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WELCOME Academy Practicum, Program Review, and Closing.

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Presentation on theme: "WELCOME Academy Practicum, Program Review, and Closing."— Presentation transcript:

1 WELCOME Academy Practicum, Program Review, and Closing

2 OVERVIEW: PRACTICUM and CLOSE Our Week in Review Program Competencies Reflective Practice Mentor Selection PAP Review/Submission IPDP Completion Class Reflections Looking Ahead Sharing a Shell

3 PROGRAM TOPIC AREAS First session in residence Welcome And Overview Complex Role of Organizational Leaders Integrating and Celebrating Strengths Learning Leadership - Finding Your Voice Understanding Self and Others: Work Behavioral Styles Strategic Thinking and Acting Building Cultural Intelligence Leading Effective Teams Communicating Effectively The Leadership Practicum Program Review and Closing

4 PRACTICUM PROGRAM COMPONENTS  Finalize Your MAP and IPDP  Engage in Reflective Practice  Journal Your Experiences  Select a Mentor  Select a Program Partner (Optional)  Stay Connected  Academy Liaison  Academy Coach  LinkedIn  Submit Reflection Reports  Apply for Grad Credit (Optional)

5 PARTICIPANT COMMENTS “Lessons learned have shaped my leadership behavior, relationships and personal vision.” “Many things have changed in my life since last year’s Chair Academy, and since my Mid-year report was submitted.... The Chair Academy session has taught me that I need to take the time to think and plan long-term and be strategic. The reflection and strategic planning have probably been the most valuable piece for me.” “Attending the first week of the Chair Academy was a great experience. I had so much enthusiasm for what I learned that I made significant progress on nearly all of my objectives before it was time to do my midterm report in February...” “Looking back to the last year’s Chair Academy workshops and training sessions, I am glad to see myself profoundly changed in numerous leadership styles; including complex roles as an organizational leader, behavioral style, team building, being an effective manager in strategic planning and managing conflicts.” “Due to the Chair Academy, in this last year, I exhibited a significant growth, improvement, and achievement in my workplace. This is squarely due to the motivation and encouragement I received from the workshops, training sessions and mentees.” “This past year has provided so many opportunities for growth, change and reflection....As I work through my goals and objectives in each of the above categories, I realize how they all come together as one package when working in teams or when being the lead on a project. Each category provides tools and a focus when working with others. This perspective has allowed me to ‘stand on the balcony” and to observe who needs help to move forward, who needs more information, when to listen rather than throwing more ideas out and when to pull everyone together.”

6 GRADUATE CREDIT Nova Southeastern University - Fort Lauderdale, Florida Coordinator - Dr. Debbie Nellis Partnered since 2005 Earn Up to 6 Elective Credits POC Royal Roads University - Victoria, British Columbia, Canada Coming Soon!

7 LinkedIn Group Social Connection Focused Issues/Topics Informational Updates Program Announcements Moderated Discussion Academy Tips and Tools Readily Accessible No Cost

8 REFLECTION Reflective practice integrates thought and action with reflection. Engaging in reflective practice requires: Assume the perspective of an external observer. Identify the assumptions and feelings underlying their practice Speculate about how assumptions and feelings affect practice. (Kottkamp, 1990; Osterman, 1990; Peters, 1991)

9 THE PURPOSE OF REFLECTION Reflection is an active process whereby the professional can gain an understanding of how historical, social, cultural and personal experiences have contributed to professional knowledge and practice (Wilkinson, 1996 ).

10 STRATEGIES FOR REFLECTIVE PRACTICE Question what, why, and how you do things. Seek alternatives Keep an open mind Compare and contrast Seek a framework, theoretical basis, and/or underlying rationale View from various perspectives Ask “What if…?” Ask for ideas and viewpoints Use prescriptive models applicable Consider consequences Synthesize and test Seek, identify, and resolve problems

11 JOURNALING Your journal can be: Verbal, written, or video recorded Casual or formal Sketchy (notes in your day planner) or comprehensive Daily, weekly, or as needed Public or private Personal, professional, or both Your journal... Echoes your reflective practice Provides documentation of progress on your objectives Records the patterns of your professional life Becomes a vehicle for appropriate emotional release Is an ever-ready “ear” Offers health benefits, makes writing your practicum reports easy!

12 SELECTING A MENTOR The role of your mentor includes: Review your IPDP and understand your goals Suggest strategies for success Introduce you to people and resources you need Give honest and frequent praise and advice Provide opportunities for professional growth Be a confidential and accessible ear for problems Remove obstacles to your success, when possible The importance of mentoring in developing post-secondary institution leaders cannot be underestimated. Mentoring provides continuity, a linking of one professional generation to the next, and support for the developing professional.

13 THE 16 LAWS OF MENTORING 1.The Law of Positive Environment 2.The Law of Developing Character 3.The Law of Independence 4.The Law of Limited Responsibility 5.The Law of Shared Mistakes 6.The Law of Planned Objectives 7.The Law of Inspection 8.The Law of Tough Love 9.The Law of Small Successes 10.The Law of Direction 11.The Laws of Risk 12.The Law of Mutual Protection 13.The Law of Communication 14.The Law of Extended Commitment 15.The Law of Life Transition 16.The Law of Fun "Mentoring - A Success Guide for Mentors and Protégés" Floyd Wickman and Terri Sjodim.

14 CLARIFYING EXPECTATIONS As the mentee, take a few minutes to answer the following: What do I expect from this relationship? What do I think my mentor’s expectations are for this relationship? Address the following: Role expectations and objectives Method and frequency of communication Availability and meeting schedule Your Individual Professional Development Plan

15 SELECTING A PROGRAM “BUDDY” Identify a Program participant you would like to form a supportive relationship with during the Practicum. As “Buddies,” you will have an appreciation and understanding of the events and activities that each of you are going through during the Practicum. Call, e-mail, or write to your “Buddy” on an as-needed basis for support and for someone with whom you can share ideas and frustrations.

16 Approximately halfway through the practicum, and at the end of the practicum, you will submit a program reflection report. REFLECTION REPORTS The primary purpose of each report is to reflect on your progress toward your IPDP objectives. The reports’ secondary purpose is to reflect on the experience itself, your roles and responsibilities, insights into leadership, and your overall performance during the practicum. Your report can be as individual as you are! Reports should be emailed to both of your facilitators and to the Academy at:

17 PROGRAM COMPLETION To qualify for the Certificate of Completion you must: Attend all training sessions. Write and implement an Individual Professional Development Plan. Work with a mentor during the practicum to accomplish your objectives. Submit a Mid-Year and a Final Reflection Report. Please adhere to the deadlines, particularly for the final report, so that the appropriate certificate may be ordered for you.

18 THE WORK OF LEADERS The Work of Leaders Crafting a Vision Building Alignment Championing Execution

19 FIND YOUR VOICE As leaders we may have many voices, but our signature voice is found at the intersection between our inner voice that connects us with purpose, mission, and values to our outer voice that allows us to align with key stakeholders. SIGNATURE VOICE ZONE Voice for Self Voice for Others Ability to connect with core values. Ability to connect/ align with stakeholders

20 IT ISN’T ROCKET SCIENCE  Keep it simple  Make people your priority  Communicate with your feet  Simplify systems and strategy  Make your mission meaningful  Develop some perspective  Get over yourself  Say thanks every day Grant Thompson

21 LIFE IS A MATTER OF PERSPECTIVE Your View Your Buyer Your Lender Your Appraiser Your Assessor

22 What was your perspective about this program when you arrived? Has it changed and if so how? What’s the one thing you will take away from our time together and perhaps even share with others?

23 PROGRAM TOPIC AREAS Second session in residence Welcome and Practicum Reflection Strengths-Based Leadership Adaptive Leadership Leading and Managing Change Coaching and Talent Development Organizational Culture and Cultivating Followership Leader as Manager Leadership Assessment (MLQ) Managing the Enterprise Planning and Resourcing - Organizing and Staffing – Assessing and Evaluating - Managing Conflict – Coaching - Crisis Management - Developing Others The Leader’s Ethical Compass Celebrating Excellence, Closing, and Graduation

24 OPERATIONAL GUIDE Appreciate and Respect Differences Maintain Confidentiality Participate Keep and Open Mind Challenge Your Own Assumptions Respect the Right to Disagree Give Freely of Your Experience Have FUN!

25 GOALS Build and Sustain a Learning Community Develop Your Leadership Skills Recognize and Value your Strengths Engage in a Dialogue of Discovery Appreciate the Need to be More Reflective Practitioner Seek to Make a Difference in Your Life and in the Lives of Others

26 Character Choices define the person you are values! Action choices do something, do nothing! Investment choices people you spend time with. David Cotrell 2007 Your day, your month, your year may be well defined by the choices you make.



29 GIFT OF THE SEASHELL This shell is a gift to help you reflect. Consider the story it tells based on its past, its unique shape and design.

30 MY ALIGNMENT PLAN (MAP) PlanResponses NameContact Capabilities/Strengths Behaviors/DiSC Style Mission Complex Role Strengths Leadership Work Behavioral Strategic Thinking Global Awareness Communication


32 IT WAS OUR PLEASURE! “Success isn't a result of spontaneous combustion. You must set yourself on fire.” Arnold Glasgow


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