1. Leading Effectively Through Change and Resistance (Transformative)
Developing leadership mentality throughout
organization is paramount to achieving maximum
effectiveness and efficiency.
*Requires extreme ownership characteristic of all highest performing teams.

2. June 22, 2015 Bellwether National Finalist 2015, Faculty Innovation
AACC Awards of Excellence National
Finalist 2016, Faculty Innovation
Reimagine Awards International Shortlist
2016, Student Success
Finalist 2017, Student Success
June 22, 2015
Mar. 28, 2016… Diversity article

3. Think back to the best boss (teacher) & the worst boss you ever had.
60 sec PhD in Leadership:
Think back to the best boss (teacher) & the worst boss you ever had.
Make list of all things done to you that you hated.
DON’T DO THEM TO OTHERS. EVER!
Make list of all things done to you that you loved.
DO THEM TO OTHERS. ALWAYS!

4. Introduction Growth = Change!
The one thing you need to know about leadership is that there is….
More than one thing you need to know about leadership!
None of us do all of them well
Develop leadership TEAM!
PRINCIPLES of leadership are constant
Ancient Greece, Hebrews in Old Testament, armies of modern world, businesspeople in today’s global economy, teachers in the classroom, etc

5. National Crisis!
From A Nation at Risk to Reclaiming the American Dream….21st Century Report on Community Colleges; need for transformational change.
Dramatic redesign of educational experiences
Professional development focused relentlessly on student success
Transformation in instructional strategies
Unacceptably low student attainment gaps
To remain open access, virtually everything else must change.
Courageously end ineffective teaching practices.
One of most destructively discriminatory practices today is continued use of ineffective teaching strategies; hinders upward mobility for those needing it most.

6. Willingness to do ‘whatever-it-takes.’ (Exorcist movie)
Terry O’Banion… ”To achieve even a modicum of success in reaching the goals of the Completion Agenda, will require leaders who will disturb the universe!”
Willingness to do ‘whatever-it-takes.’ (Exorcist movie)

7. #1 problem faced by leaders when attempting to implement culture of standards and accountability across the General Academic Division??
Faculty Resistance!
“Progress (improvement) requires change, and change has its enemies.” J.F. Kennedy

8. The Five Stages of Grief
Denial
Anger
Bargaining
Depression
Acceptance
Hmmm...
my students seem to really like the way my class is structured. How about I keep on doing what I am doing?
What kind of
moron came up with this?
You can take this accountability
and shove it.
My class as I know it is over.
Academic
freedom has died
a terrible death.
We have been doing
it this way for years.
Not changing now.
Maybe this will work
if I give it a shot.
This will never happen!

9. Quality Enhancement Plan (QEP)
Broad based (total) involvement of faculty and staff
Institutional research (data-driven decisions)
Thorough review of current literature and best practices!!
Increase student success rate in current and subsequent courses
Restructure courses
Incorporate topics on reading strategies, note-taking, and learning styles.
Assess effectiveness through multiple evaluation measures (quantitative, qualitative, formative, summative, & direct/ indirect assessments)
Data disseminated to institutional community, as well as faculty & staff (transparency)

10. Breach of Academic Integrity?......’taboo’
Knowing problem exists and NOT taking action to address?
Setting a standard and failing to implement a system of training/support/accountability to effectively meet this standard?
Knowing issues (instructor effectiveness gap, affective domain, etc.) that determine our students’ success and not addressing them in the classroom?
Challenge is…making common knowledge common practice! (students and tests)

11. Influence needed to create positive change & move people in new direction
Managers (administrators) maintain direction
Test by asking to create positive change
Systems & processes can do only so much
Not enough time?....Frustrated?….need to adjust system
Followers focus on current work
Managers & Administrators w/ efficiency & effectiveness
Vision without ACTION is just a daydream Action without VISION is a nightmare.

12. Three kind of people in organization
Team leadership
Encourage one another
Share information & wisdom
Friendly competition
Three kind of people in organization
Get it almost immediately & off & running with it (top ‘third’)
Skeptical & not sure what to do with it (middle ‘third’)
Start negative & hope it will go away (bottom ‘third’)….Committee chair
If this group is ‘status quo’… TOXIC to learning environment & growth mindset!!
Must have answer for bottom ‘third’ for culture of quality
Not what is preached, but what is tolerated!

13. Main ingredient for empowering others is a high belief in people.
If you believe in others, they will believe in themselves….Teachers/ students!
EN..couragement and EM..powerment (efforts DO control success!)
Mission provides purpose…answers ‘WHY?’
Vision provides a picture… answers ‘WHAT?’
Strategy provides a plan – answers ‘HOW?’
Higher you go in leadership (mindset), more your work is about future
Effective modeling of vision makes picture come alive!
CC the MVP…Constantly Communicate w/ Crystal Clarity & Courageous Commitment…..the Mission, Values, & Purpose
Use ‘power words/phrases’ at every opportunity

14. En-COURAGE-ment
Em-power-ment
Implement new instructional strategy…

15. Monitor people’s progress, give direction, & hold them accountable
Can’t manage what you can’t measure (data, data, data)
Inspect what you expect!
Great danger to good leadership…
Temptation to change others without first changing yourself
Standards of excellence higher for self than others….preparation for class
More than others, leaders should welcome being held accountable
Student responsibility sheet….Faculty responsibilities??
Most important trait folks say for their leader…
Leading by example!
Majority of leaders emerge from impact of another leader

17. People buy into the Leader, then the Vision!
People don’t at first follow worthy causes….
They follow worthy leaders who promote causes they can believe in
Leader’s commitment must be higher than team members
So should your passion & dedication!
“Mean what you say and say what you mean, but… don’t be mean saying it!”
If unable to generate that kind of commitment…
You are pursuing the wrong vision
You are in the wrong organization
You are not the right leader for the job

18. Overcoming Leadership Paralysis
FEAR, DOUBT, & WORRY – Immobolizes imagination
FEAR…..False Evidence Appearing Real (Obstacles??...)
Keep it simple
Most destructive habits…
Griping, Complaining, & Whining (negative w/ no logical solutions offered) – Negative Can’t-do Attitudes
Not who’s right, but what’s right!....Principles, not people!!
“Courage is not the absence of fear but rather the assessment that something is more important than fear.” - Franklin D. Roosevelt

19. Momentum is leader’s best friend
Much easier to steer than start (waterskiing)
With no momentum, even the simplest tasks seem impossible
Mindset > skillset!!
Even average people can perform far above average in an organization w/ great momentum - U.S. Hockey team 1980 Olympics; NCAA basketball tournament
Takes a leader to create momentum!
Followers can catch it & Managers can use it to advantage once started

20. Motiv - Ation
Motivated people have a motive…. A purpose, a reason, a cause greater than their own self
Motivated people take action on that cause or purpose
Not everyone is motivated by your reasons, but their own reasons
“Leadership is the art of getting someone else to do something that you want done because he wants to do it” Dwight D. Eisenhower

21. If leader is looking for someone to motivate them, organization is in trouble
Key factor in developing momentum… MOTIVATION
Remove demotivating elements in organization
Help folks celebrate their accomplishments
Continually praise effort, but reward accomplishments
Spotlight awards…
Committee chairs
Adrian w/ puzzles

22. Use colors, graphs, and descending order.
#11
#12
#16
#18
#19
overall
Faculty
Faculty name
# Resp
Resp%
Engag
Enthus
Interest
Cares
Recom
Average A
190
79.8
85.3
88.8
90.0
87.1
90.6
88.4 B
104
50.5
79.7
82.6
78.3
87.0
83.2 C 96
54.6
78.0
80.2
81.3
79.1 D
133
55.0
81.1
80.0
72.2
75.6
74.4
76.7
Division Averages
52.9
66.9
67.9
64.1
64.9
66.2 E 79
52.3
74.6
76.1
73.1
68.7
73.7 F
132
47.7
68.1
75.5
73.4
67.0
71.5 G
116
48.7
54.8
57.1
59.5
56.0
56.7
Adjunct A 5
33.3
100.0 18
60.0
94.1
88.2
95.3 28
63.6
76.0
88.0
72.0
79.2 74
67.3
77.9
75.0
76.5
79.4
80.9 97
71.4
64.3
60.7
62.1 23
67.7
65.0
61.0
Adjunct AVG.
59.9 21
53.9
52.4
47.6
61.9
55.2 H 31
45.6
55.6
48.1
44.4
40.7
47.4 I 16
43.2
56.3
43.8
37.5 J 19
54.3
50.0
41.7
25.0
36.7 K 2
18.2
0.0
COURSE EVALUATIONS FA HUMANITIES, BEHAVIORAL, AND SOCIAL SCIENCES
Use colors, graphs, and descending order.

23. Explosive Growth
Entirely different focus & attitude to develop leaders than simply attracting & leading followers
Develop yourself – experience personal success
Develop a team – organization experiences growth
Develop leaders – organization can achieve explosive growth
Only way to lead leaders is to become a better leader yourself
85% prompted to become leaders because of influence of another leader
Enthusiasm & commitment are driving forces
Leaders who develop leaders experience an incredible multiplication effect in their organizations that can be achieved in no other way – not by increasing resources, reducing costs, improving systems, implementing quality procedures, or doing anything else. (Putting out fires!?)

24. Zig Ziglar….
“I would rather train employees and lose them… than not train them and keep them.”

25. Think ‘acts of leadership’, not ‘leaders’!
Great leaders don’t set out to be a leader... They set out to make a difference. It’s never about the role – always about the goal!
If it were not for uncertainty and problems there would be no need for LEADERS!!
“Leadership, like swimming, cannot be acquired by reading about it.” Henry Mintzberg

26. Requirements & Expectations of Culture of Leadership
Problems solved at lowest level possible
Must be ‘crystal clear’ on culture & purpose of organization
Written commitment statement – vision statement posted
Supervisor conveys WHY (relevancy) & WHAT (clarity)… not HOW
Less input further removed from source
Must have possible solution to ALL issues/problems
No complaints w/out possible solution…. Positive restlessness!
No criticism w/out possible alternative
“YOU decide.”
Allow for ‘mistakes’ as long as improving….Opportunities to improve!

27. Only new mistakes allowed…
Repeated mistakes makes value statement about feelings & ability level
What happens on the job is really not a high priority in my life
My enthusiasm & commitment levels are not very high
I do not have the ability necessary to handle this position
75 – 85% of behavior determined by consequences (‘taboo’)
Feelings hurt?...good or bad thing?
Learn more from mistakes than victories
Do not treat everyone the same!?
Flip the status quo

28. Requirements & Expectations of a Culture of Leadership
Needs/desires require written proposal w/ data
Issues/problems with employee…
Promote chain of ‘command’ for all issues
Meeting/ include all supervisors
Must use measureable data
Can’t manage what you can’t measure!
Feelings, beliefs, emotions not relevant to assessment
Course evals (response rate), success rates, completion

29. Choose to be a Top Performer
Choose to respond (act) logically, not react emotionally
Reacting under control & directed to action, not the person
When tempted to fight fire with fire, just remember that the Fire Dept. usually uses water.
Most have a tendency to blame others for our difficulties, but keep credit for successes to ourselves. (success rates; course evals)
Top performers know that when they continuously add new concepts & ideas into their minds (growth mindset), they are burying some of the archaic ideas already in place.

30. Look for the Good
“The trouble with most of us is that we would rather be ruined by praise than saved by criticism.” Dr. Norman V. Peale
Criticize the performance, not the performer!
Two things great leaders always do…
EXpect every member of team to do their ‘best’ (high standards)
INspect to make certain they get what they Expected
Extend hand of encouragement while make it clear you expect – even demand – that abilities are used for maximum results
Best leaders make finding the good in others a priority!

31. Look for the Good Importance rule of positive reinforcement:
It should be immediate!
Compliment must be sincere
Cannot follow every compliment with a correction
Catch them doing something right!
Praise in public….censure in private!
Successful feedback points out specific & observable behavior…. & is given in private
Develop cooperative plan of action….
Intentional teaching/leading

32. Perceptions Set up informal visits with your people
Look for strengths & things done well…..(3x5 cards)
Make something of every positive you can find
Those who manage Top Performers develop a ‘scoring’ system that keeps everyone informed of how they are doing
Students constantly under this system
Always end , meeting, etc. on positive note!
Way of saying….Q-TIP
“Hope this helps!”  ; “Thank you in advance…”
Use power words crucial to success of mission
End meeting with action plan timeline

33. All About People Aggressiveness below average:
Willing to let others make decisions; Quiet & unassuming
Place in low-pressure situations (committee or project chair) & allow them to lead w/ ‘let’s do it together’ style
Aggressiveness above average:
Strong-willed, task-oriented ‘doers’
Drive themselves & others; Enjoy challenge & change
Challenge them & grant them authority
Direct answers & stick to business
Take issue w/ facts & not the person

34. Top Performers Anticipate & Embrace Opportunity to Change
How do you lose 37 lbs?... By losing 1.9 oz every day for 10 months
ACTION takes COURAGE!....helps if En-couraged. (‘Caring’ question..)
How do empower 1000 students to completion? By each of 70 faculty members inspiring one more student to completion in each of their sections each semester for one year that would not have completed otherwise! Avg. family of four….4000 folks directly impacted/yr! ….40,000 each decade!!

35. Rudy Giuliani, former mayor of NYC
Three keys to leadership:
If you are going to lead, be optimistic. If you are not, your followers can hardly be expected to be.
If you don’t love people, do something else.
Absolutely crystal clear what you stand for & expect.
*As well as what the organization, taxpayer, students, etc. expects

36. Research proves it…Good questions uncover reality
Why do leaders (teachers) instruct rather than ask questions?
Due to two related leadership misconceptions:
Need to appear infallible &
Concept of leader as trouble-shooter or solution-finder.
Another reason… They are afraid they will get answers they do not like
First time question is asked should not be first time you have prepared for it!
Great questions can create curiosity, relevancy, purpose, passion, etc…
Question always the same when addressing issues/problems…
What are you doing about it?...
How is that working for you?...
What are your plans to adjust?..

37. Challenge Old Paradigms to “disturb the universe.”
First time question is asked should not be first time you have prepared for it.
“I told them what to do; it is not my FAULT if they did not do it!”
“It is not my job to teach them basic life skills. That is their parents’ job.”
“It is my course; I can do what I want.”
“I could teach them if you would send me motivated students willing to learn.”

38. “I know you are struggling with ________... how can I assist
you in becoming more
effective?”
Folks connect when they understand; they commit when they are understood!

39. Instructional Leadership for 21st Century
100% participation in basic best practices
Uncommon commitment = uncommon results!
Employees do not do optional…except top shelf
Holistic approach… multiple ‘best practices’ required
Three basics principles of instruction… I-CAN
Maximum Engagement.. (Frequent low-stakes assessments)
Relevant Instruction.. (the WHY)
Supportive Relationships.. (Early intrusive intervention!)
Student makes connection w/ 3 folks on campus….completion chances double!!

40. Instructional Leadership for 21st Century
Must have a plan for bottom ‘third’
Absolute requirement for culture of quality
Not about what is preached, but what is tolerated
Getting started…
Meet with entire direct ‘team’
List problems…then possible solutions for ACTION
Clearly define non-negotiables (doing ‘nothing’…)
Clearly define mission/vision & purpose
Obtain support of most vocal

41. “Professional development focused relentlessly on student success
“Professional development focused relentlessly on student success.” RTAD
Hours/year of professional development devoted to student learning/success
*Avg. > one article or per week on student learning/success.
*Relentless CC of MVP!!
*Bring national ‘big picture’ to them!

42. Bigger Goals College Retention Rate College Graduation Rate
Fall to Fall…. and Fall to Spring
F ’12  F ‘16 retention rate incr. 27%
F ’14….5.3% increase in enrollment!
College Graduation Rate
Course success  retention  completion!
# AS/AA degrees increased 67% in over !
49% increase in overall graduation rate

43. TEAMwork makes the DREAM work!!
Financial benefits…power of total involvement
60 full-time gen. academic faculty… one per class = >320 students
Over 900 each year!....and 9,000 each decade!!
x $142/hr x 12 hrs/sem x 3 sem/yr = >$1.6 million/yr (Tuition only!)
IF only 10 faculty experience same average increase as WCC…
…x 140 students/term….x 3 terms/yr….x 0.21 (avg. incr.) = 550 students/yr!
5500 students each decade!
Just 3-4 students ‘extra’ each section

44. TEAMwork makes the DREAM work!
Conclusion
Personnel determine potential of organization
Relationships determine morale of organization
Structure determines size of organization
Vision determines direction of organization
Leadership determines success of organization
TEAMwork makes the DREAM work!

45. Top Ten Rules to Top Team Performance
Smile is most powerful social tool at our disposal
Listening most neglected skill today
Talk in terms of the other person’s interests
Ask questions you already know the answer to; gives other person’s perspective
Model behavior & attitude you want other person to have
Give assignments w/ faith & confidence in person
Always make requests; never give orders
Use narrative stories & meaningful analogy – powerful teaching tools
Always be respectful of others
Always return phone calls, s, & letters immediately

46. Summary of concepts
Leadership mentality and behaviors throughout chain
Solve problems at lowest level possible
Never, ever ask permission to lead!
Mission more important than personal comfort
Crystal clear expectations…inspect what you expect (balance with relationships)
No accountability without personal accountability
Top performers rise to top when presented higher standards
Everyone expert at evaluating others…Leader must evaluate self constantly
No bad teams, only bad leaders.
Praise effort, reward results!
‘Support’ may be pat on back or foot in the rear…whatever-it-takes
Consistency, consistency, consistency!
Constantly communicate with crystal-clarity and courageous commitment…the mission, values, and purpose! – CC the MVP!
If your folks cannot do a good impression of you when you are not around…you are not repeating yourself enough

47. For speaking engagements…
Tony Holland
Wallace Community College-Dothan, AL 1141 Wallace Drive Dothan, AL