic

25 New Leadership Style Needed Why? Workers are more intelligent Work is more complex Information is more readily available Workers are more diverse

26 Our job as administrators and leaders is to clarify and adjudicate the ambiguity that dominates so many aspects of human behavior and our organizations.

27 If you can’t deal with ambiguity, avoid the leadership business. If you’re the boss, every problem is your problem. But not all problems are meant to be tackled at the same time.

28 Always look at where you're going...

29 Successful Leaders Need to take risks... to give credit… to show concern… to care Successful leaders know how to laugh

30 Moving an agenda or taking an unpopular position means sticking your neck out, inevitably, someone is going to take a swing at it. (Giraffe)

31 The Effects of Successful Leadership People will feel significant Learning and competence will matter People will feel a sense of community Work will be exciting

32 President’s Typical Day While there is not a “typical” day for a President, here is what a typical week can include for the President of Collin… Read and answer over 550 s Read and respond to mail; telephone calls Meet with potential donors Plan for fundraising events Attend fundraising events Work on state legislation and funding issues for the college Welcome attendees at a national conference for Psi Beta Participate in Phi Theta Kappa and Psi Beta induction ceremonies Work on course offerings for college Meet with faculty on issues

33 Meet with Board Committees regarding budgets, internal audits, organization, new programs, policies, facilities, land search, and more  Budget and Finance Committee  Campus Facilities and Construction Committee  Organization, Education and Policy Committee  CCCCD Foundation Board Representation Meet with land developers Meet with architects Meet with city and county officials Prepare materials for Board meeting Meet with Chairman of the Board to review meeting agenda and related materials Meet with full Board of Trustees in executive and regular sessions

34 Review applications for construction manager-at-risk and prepare recommendation for Board approval Plan for an upcoming Board Retreat Review learning outcomes Plan for new academic programs Plan to improve retention Plan solutions to the high cost of textbooks Conduct leadership training for internal academy - Academy for Collegiate Excellence (ACE) Meet one-on-one with ACE Fellows Attend Graduation and Pinning Ceremonies  College Commencement Ceremony  Dental Hygiene Pinning  Fire Science Graduation  Nursing Pinning  Police Academy Graduation

35 Speak to external organizations Attend events:  Luncheons and award ceremonies Chambers of Commerce LULAC Community Forum Others  Students Student Leadership Academy Destination College Parent Workshop Lunch with the President Others (for example: Poetry Slam)  Fine Arts Dance Performances Photo Exhibits Art Gallery Exhibits

36 Evaluate direct reports Meet with Leadership Team members individually and the Team as a whole Read industry publications, periodicals, e-reports to stay current on issues in higher education Write an op-ed article for the Dallas Morning News, write a chapter in a book on successful budgeting Testify before Senate Finance Committee Attend Board meetings of the Medical Center of Plano, Collin’s Foundation, Plano Chamber of Commerce, Plano Symphony and others Deal with volatile security incidents Terminate or expel an employee or student and… Make presentation to the Collin County Association of Realtors’ - Texas REALTORS ® Leadership Program!

37 I want community colleges to be valued (value added)

38 I wanted to foster change 1) Poor 2) Didn’t apply oneself well 3) Can’t leave home 4) Mother with cancer

39 I had a nervous breakdown Passion Always wanted to teach

40 Establish a Vision Ask a lot of questions of ourselves and others Do significant amount of environmental scanning Develop benchmark instrument and make site visits to nationally recognized vendors Question and evaluate existing processes

41 Focused attention Envision the future Articulate and adhere to “Core Values” Communicate Plan small wins Position the organization

42 Be determined in achieving your goals...

43 Foster collaboration Execute/accomplish the goals and objectives Read, sleep, exercise, take your vacation days Laugh, think, enjoy your family and friends, and thank G-d for the opportunity

44 Organizational conspirators are alive and well.

45 INOCULATTE (v): - To take coffee intravenously when you are running late

46 The “Ethics” Check

47 I.Is it Legal? Will I be violating the law or company policy?

48 II.Is it balanced? Is it fair to all concerned in the short-term as well as the long-term? Does it promote win-win relationships?

49 III. How will it make me feel about myself? Will it make me proud? Would I feel good if my decision was published in the newspaper? Would I feel good if my family knew about it?

50 CAFFIDGET (ka fij’ it) v. - To break a Styrofoam coffee cup into several hundred pieces after consuming its contents.

51 A real leader faces the music, even when she doesn’t like the tune. -Anonymous


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