Welcome, everyone. The Council for Advancement and Support of Education is pleased to present this online webinar leading through Change, inspiring a team and harnessing superpowers. My name is Anne Weller and it's my pleasure to introduce our speaker today. Jamie Hunt is currently the Vice president and Chief Communications and Marketing officer, a role she took on Mid-pandemic. Previously, she served as vice chancellor for strategic communications for Winston-Salem State University, overseeing all public relations, marketing and branding efforts. She's an award winning strategic communications executive with more than 16 years of a progressive experience in higher education and more than four years of experience as a print journalist experienced across all areas of strategic communications. She has a track record of collaboration, innovation and success. Her work has been recognized with more than 30 industry awards. Welcome, Jamie. Thank you. I'm so happy to be here and I'm thrilled to be able to share my thoughts about harnessing super powers and leading a team through change. I'm sharing a slide here with the hashtag Positive Leadership h e. If you'd like to engage in some conversation about what you've learned in these presentation, if you'd like to connect with me on Twitter, please use this hashtag and I'm happy to connect with you. Share with you any insights and answer any questions that you might have following the presentation. I think one of the important, most important things for me as a professional and as a communicator is to pay it forward. Connect with people who have questions, and I'm always happy to do so if you want to meet after this presentation. So just to cover a little bit of what we're going to have as our agenda for this session, we're going to talk a little bit about the realities of change with this resistance. I'm going to share some best practices for leading to change. I'm going to help you find ways to infuse positivity into your leadership team. Let's talk a little bit about how to harness your team superpowers. I'm going to share a roadmap for developing your positive leadership style. Most people are uncomfortable with change, and this reality can cause significant challenges when leading an organization. When people are determined to do things the way they have always been done, unsurprisingly, the organization stagnates Innovation, creativity. They cannot thrive amid the team. Processes, policies and practices must not only be flexible, but they must also be continually evaluated. This challenge comes when people come attached to those processes and policies and they can't rise above the trees to see the forest leadership through. On Maxwell writes about the idea he calls the 25 5025 principle. In this theory, 25% of people will support you through change. 50% will remain uncommitted or uncertain and could be swayed in either direction. And 25% of people will resist change. Your job as a leader is to get the people in that 50% group to join the 25 that are all in on the change you're trying to make. Those who are gifted or coerced, depending on your perspective, with an innate desire to shake things up or to be an agent of change can often find themselves frustrated as they watch colleagues fall into spaces. These provocateurs become irritated when they ask why something is done a particular way and they hear it offensive. We've always done it this way. In response. They approach cyclical politics and tasks in higher education and education in general. Everything is cyclical with a desire to improve upon the previous cycle and break new ground. Again and again, they bring new ideas to the table, even if they're frequently shut down. If this sounds familiar to you, if you resonate with these provocateurs, congratulations, You're a change agent. If it doesn't resonate with you, that's okay. You can become one. And I'm going to share how there are just two critical traits that change agents must possess. You must appreciate these five words more places at the table, and you must be willing to rethink everything. Resistance to change is pathological. You can find tens of thousands of articles on a simple Google search. That hypothesis dies on the resistance, but a common thread is that people resist change largely because they're afraid that they will lose something of value or they fear they don't understand or share a vision for why change is needed or what is going to happen after the change happens. And there's really good news for leaders who are trying to change. By focusing on three things, you can overcome the psychological costs of change that keep us chained to the past. Dissatisfaction with the way things are now. A positive vision for the future and concrete steps to make that vision a reality. Those three things are greater than resistance to change. A listening tour or a fact finding mission can be a great first step to identifying and uncovering the dissatisfaction with the way things are today. This type of listening tour allows you to surface any frustrations that currently exist. People love to complain when given the chance, so give them a chance. In service to your larger goal. I like to meet both one on one with people as well as in small groups. Some great questions to ask are what are the gaps between what exists today and the ideal scenario? You can ask people what's on their wish lists for their organization or for the service that you're providing. So if you're going to do a model or a service change in your division or unit, what would they like to see as a result of that shift? You can ask people what they would like to change, but have not been able to get buy in or momentum on. This is also a great way to identify other change agents, people who are already dissatisfied with the status quo and are ready to move forward and to be allies and help you through the process. Ask people what's happening now that they like. I think that's an important insight as you're shaping what you're going to change to. You know that there are going to be things that people will be really resistant to giving up. And how can you consider that in your process? What's happening now that causes challenges or frustrations? And I can guarantee that if you talk to ten people, you're going to hear from all ten something that's causing issues or challenges that keep them from moving forward with progress. This is also a great time to ask what activities that are happening that have a low ROI or are wasteful of time, or create obstacles or create inefficiencies for the organization. And then what holds back progress? Whether you're talking to people within your own unit or talking to people external, this is a great place to dig into. How do you how do you think we need to move forward? What are the obstacles? What are the issues that might prevent you from being successful? These insights will expose dissatisfaction, which is the first step in our formula, but it will also give you great insight into planning for any operational model changes, restructuring or anything. This will give you great insights to help guide that. When I'm currently working on a massive reorganization here at Miami University, I'm looking at an entirely new service model for the organization and my dissatisfaction tour, which of course is only my internal branding for this tour. You don't want to tell people that you're trying to find out how dissatisfied they are, but my dissatisfaction tour turned up some great things that I may not have considered as I was shaping the plan for how we're going to move forward. The next step is to share your vision for how work life will be better after the change. You need to establish and core that's both attractive and attainable. You need to acknowledge that the process of getting to that point will be hard and there will be roadblocks and challenges along the way. However, at the end of the journey, whether it take six months, a year or even longer, work life will be will be better, frustrations will be lessened, inefficiencies will be busted and waste will be eliminated. You're looking to spark a genuine desire for the end goal. This will make people a lot more receptive and eager to move forward. In the example of the conversations that I'm having around major change here at Miami, I have set out a very clear vision for what we want to be. What a high performing marketing and communications office will look like. And I'm making sure that that vision is attractive not only to the people in my department who are going to be the most impacted by that change at the at the beginning of the process. But I also need to make it a very attractive offering for our board of trustees for the deans across campus. The other vice presidents here at Miami, so that I can get that buy in across the institution for where I'm trying to go. The last step in this three step formula is to lay out the concrete steps that will take you from today to that vision. I like tape, identify where we are. And to be honest, there are certainly things that are happening that are good and it's very important to recognize those. But it's all. There are also things that can be improved sometimes significantly. It's just as important to acknowledge those. When I am talking to someone about these are issues that I see and this is where I think we need to go. I need to have a lot of sensitivity. People are humans. They have feelings. And if you tell them that the work that they're doing isn't strategic or it's uninformed or it's not based on research, that's a really harsh message that you don't want to share with people. Instead, use a very positive way of talking about this instead of saying you are not using, you do not have documented and clear operational practices. And so talk about if we made our operational policies and practices more clear, people would have greater buy in, We would get fewer complaints from people across campus, there would be greater transparency. And so I think that's the direction we need to go. So keeping that that very positive tone when you're talking to people about the things that do need improvement is really important. What are the milestones on the path to your vision and what steps will you take on that path? So as you can see here, I have a marketing maturity model that is based on the work of Jamie Seaman at Chapman University. And so on the Y axis, you can see nine things that are fundamental to any great marketing communications office. But these nine things could be anything for any type of organization. If you work in advancement, you can substitute the things in those columns and keep the ones that relate to you. On the x axis, you can see the transition from a transactional marketing office to a high performing marketing office. I did not lay out for my team just the things that fall in that high performance column. It was important to show them that there is a progression to get there. It is not attainable to jump from an environment where projects are not connected to university priorities, to a phase where now all aspects of the organization are informed by marketing communications and it's a big leap. And so you need to have these little pebbles along the way that, you know, you're making progress, you're moving toward that high performing model, but you're not expecting people to suddenly flip a switch. Another great example on this model is culture. If you're operating in a culture of fear and mistrust, where people are afraid to share input, that is depriving you and your organization of a ton of great ideas. Just before this webinar I was talking to my landscaper actually, and he was talking about how when he's doing a project, he makes sure to get input from the people that work from him. And one of the things that I said was that I feel like if you're the only one bringing ideas to the table, they're not going to be very good ideas. There's no way that we can be the smartest person in the room all the time. And when we get input from others, that is critical to refining ideas, making them stronger and making them something that's going to be successful and is informed by multiple choices. But you can't move from a culture of fear and mistrust where people are concerned about, if they speak up, that they'll be shut down, or they're concerned that if they challenged ideas, they'll be written up or disciplined or not promoted or have some sort of negative ramification. You cannot move from that. All the way to input is freely given across the organization, freely thoughts from other parts of the organization, other units. That's not an overnight Switchfoot. And so you need to move along this path. Each of these milestones as you head toward a high performing model. So this slide to me is really, really important in showing that milestones need to be small, attainable and measurable. I used this marketing maturity model with my team for goal setting. Every leader on my team has nine goals that connect to the items on the y axis and they are designed in the next year. What are you going to do in your unit to move us from one to the other, moving more and more toward high performing? Likewise, my goals with the President are connected to the goals on the on the y axis, and our goals as a unit and as a division are tied to that. If you have a mature marketing model, your brand is better leverage, your communications are more connected to priorities, and everything that you're doing is going to be that much stronger. And that is the root of a great marketing communications office. Another thing I really, really urge you to consider as you're thinking about these concrete steps and moving through this process is to develop a plan for celebrating each milestone. Change is hard work. It's hard work both in the work that needs to be done, but also psychologically. There's a lot of people who may have been with your organization for a long time that might feel like by recommending change and moving forward with change that you are saying that their work for the past however many years hasn't been good. So it's really, really important to celebrate the milestones, celebrate the successes, and make sure that you're bringing the team together to recognize each other and recognize that the work before isn't bad. We're just trying to move to a different model and a different way of doing things reflective of where we need to go as an institution. Moving the needle even slightly is worthy of praise and recognition. So if you have seen a person who's really rooted in that idea that their team members don't, don't get to give input on things, they're they're very thumbs down on that. But the next maybe the next meeting, you see that they brought a more junior staff person to a meeting to discuss a concept and then the next meeting maybe you see that they actually ask that person for input. These are little needle moves, but it's really important to recognize those and reinforce those that people continue to review through that process. This is a really good time to transition to talking about positive leadership. Many, if not all of us, have had the experience of working with toxic people. Sometimes those toxic people are so influential to the culture of an organization that the entire organization becomes a toxic environment in both dealing with the toxic individual or working in a toxic environment. It can be a challenge to remain positive. It is very easy to get drawn into drama and negativity as leaders and change agents. We need to be active destroyers of negative energy when others are negative. Model encouraging behaviors both in what you say and in what you do. You want to have loose, relaxed body language and an even controlled voice that will help make the positivity of your words more effective. Resist the urge to melt into negativity and to fight back or be defensive about the things that you're proposing or suggesting that your behavior reflects what you want your team to emulate. Kindness matters and optimism is infectious. If you're not enthusiastic about the vision that you're establishing for your team or your organization, why would anybody else want to join you in this journey? So thinking about how can you infuse that positivity? How can you demonstrate that enthusiasm? Everybody needs a time or a place to vent that is 100% valid and 100% needed by probably close to 100% of people. So find friends that are external to your organization to do that. Venting. Whether you're talking to your spouse at home, you're talking to a trusted colleague at a different institution. You're talking to a friend who's in a different organization that's not touched by the change. Those are the people that you can feel safe talking to about any challenges that you're having. But with your team, it's so important to be positive. Now, that doesn't mean that you're going to ignore challenges or be Pollyanna ish about them. You do need to recognize the issues that people bring to you that can be obstacles for your success in this operation that you're trying to make. But it does mean that when you have those conversations, bring positivity to that, bring optimism to that, recognize that it's an obstacle, and then say, what are we going to do about it? How can we move this forward? How can we tackle this together? Positivity is also something that I think requires a leader to be open to input and to challenges. So if you're going to be positive, that doesn't mean you're being phony. There's a there's a big difference between the two. If you're positive, you're going to receive criticism. Challenges, feedback. You're going to not react to that defensively or get angry or upset with the person. You're going to recognize that that person probably is experiencing some level of fear of that change. They're brave that something that they value is going to be taken away and you do not want to under appreciate that. That is a sincere and a very deeply held concern for somebody. You also need to recognize that people have whole lives outside of the organization. They might be really stressed about something that's happening at home that's completely unrelated to the work that you're doing in the organization. And so if somebody is very hot or upset, just let them be. Maybe suggest that you meet another time, take their criticism or feedback on board, really think and mull over it. Identify ways that you could maybe communicate that change a little bit differently to that person or address the concern that they're bringing to the table and then come back to that conversation. If you're the kind of person that gets defensive and I definitely appreciate that and understand that mentality entirely. But if you're that kind of person, recognize that in yourself and make a vow to yourself that you're not going to react defensively when people bring you issues. Make a commitment to yourself that you will say, I really appreciate that feedback. Let me think back on what you just shared with me and get back to you later that you have the opportunity to process that defensiveness and come back with positivity and with a sense of being that's a lot more productive. I want to circle back to the idea of more voices at the table. This is really, really important. And when I'm asked about that marketing maturity model, what do I think is the most important thing on that chart? I think that input and the willingness to accept input in bringing voices to the table is the most important thing. Created creativity, ingenuity and innovation do not always come from the top. Those who sit at the top of the organization chart ascended to those positions in myriad ways. Being a vice anything doesn't automatically mean that you're forward thinking or a change agent. You can find trailblazers throughout your organization, but you have to be willing to look within and collaborate. Those of us with positions at that lofty top of the organization chart often spend the majority of our days in meetings with other executives. Many leaders often openly acknowledge that they feel meetings with people who are, quote unquote, beneath them to be beneath them. They couldn't be further from the truth on that. We have to rethink how we approach our work and our relationships. At a previous institution, the executive who led the organization into which I fell told me once that I shouldn't have lunch with someone that falls below me on the organization chart. Another leader once declared she was offended that I copied one of my quote unquote subordinates and an email to her. These are ridiculous assertions. Meaningful collaboration requires relationships. It requires that we're yoked side by side with people we trust and, dare I say, life. These relationships cannot be transactional. They cannot be hierarchical. They cannot be. I'm putting my thumbs out on you and holding you back. You don't have the right to question me and you don't have the right to challenge ideas. They have to be authentic and rely on mutual respect. Having bytes in your title does not make you more worthy of respect than somebody who does not. I have seen so many times that the people who are on the frontlines in departments, the administrative assistants, the people who work directly with students, have tons of terrific ideas. And they also come to the organization having their fingers on the pulse of what students really think and feel. So students are interacting with them on a daily basis. They're sharing their concerns. They hear them talking to each other when they're in waiting rooms. They know more about what students are thinking than most people who have vice in their title. Bring those people into the conversation. But you can't just transactional. We do that. You need to have relationships with them. You need to be really, really clear that you respect them and the work that they do. You are not too good for them. You're not somebody who is above them. One of the things we've talked about in my organization at Miami is reversing the org chart and putting me and my leadership team at the bottom of the organizational chart and acknowledging that the work is being done by the people who are above us on that organizational chart. They have their fingers on the pulse of things every day, and those are the people we need to hear from. So we need to talk a little bit about how you manage people who are up and down that organizational chart. This is my third point about positive leadership. Find out what drives each individual member of your team. You need to meet them where they're at. Adapt your style to each team member and recognize the dynamics across the team. I have team members who really, really are approachable in a candid way. I can just tell them in two sentences if there's an issue or a problem and they will not take offense to that, they will not be hurt by that. They will not feel like they're being slighted. There are other people on the team who have not come from the same experiences and they get they tend to get more defensive of any sort of critique of their work. And so what you need to do is shape how you provide feedback to each person. It is not the job of each member of your team to transform how they work and how they receive feedback to you. It is your job to translate how you communicate to the team members based on their drivers. I have people on my team who are really driven by recognition and by getting projects that where they have a lot of authority. I have other people on my team who like to be quietly behind the scenes, but they do want to be given quiet recognition. I have people on the team who are fully motivated by money. I have people on the team who will do their jobs, whether or not they were getting paid. And I need to understand each of those drivers to recognize the best way to manage everybody. This is really critical to a positive leadership style because you're taking who you are and shaping it around your team members coming around them. I like to visualize almost I mean, probably I want to do this in the cockpit area, but almost a hug wrapped around each person that acknowledges their strengths and weaknesses, that acknowledges their desires, their dreams, their ambitions, where they want to be in the future and seeps them. Shapes how you interact with them around those dynamics. And so it's important part of their personality and their drivers. Finally, finally, I want to talk about noticing. I will never forget an experience I had when I was interviewing for a job as news director at UW Oshkosh, because the position would interact frequently with the Chancellor. I met with him one on one during the interview process. After asking me about my background and skills and having a nice conversation about why I wanted the job, he asked if I had any hobbies. I shared with him that I was training my nails. 17 year old dog Huckabee to visit nursing homes. We talked a little bit about that, circled back to talking about moving to Oshkosh, that sort of thing. And then the meeting was over. It was about 20 to 30 minutes when I landed the gig. I started six weeks later and doing my very first meeting with Chancellor Wells. He asked me, how is HOBY transitioning to Wisconsin? I was floored that somebody as important as the chancellor of the third largest university in Wisconsin will remember such a tiny detail like that. We have kept in touch over the years. I email with him several times a year to catch up updates on what I'm doing, what he's doing. 14 years after our first meeting. He asked me about HOBY in an email earlier this year. HOBY is still alive at 17 and so I was delighted to share that with him. But that was something that he remembered about me, a little piece of information that he knew about me that he has kept in his head for 14 years now. Why am I sharing this story? Because the act of remembering a detail about my life made me feel like Chancellor Wells saw me as a whole person, not just the individual who wrote press releases or pitched updates to the media. Feeling valued by him. Right off the bat like that made me a better team member and helped me push through challenges and obstacles that I face. You have the power to do the same for the people with whom you interact. I'm going to share an example of a time when I quote unquote noticed I had a new team member who started Mid-pandemic and he was relocating from a city about 2 hours away, and I was casually chatting with them while we were waiting for the president to be filmed for a video that we were doing with an end of year update. And I asked Ian how his transition to the area went and he said that he was putting an offer in on a house and he was excited and hopes that it. The next time I met with him it was maybe a month or so later. I asked him if he thought the house and how things were going. And I remember he was like, Wow, you remembered that. For me, that was just sort of of course I remember that. But it really stuck out. He actually mentioned that several times throughout that video shoot, that he was just so amazed that I remember he was putting an offer in on that house and that I cared to ask and follow up with him. This took almost no energy on my part. I have an innate curiosity about people, but even if you don't figure out a way to have that, because that is really important to notice the little details about people and about their lives so that you can show that you see them as a person, as a human being, and as someone that you want to have in your organization because of who they are, not because of the work that they do. I want to touch a little bit on accountability, and I really want to stress that positivity doesn't mean a lack of accountability. Kindness requires candor. If you have a person who is doing something that needs to be changed or shifted or moved into a new direction, it is not kind to let them continue to fail or fail without talking to them candidly about their performance and what needs to be changed. Having an invited environment where people can challenge the things that we're doing and bring ideas to the table doesn't mean that they get to do that disrespectfully, and it doesn't mean that we're always going to use every idea that person has. I've been in meetings where you've had somebody who has shared an idea. We've talked it through. We've decided that that's not the direction to go, and then that person gets upset and defensive and angry that we're not doing what he said we should do. And I think it's really, really important. So then maybe later pull that person aside and say, Hey, so I understand we got your feedback on board. Tell me more about why you were upset. And then usually the answer to that question is that they felt like they weren't heard. And you can share. Nope. I'm repeating back to you. What what you suggested, what your idea was just using some of the concerns that other people brought to that conversation. And this is something that I think it's a great idea or it's a it's an idea that you obviously felt had a lot of merit. And I think that we're going to move forward in a new direction. But that doesn't mean that we don't value you or your input. And I hope that you can continue to give input on projects because we want to hear that. So moving forward with this particular case, a accountability also means that you have goals you have and that the movement from the left side to the right side of that of your model or however you're framing things up, you do need to hold people accountable for accomplishing this. Both being kind and being positive doesn't mean that people don't have guardrails. It doesn't mean that people don't have expectations. It just means that you're delivering everything with a very positive viewpoint and with a very optimistic outlook. I have had been in situations where I have had an employee's performance has just plummeted. And when I've sat and talked to them and and sat them down and I didn't say I'm writing you up because you've dropped the ball on a bunch of things, I am instead saying, Hey, I've noticed that the ball has been dropped on a few things. Is there something going on that you want to talk about? And every single time that that's happened, the person has burst into tears and said some horrible life experience that's going on in their life, whether a divorce or a cancer parent or something that that shapes why that their work performance is slipped. That gives me great insight into how I can help the person navigate through that situation. Help give them resources or connect them with people. Make suggestions for how they can maybe improve their performance, will stop dealing with the challenge, but it makes them understand that I see that person as a person, as a human being, as someone who has a life outside of work and a human response to crisis and challenges and that makes them want to work harder and want to do better and want to be engaged with you as a leader. I'm going to talk a little bit about harnessing the super powers of your team. So one of the things that I do as an exercise when I join an organization or have somebody new join the organization is to ask them about the skills that they have that are outside what they do on a job. On a normal day to day basis. So you want to look at their skills. So maybe they are a great maybe their title is feature writer, but they have a great skill set in organizing information. Can we use that information organization skills that they have to do something in the organization, in your department that allows them to use that skill and improve operations? I also like to ask, What are you passionate about? Are your interests? If people are passionate about something that usually means they're pulling their whole heart and soul into that work. So if you find out that somebody is really, really keenly interested in photography, is there an opportunity to give that person some photography experiences or some photography responsibility is they're probably going to throw their whole heart into that and what are they interested in? And I don't just mean they like watching Buddy Cop movies, but are they interested in leadership? Are they interested in being a support person or are they interested in learning more about a specific part of the organization? How can you harness that interest and do something that benefits your operation? I like to spend 30 to 45 minutes with every member of the team asking them a series of questions and then giving them those questions that they can take back with them over the next week or so. Fill out thoughtfully, consider what do they what do they think that they could do that they're not doing today that would help the organization and then have a continued conversation about that? Equally important is to explore team members professional aspirations. If you have members of the team that are very comfortable doing the job that they have and that's what they want to do for 20 years, great. There's absolutely nothing wrong with that. They will be your rock stars. They will be the bedrock of your organization. They'll be foundational. They will keep the work moving forward, keep the organization moving forward. But if you have team members who have aspirations to move up in the organization, move into a different area of the organization, how can you support that? How can you give them the opportunities and experiences that support that goal and those aspirations? Because then they're going to be more committed to your organization and to making change and to moving through whatever obstacles that you're going through to make your organization the way you want it to operate. So I think it's really, really important to have these conversations. I like to have them at least once a year. Depending on the size of your organization. You might want this to be a conversation that you have multiple times a year. You also might want to have an open door where somebody can come to you at any point during the course of the year and talk to you about a new interest or passion or aspiration that they have so that you can reassess. And we look at the work that you're asking them to do or the part that they're playing in the organization. I think this is really important work. It makes people understand that you see them as people, that they're not just cogs that do what you've told them to do, and that's going to make them so much more receptive to change and so much more receptive to putting in the work that it's going to take to make that change. So these are some questions that you can ask your team members and you can also ask your leaders to identify super powers and others. I always ask my leadership team, one of the last questions I ask is who is being underutilized on the team and is there somebody, the team who's a rock star that we're not using, somebody other than someone who reports directly to you and somebody other than yourself? So when you look across organizations, you see, maybe you're a writer and you see a graphic designer that has some skills that nobody knows about. And is there opportunity to harness those skills? Like to ask what skill set does each member of the team have and how can they be realigned if you needed your board? And what additional training might you need to move that person into a new or enhanced? Well, think about how you can harness people's strengths. I like to tell a story about two people who worked for me at a previous organization. One of them was a serious, outgoing person who did a great job connecting with people, bringing them into projects giving their input, really, really drawing the nugget of what would be successful for that progress project out. But she was not a detail oriented, organized person in the sense of creating project plans or creating tasks and or project management systems. On the other hand, I had someone who was an amazing, amazing organizer, really, really good at creating projects, creating timelines, realistically estimating how long each piece of a project would take. But she was not really enjoying interacting with people that much. She was a lot more shy. She didn't really like engaging with people in the way that the first person did. And so at the time they were both in similar roles and they were both expected to do that interaction with people, but they were also expected to manage the projects on the backend. And after we learned a little bit about people's strengths and their superpowers, we harness the super powers of each. So we had person A with the great at interacting with people and connecting them to projects and person B who was great at managing projects, creating timelines, moving things forward. And so we shifted. So that person A was doing all of the interacting with our campus partners in person. B was doing all of the creation of the project plans and the timelines and all of that, and both were so much happier after that change because the part of the job that they weren't good at or they didn't love to do was now somebody else's favorite thing to do. And that just made them both much more productive and made our projects more successful and it made them both happier. It's also good to ask who would be most invigorated by a move, or is there somebody on the team who's maybe been a rockstar? They've been there for a long time and maybe they're sort of falling into spaces. They just kind of go with the cyclical flow of projects is their opportunity to reinvigorate their interest by moving them into a new position in the org chart, by giving them some responsibilities in a different area, by bringing in somebody maybe into their area that will challenge them and give them new concepts. And so identifying people like that, that you can sort of trigger that, that super performer and it's going to be really important. I'm not saying that every person who has been in the same role for a long time is somebody that needs to be moved into a different role. Not saying that at all. I'm just saying identify people that you think might be in their world, but kind of bored by it and ready for a new challenge, ready to move on to something. You look for those people and see how you can harness them in your organization and then be sure to identify who's going to be most resistant to change. If you're new to your organization and you have the opportunity to talk to people one on one talking to people about who you think might be the most resistant to this, who do you think might have the most challenges there might be at least receptive to this that will help you frame up and understand who you're going to have to pay special attention to with those elements of our formula. So remember, it was dissatisfaction, vision and concrete steps. So if you identify the people that are in that 25% that are not going to ever really come around, they may never come around. If you have people sort of close to that 25% and that 50% that they could be swayed to go into that, I don't want change. How can you amp up your messaging around the dissatisfaction, the vision and the concrete steps? So I want to talk a little bit about a roadmap for positive leaders. I think it's really, really important to identify what type of positive leader you want to be. So I've identified four here. I'm confident that there are more that that I have not thought of or put in this presentation. But I'm going to talk to you a little bit about these four. Are you an inspirational leader? Do you have the ability to inspire people to work toward a shared vision? You the kind of person that when you get into a room and you start talking and you're passionate about somebody, people are nodding their heads and they're getting more and more enthusiastic. Those are really good, inspirational leaders. It's people who can inspire others to work together and work toward that goal. Are you a harmonious leader? Are you able to manage conflict and bring harmony to a team? Are you the person that can see a person a in person by having an issue and you're able to help find an harmonious resolution to that problem? Are you someone who can walk into a room where people are tense and kind of bring down the boiling point of that room, bring down that energy and make it something that's a lot more positive, a lot more productive? Are you a coaching leader? Coaching leaders have the ability to develop a team and maximize their talent. They're the kind of person that can really identify. This person has aspirations and skills and I want to help them home those and grow. You can identify the diamonds in the rough, your organization, bring them forward and help them be successful while maximizing all the skills and talents that they have. Coaching leaders tend to be really, really good at saying, I see this person in this role, but this is not the end road for this person. This person can move up in the organization if they just have the right attention, projects, opportunities and help coaching that person to make the most of that attention projects and opportunities. So it's not so much about just recognize that they have potential, but it's about helping them use that potential to be successful. And finally, collaborative leaders. Are you the type of leader that can bring together diverse viewpoints? Bring people from across an organization into a room to tackle a challenge? Somebody who can make connections across your institution or your organization and bring people into a circle to tackle that challenge or come together. Are you the kind of person that people are like or bring her into the conversation because she's going to have insights because she knows what's going on everywhere? Are you able to draw people across your organization that have not traditionally worked together in the projects that can really make them blossom and flower and be more successful? So these as you look at these types of these leaders, think about which one you might be and then start honing those skills. If you're an inspirational leader, you're going to hone your skills in presenting a vision. You're going to hone your skills of giving a very inspiring message to people. You're going out and you're going to hone your skills and presenting a really positive voice, that positive enthusiasm for the future. If you're a harmonious leader, you can start to think about conflict resolution, identifying where there might be tension across the team and how can you dissolve that tension and move things forward. Coaching leaders start looking for people within your organization that have potential and think about how you can maximize that potential. I would suggest starting with a couple of people, maybe just one, and say, I'm going to take you under my wing for the next six months or whatever period of time and help them to grow and develop, even if they're just growing and developing in their own role. It might be somebody that you have performance issues with but you still think has a lot of talent and how can you coach them to be successful and to use that talent? Finally, if you're a collaborative leader and you think that that's where you then start to think about how you can make connections across your organization or your institution to bring people together into conversations. The scope of. This webinar is not one where I can dig really deep into each one of these and what what can be done to enhance those skills. But I'm giving you some framework and some things to think about as you think about developing a positive leadership style. There's some great skills that you need to hone as a positive leader, leading to change self-awareness, need to recognize what your strengths are, but also what your weaknesses are, and look for people in your organization that maybe have strengths where you weaknesses. You need to have a level of emotional stability. The best boss that I've ever had. I always knew what I was going to get if I went into the office any day of the week, any time of the day, it was always the same. Danny You're not walking into a situation where you have a volatile person, where you have to kind of be at the room, engage. Are they in a good mood or not in a good mood? As a leader, you want to be somebody who everybody knows what they're going to get and they know what to expect. You have to hone your and you have to have a good sense of self esteem. I encourage you to think about mindfulness. Think about as you're listening and hearing things, being present in the moment and thinking about what your internal reaction is to what's being said. And maybe give a pause if it's something that's making you upset or angry have a very positive affect. Don't come in to a meetings or into groups where you have sort of this negative hunched over the this is a yucky day. Walk into the room with your head high, your shoulders back and a smile on your face. And finally, as leaders who are navigating change want to make sure that you have a lot of resilience. You're going to get a lot of pushback. Nothing that anyone in the workplace says to you determines your value as a person or as a professional. Keep that in mind when you get pushback, when you get people challenging you. You will undoubtedly get people that think you don't know what you're doing. That doesn't matter. You have self-awareness. You have confidence. You have self esteem. You know, your work is not defined by the people who don't like the change that you're leading. So these are some great skills. I encourage you to hone them to look for articles and books. If there's a gap that you feel in one of these areas that you don't have that you want to hone, focus on that. Start moving through these and develop these types of skills will make you a much better leader and much better able to lead to change. Finally, I want to present some questions to ask as you're navigating challenges. Will an action encourage or discourage team members? Will it empower them or demoralize them? And will it energize or train them as a positive leader? You want to be encouraging, empowering and energizing. And think that through before you present any sort of conflict or issue with your team. This is really, really vitally important. You want to be at. You don't want to be a D. Encourage, empower, energize, don't discourage, demoralize or drain. Final thought. I just want to keep in mind you need to model your personal values. Your personal values should be in alignment with what you're presenting. What kind of leader you are. Want to encourage positive interactions. Set really high expectations. Nurture the relationships both with your team and with others outside of the organization. Want to promote teamwork and collaboration. And you want to resolve conflicts swiftly. You do not want conflict to fester and sit in your organization. Nothing will make change harder or make positive leadership harder than having conflicts that just sit and bubble under the surface. You want to deal with them quickly and swiftly. So again, thank you so much for having me. And I'm sharing this hashtag again. I hope that join me in the conversation. I look forward to having any further conversations that you might have about my presentation today. Thank you so much. This concludes the webinar. Today's program is Copyright 2021 by the Council for Advancement and Support of Education. All rights reserved. For additional case on demand webinars, please visit w w incase dot org on demand.

Leading Through Change

Inspiring a Team

Harnessing Superpowers

Jamie Hunt

Vice President

Chief Communications and Marketing Officer

Change Management

Positive Leadership

Teamwork