Building Your Building Your Leadership TeamLeadership Team

Module 3Module 3

Empowering your Empowering your

Program Development Team Program Development Team

and Sharing Leadershipand Sharing Leadership

Building Your Leadership Building Your Leadership TeamTeam

The “academics” of shared The “academics” of shared leadership…..leadership…..

Shared LeadershipShared Leadership

A group functions more effectively A group functions more effectively

when all its members accept when all its members accept responsibility for the work and life responsibility for the work and life of the group.. … this shared sense of the group.. … this shared sense of responsibility is known as of responsibility is known as shared leadership.shared leadership.

Comparison Comparison Classical and Shared Classical and Shared

Leadership Leadership ClassicalClassical

Displayed by a Displayed by a person’s position in person’s position in a group or hierarchy. a group or hierarchy.

Leadership Leadership evaluated by evaluated by whether the leader whether the leader solves problems.solves problems.

Leaders provide Leaders provide solutions and solutions and answers.answers.

SharedShared Identified by the quality Identified by the quality

of people’s interactions of people’s interactions rather than their rather than their position.position.

Leadership evaluated by Leadership evaluated by how people are working how people are working together.together.

All members work to All members work to enhance the process enhance the process and to make it more and to make it more fulfilling.fulfilling.

.

Comparison – Comparison – continuedcontinued

ClassicalClassical Distinct differences Distinct differences

between leaders between leaders and followers: and followers: character, skill, character, skill, etc…etc…

Communication is Communication is often formal.often formal.

Can often rely on Can often rely on secrecy, deception secrecy, deception and payoffs.and payoffs.

SharedShared People are inter-People are inter-

dependent; all are dependent; all are active participants in active participants in process of leadership.process of leadership.

Communication is Communication is crucial with a stress crucial with a stress on conversation.on conversation.

Values democratic Values democratic processes, honesty processes, honesty and shared ethics. and shared ethics.

Drawn from material in Gloria Nemerowicz and Eugene Rosi (1997) Education for Leadership and Social Responsibility

Developing Developing Shared Leadership Shared Leadership

For such leadership to develop we need to For such leadership to develop we need to pay special attention to three things. We pay special attention to three things. We need to encourage: (Gastil 1997)need to encourage: (Gastil 1997)

OwnershipOwnership. Problems and issues need to . Problems and issues need to become a responsibility of all with proper become a responsibility of all with proper chances for people to share and participate.chances for people to share and participate.

LearningLearning.. An emphasis on learning and An emphasis on learning and development is necessary so that people can development is necessary so that people can share, understand and contribute to what’s share, understand and contribute to what’s going on.going on.

SharingSharing.. Open, respectful and informed Open, respectful and informed conversation is central.conversation is central.

Moving Towards Shared Moving Towards Shared LeadershipLeadership

There is a Team in placeThere is a Team in place Team members are familiar with the Team members are familiar with the

program’s goals and community issuesprogram’s goals and community issues Team members are aware of the needs of Team members are aware of the needs of

the communitythe community Team members are engagedTeam members are engaged Team members feel ownershipTeam members feel ownership

So, what now???? How does the Team So, what now???? How does the Team proceed???proceed???

No Set Rules ofNo Set Rules ofLeadership and Leadership and ManagementManagement

There can be a “gradient of There can be a “gradient of authority”authority”

You can appoint rather than electYou can appoint rather than elect You have options; make it work for You have options; make it work for

youyou Think of it as a partnershipThink of it as a partnership

This is This is YourYour PDT!!!PDT!!!

Make it work for Make it work for you!!you!!

You are in You are in charge!!charge!!

Top 5 Group Top 5 Group ProblemsProblems

Lack of participationLack of participation Lack of leadershipLack of leadership Lack of planningLack of planning Lack of interest in Lack of interest in

programsprograms Disorderly meetingsDisorderly meetings

Developing Developing YourYour PDT’s PDT’s Operating GuidelinesOperating Guidelines

Review PDT Operating Review PDT Operating Guidelines on the CAES Guidelines on the CAES

Intranet at:Intranet at:

http://www.caes.uga.edu/intranet/coextopr/progdevelop/index.html#

leadershipleadership Name of PDTName of PDT Philosophy/Philosophy/

PurposePurpose MembershipMembership

MeetingsMeetings OfficersOfficers Attendance Attendance

RequirementsRequirements

Possible Leadership Possible Leadership StructureStructure

ChairChair Presides at PDT meetingsPresides at PDT meetings Appoints working groups / issue teams (if Appoints working groups / issue teams (if

necessary)necessary) Vice ChairVice Chair

Presides in the absence of the ChairPresides in the absence of the Chair Fulfill other leadership roles as neededFulfill other leadership roles as needed

SecretarySecretary Record minutes of PDT meetings; Record minutes of PDT meetings;

distribute to membersdistribute to members Manage Team correspondenceManage Team correspondence

A Good Leader or A Good Leader or Coach ...Coach ...

Knows subject matterKnows subject matter Approachable and Approachable and

personablepersonable Willing to delegateWilling to delegate Goal orientedGoal oriented EnthusiasticEnthusiastic ToughTough Has standardsHas standards

A Good Leader or A Good Leader or Coach ...Coach ...

OrganizedOrganized Non-judgmentalNon-judgmental Interested in teamInterested in team Communicator and good Communicator and good

listenerlistener Role modelRole model PatientPatient MotivatorMotivator

A Good Leader...A Good Leader...

DelegatesDelegates

ANDAND

MotivatesMotivates

DelegationDelegation

Have the confidence to turn Have the confidence to turn things overthings over

Delegate significant partsDelegate significant parts Be an ‘enabler’ not a ‘doer’Be an ‘enabler’ not a ‘doer’ They don’t have to do it just They don’t have to do it just

like you!like you! Still requires managementStill requires management

Delegation does not Delegation does not

eliminateeliminate work; work;

it it changeschanges it. it.

In the examples of In the examples of Shared Leadership that Shared Leadership that

follow …follow … Every member of the agent’s PDT Every member of the agent’s PDT

is actively engaged in the is actively engaged in the delivery of Extension programs delivery of Extension programs and the agent’s Plan of Work. and the agent’s Plan of Work.

The agent has a core group with The agent has a core group with a vested interest in a vested interest in accomplishing the goals of the accomplishing the goals of the team.team.

In the examples of In the examples of Shared Leadership that Shared Leadership that

follow …follow … Each PDT member has a personal Each PDT member has a personal

stake in the success of the stake in the success of the Extension program. Extension program.

This success is dependent on This success is dependent on EVERYONE!EVERYONE! The AgentThe Agent The PDT LeadershipThe PDT Leadership The PDT MembersThe PDT Members The VolunteersThe Volunteers

What What MIGHTMIGHT Shared Shared Leadership look like for a Leadership look like for a

FACSFACS PDT? PDT?The GoalThe Goal

An FACS Agent’s Program An FACS Agent’s Program Development Team is to work Development Team is to work together to plan, implement and together to plan, implement and evaluate a specific program. evaluate a specific program.

Everyone has a role to play!Everyone has a role to play!

Shared Leadership in Shared Leadership in FACSFACS

Tasks Responsible Person(s)

Design Lesson Plan

Agent and/or specialists

Develop program agenda

All PDT members

Suggest speakers All PDT members

Secure speakers Agent with cooperation of members

Secure location Member in communication with agent

Shared Leadership in Shared Leadership in FACS FACS (continued)(continued)

Tasks Responsible Person(s)

Marketing – venues and materials

All PDT members

Process evaluation All PDT members

Outcome evaluation Agent, as lead

Tasks related to the actual program:Set up, clean up, registration, refreshments/meals, parking, welcome, introduction of speakers, speakers gifts, etc…

Members take on specific tasks and recruit volunteers

What What MIGHTMIGHT Shared Shared Leadership look like for a Leadership look like for a

4-H4-H PDT? PDT?The GoalThe Goal

A 4-H Agent wants the 4-H PDT to A 4-H Agent wants the 4-H PDT to aid in the planning, development aid in the planning, development and delivery of 4-H club meetings in and delivery of 4-H club meetings in the schools.the schools.

Everyone has a role to play!Everyone has a role to play!

Shared Leadership in 4-HShared Leadership in 4-H

Tasks Responsible Person(s)

Plan curriculum/write lesson plans

Agent / 4-H staff / PDT members

Meet with schools/set 4-H meeting schedule

Agent / 4-H staff

Prepare handouts/ newsletters/ announcements

PDT members (in consultation with 4-H staff)

Shared Leadership in 4-H Shared Leadership in 4-H (continued)(continued)

Tasks Responsible Person(s)

Prepare slide show/ other visuals & secure needed equipment

PDT members (in consultation with 4-H staff)

Prepare awards/ recognition for members/clubs

PDT members (in consultation with 4-H staff)

Conduct Meetings Agent / 4-H staff / Trained Volunteers

Club meeting follow-up/reporting

PDT members (in consultation with 4-H staff)

What What MIGHTMIGHT Shared Shared Leadership look like for Leadership look like for

an an A&NRA&NR PDT? PDT?The GoalThe Goal

An A&NR Agent, particularly An A&NR Agent, particularly knowledgeable about a certain knowledgeable about a certain commodity (i.e., horticulture), commodity (i.e., horticulture), wants the A&NR PDT to address wants the A&NR PDT to address needs and programming related to needs and programming related to another area (i.e., beef cattle another area (i.e., beef cattle production) in which the agent is production) in which the agent is not as strong.not as strong.

Everyone has a role to play!Everyone has a role to play!

Shared Leadership in Shared Leadership in A&NRA&NR

Tasks Responsible Person(s)

Talk with local producers; assess needs and seek program ideas

PDT members

Identify speakers for programs / meetings

Agent / PDT members

Research speakers; determine educational programs for PDT meetings; plan R.E.P.E. Agenda

Agent / PDT members

Edit ‘Livestock Newsletter’ from UGA resources – 2 times/year

Agent

Shared Leadership in Shared Leadership in A&NR A&NR (continued)(continued)

Tasks Responsible Person(s)

Secure sponsorship for meetings

PDT members

Shop for food/supplies; cook meal

Agent / PDT members

Interact with producer meeting attendees to critique meeting; share feedback with all PDT members

PDT members

Organize annual beef cattle tour for producers - funding; transportation; tour stops; hosts; etc… etc…

Agent / PDT members

COMMUNICATICOMMUNICATIONON

isis

CRITICALCRITICAL

For your PDT to beFor your PDT to beULTIMATELY ULTIMATELY

SUCCESSFUL …SUCCESSFUL …

Critical Lines of Critical Lines of CommunicationCommunication

All parties are inter-dependentAll parties are inter-dependent Promotes honesty, openness, Promotes honesty, openness,

ownershipownership Everyone has a stakeEveryone has a stake

AgentAgent

PDT PDT PDT PDT

Officers Officers MembersMembers

Critical Lines of Critical Lines of CommunicationCommunication

Agent PDT Agent PDT ChairChair Virtual constant contactVirtual constant contact

Builds trustBuilds trust Strengthens bondStrengthens bond Facilitates decision-makingFacilitates decision-making Should essentially become Should essentially become

“new best friends” “new best friends”

Critical Lines of Critical Lines of CommunicationCommunication

No gaps in meeting No gaps in meeting coveragecoverage

Timely correspondenceTimely correspondence Distributes ‘routine’ tasks Distributes ‘routine’ tasks

usually handled by Agentusually handled by Agent

PDT PDT Vice ChairVice ChairPDT ChairPDT Chair PDT PDT SecretarySecretary

CommunicationCommunicationPoints to ConsiderPoints to Consider

What information do members of the Team need to have?

How do Team members want to receive information?

When do Team members need to receive information?

Characteristics of Characteristics of GoodGood

Team CommunicationTeam CommunicationConcise – Keep

communication simple and brief

Meaningful – Present what is relevant to the goals and the work of the team

Timely – Report information that is relevant to the current agenda

Context – Be clear as to the importance

Characteristics of Characteristics of GoodGood

Team Communication Team Communication (continued)(continued)Relevant to Responsibilities

– Share information which helps the team members do their job

Best Available – Provide the best available indicators and data for the situation

Summary Graphics – Convert text to graphs to illustrate the message

ROLESROLES must bemust be

CLEARLY CLEARLY DEFINEDDEFINED

For your PDT to beFor your PDT to beULTIMATELY ULTIMATELY

SUCCESSFUL …SUCCESSFUL …

What is the ROLE of the What is the ROLE of the PDT?PDT?

The PDT is an asset, a tool, available to the agent for improving the quality of the overall program development process

The PDT is an group of dedicated, trusted supporters who value the work Cooperative Extension does, and who want to increase Extension’s capacity to do that work

In ALL cases, the PDT is responsible to the agent and under the direction of the agent

What is the ROLE of the What is the ROLE of the Agent?Agent?

The agent is ultimately responsible for every aspect of programming

The agent is responsible for monitoring the actions and effectiveness of the PDT

The agent is the final authority in ALL matters which affect and/or impact Cooperative Extension programming

DO’sDO’s and and DON’T’sDON’T’s of Shared of Shared LeadershipLeadership

DO:DO: Share the workload Keep the group on task Maintain overall authority for the

group Provide your group with adequate

information to make decisions Encourage open, respectful

conversation Allow the team members to

develop plans to meet goals

DO’sDO’s and and DON’T’sDON’T’s of Shared of Shared LeadershipLeadership

DO:DO: Keep the group focused on team

goal Assign members to specific tasks Divide your team in small task

groups Allow the group to work through

creating its direction Encourage participation and

sharing by everyone

DO’sDO’s and and DON’T’sDON’T’s of Shared of Shared LeadershipLeadership

DON’T:DON’T: Over exert your influence or

opinions Dominate the group process; let

the group function Suppress ideas or opinions Show favoritism toward certain

members Criticize the ideas of others

DO’sDO’s and and DON’T’sDON’T’s of Shared of Shared LeadershipLeadership

DON’T:DON’T: Withhold information the group

needs for solving problems Ignore group personality

problems Allow the group to be dependent

on you Fail to communicate effectively Allow strong personalities to

dominate the group

4-H Program Development Coordinators

Marilyn Poole – NE DistrictLori Purcell – NW DistrictLaura Perry Johnson – SW

DistrictTeresa Harvey – SE District

A&NR Program Development Coordinators

Norman McGlohon – NE DistrictSheldon Hammond – NW District

Ken Lewis – SW DistrictPhil Torrance – SE District

FACS Program Development Specialists

Janet Valente – NW & SW District

Laurie Cantrell – NE & SE District

Jeff Christie – Coordinator

Extension Extension LeadershipLeadership System (ELS) Team System (ELS) Team