Edud 6306 final project l. etheridge fall 2014

Office of Professional & Organizational DevelopmentC e n t e r f o r Te a c h i n g a n d L e a r n i n g

EDUD 6306: Culminating Reflection ProjectLee H. Etheridge

September 28, 2014

Global Leadership Development Module: Creating Great Leaders for the 21st Century

at South Texas College

Outline

Overview of Module

10 Key Behaviors for Global Leadership

Activities

Reflections

Projects

Conclusions

Outcomes

Learning and Performance Outcomes of Module

Build an understanding of the 10 Key behaviors in global leadership

Develop cultural self-awareness and understand its importance

Practice collaboration in building relationships and developing new ideas

Appreciate the value of reflective practices

Create an implementation plan for incorporating global leadership competencies into solving a problem facing the College

Culminating Project

Culminating Project

Small Group Project

• Over the course of the academy, you will work in small groups to design a project proposal which would implement some or all of the 10 key behaviors for global leaders at South Texas College.Components of the project:

• Identify a Problem of Practice• Conduct research on best practices• Review Data• Gather input from stakeholders• Develop a proposal of your groups

recommendation• Establish a budget and staffing plan

• Develop a communication plan• Develop an evaluation plan • Create and deliver a presentation to

the academy

10 Key Behaviors for Great Global Leaders

Textbook: Gundling, E., Hogan, T., & Cvitkovich, K., (2011). What is Global Leadership? 10 key behaviors that define great global leaders. Boston, MA: Intercultural Press.

Seeing the Differences


Seeing The Differences

• Cultural Self-Awareness

– In order to be effective global leaders – we must be able to see how our leadership practices have been shaped by our environment and we must achieve cultural self-awareness to identify our own cultural biases and assumptions.

• Why am I approaching the situation this way?

• Are there other practices that might be equal if not better?

Gundling, E., Hogan, T., & Cvitkovich, K., (2011). What is Global Leadership? 10 key behaviors that define great global leaders. Boston, MA: Intercultural Press


Seeing The Differences

• Invite the Unexpected– Understanding our own cultural context can help us

achieve an open mindset characterized by a readiness to learn and we may begin to see what we don’t expect.


https://www.youtube.com/watch?v=vJG698U2Mvo





Seeing The Differences - Discussion

• Did you see something unexpected in the video we just watched?

• In pairs, please discuss if you (or another leader you have observed) have ever missed something critical because it did not occur to you that it was a possibility?

– How might you (or the leader you observed) have changed that experience by inviting the unexpected?



Seeing The Differences: Scenario Question

• In groups of three – four, please discuss the following scenario:

– Bob Smith is a new faculty member at South Texas College. Bob was raised in a small town in Kansas. He attended college and graduate school at the local university, eventually getting his master’s degree in Mathematics. Bob did not have much exposure to people from other countries or cultural backgrounds.

– Bob gets a job teaching Mathematics courses at South Texas College in McAllen, TX. He is surprised at how many of his students have low proficiency in the English language. While Bob has always taken great pride in contextualizing his curriculum in math, his students just don’t seem to be getting it. He is frustrated by how many don’t seem to understand the word problems.

– How might South Texas College help Bob gain a greater understanding of culture and linguistics and help both Bob and his students to be more successful?


Reflection Activity

• Take the Intercultural Development Inventory Provided

– Login information was sent to you by email

• In a one-page reflection:– Describe the results of the IDI

– What did these results confirm for you?

– What surprised you about the results?

– Name one step you plan to take to increase your intercultural competence

http://idiinventory.com/products/the-intercultural-development-inventory-idi/

http://idiinventory.com/products/the-intercultural-development-inventory-idi/


Seeing the Differences: Evaluation Activity

• What was the best part of the session today?

• What would you change?

• What would you like clarification on?

• How will you use what you learned today?

Closing the Gap


Closing the Gap

• Results Through Relationships

• Frame-shifting



Closing the Gap

• Results Through Relationships

–Strong, trusting relationships are almost always the pathway to success for leaders

–Put relationships first


https://www.youtube.com/watch?v=4DSV1NUGS3o





Closing the Gap - Discussion

• Which of the observations from the video Managing Values Across Cultures resonated most deeply with you?

• In pairs, please discuss how you approach value differences among your colleagues. How do you know what the values of those around you are? Have you had the opportunity to reflect on your own values? Where are there differences? Do these differences cause any tension in the workplace? Does it ever make it difficult get your job done?


Closing the Gap

• Frame-Shifting

–Ability to change one’s approach in order to meet the demands of a different cultural environment through: Communication Style, Leadership Style and Strategy



Reflection Activity

• Take the DISC Behavioral Styles Assessment Provided

– Login information was sent to you by email

http://disc-report.com/



Reflection Activity

• Using your DISC Report and the explanation booklet provided by the Office of Professional and Organizational Development, in a two-page reflection:– Describe the results of the DISC Assessment

– What did these results confirm about your own style?

– What surprised you about the results?

– How do you plan to exercise style-flexibility in work with your team?

– Plan to share these strategies at our next meeting.




Closing the Gap: Scenario Question


– Jane Gunderson has just been hired as the new Vice President for Academic Affairs at South Texas College. Jane has served in many leadership roles at her previous community college in New York City. Her reputation is as someone who is ambitious, no-nonsense, very task focused and used to getting her way.

– Jane has been working at South Texas College for 4 months. The president has given her a list of goals to accomplish, but so far she has had a hard time getting them successfully enacted. Jane has regular meetings with her leadership team but they just keep coming up with excuses for why they aren’t able to put her policies in place.

– How might Jane get better results? Consider what we have learned about building relationships and frame-shifting in your responses.

https://www.youtube.com/watch?v=Hzgzim5m7oU&feature=youtu.be





Closing the Gap: Evaluation Activity





Opening the System


Opening the System

• Expand Ownership

• Develop Future Leaders



Opening the System


–Create a sense of engagement in developing processes and systems of accountability

–Set achievement targets together



Opening the System


• The Neuroscience of Changehttp://www.davidrock.net/files/ManagingWBrainInMind.pdf

http://www.davidrock.net/files/ManagingWBrainInMind.pdf

https://www.youtube.com/watch?v=isiSOeMVJQk





Opening the System – Discussion

• Which of the 5 Domains of the SCARF Model is the most important to you?

• In pairs, please discuss how you approach expanding ownership for your projects. Was there anything you learned from the SCARF model that you will try in the future? If so, why do you believe it will help you to be more effective?

Rock, D. (2009). Managing with the Brain in Mind. Strategy and Business, Autumn(56), 2-10.


Opening the System

• Develop Future Leaders

–Enable capable people from anywhere in the organization to step into leadership roles over time


https://www.ted.com/talks/derek_sivers_how_to_start_a_movement





Opening the System – Discussion

• Large Group: Why is developing leaders important? How does South Texas College approach this?

• In pairs, please discuss how you approach developing future leaders in all parts of the College. What activities were particularly helpful to you in your own leadership development? Do those activities still seem relevant? After reading the materials did you find other strategies you plan to implement?


.


Opening the System: Scenario Question


– The President of South Texas College just approached you to get your input on an idea. She would like to get greater buy-in from the College’s stakeholders as she builds a new strategic plan. She believes if the faculty, staff and administrators are more involved in the development of the plan, they are more likely to carry it out.

– She asks you to develop a proposal with the following key features:• Identify the stakeholders of the college

• Devise a method of getting input from the stakeholders on the desired direction of the College that will allow all voices to be heard

• Identify key leaders in the college that could help make this proposal a reality. Are there people who are not in traditional leadership roles that could be helpful? What would you need to do to get them prepared to help?


Reflection Activity

• Write a one-page reflection on Opening the System – How has your perspective changed after engaging in the

readings, video, discussions and activities?

– What questions do you plan to ask? And of whom?

– How do you plan to change your approach to working with colleagues across the institution?


Opening the System: Evaluation Activity





Preserving Balance


Preserving Balance

• Adapt and Add Value

• Core Values and Flexibility



Preserving Balance

• Adapt and Add Value– Balance adaptation to local practices and find the best places

to assert a different perspective

– Act as a constructive agent of change



Preserving Balance

• Core Values and Flexibility– Identify a few critical values that a leaders is prepared to

defend at all costs

– Exercise flexibility for everything else



Preserving Balance – Discussion

• Take 10 minutes and reflect on 2-3 core values which you would defend at all costs. On a piece of paper jot down the reasons for why they are so important to you.

• In groups of 3 -4, share your core values. Do you have any in common? Are there any that are out of sync with the rest of the group? How do these values match up with the College’s culture and comprehensive mission? Where might you be able to act as an agent of change?


Reflection Activity

• Interview at least 5 people who work with you on a regular basis (direct reports, supervisors, and/or peers) on the core values they would defend at all costs.

• In a 1-2 page reflection:– Describe the results of these interviews.

– Were there any surprises in what you heard?

– Now that they have described their values for you, does it provide any additional insight in working with these individuals?

– How might you adapt and add value or act as an agent of change?


Preserving Balance: Evaluation Activity





Establishing Solutions



• Influence Across Boundaries

• Third-way Solutions




• Influence Across Boundaries – The scope of responsibilities in global roles tend to be

significantly greater than in their domestic equivalents




• Third-way Solutions– The ability to put everything together to generate real

solutions



Establishing Solutions – Discussion

• Take 10 minutes and reflect individually on the concept of transparency in leadership. How do you practice transparency?

• In groups of 3 -4, discuss how transparent you believe the College as whole to be. Examine the leadership styles of the executive and administrative team. Do you think they act with transparency? How might different stakeholder groups perceive the level of transparency of the college? Identify 5 strategies you could begin to implement right away that could increase the transparency of your own leadership.


Establishing Solutions: Evaluation Activity





Culminating Project

Culminating Project

Small Group Project and Presentations:

• Each group will turn in a hard copy of their project proposal

• Each group will make a 15 minute presentation on their project proposal to the academy participants and distinguished guests

• The participants will each have a the opportunity to provide feedback, ask questions and vote whether the project should be referred to the executive team for implementation

Reflection Assignment

Reflection Assignment

Academy Module Reflection:

• In a 3-5 page paper reflect on

– How has your perspective changed after engaging in the readings, videos, discussions and activities from the academy?

– Has your understanding of leadership changed?

– How do you plan to change your approach to working with colleagues across the institution?

Thank You For Your Participation!

References


Leadership Resources and Consulting http://disc-report.com

Managing values across cultures: Insights from values and leadership education: A Harvard Business School symposium. (2011). [Video file]. Harvard Business Publishing. Retrieved from: http://youtu.be/4DSV1NUGS3o

Rock, D. (2009). Managing with the Brain in Mind. Strategy and Business, Autumn(56), 2-10.

SCARF Model – Influencing Others with Dr. David Rock: Results Coaching Systems. (2010). [Video file]. MybrainSolutions. Retrieved from: https://www.youtube.com/watch?v=isiSOeMVJQk

Simons, D. and Chabris, C. (1999) Selective Attention Test. [Video file]. Retrieved from: https://www.youtube.com/watch?v=vJG698U2Mvo

Sivers, D. (2010). How to start a movement. [Video file]. TED Conference. Retrieved from https://www.ted.com/talks/derek_sivers_how_to_start_a_movement

Edud 6306 final project l. etheridge fall 2014

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