Planned Partnership

1. Planned Partnership How to Strategically Reduce Dependency Jimmy Howard, NRHH Advisor CAACURH No-Frills 2012

2. Assumptions • Assumptions for this session: • You value your organizations independence • You want to create a high functioning team • You are a skilled adviser • You have a passion for student leadership & an understanding of student development • You have a model that you use to aid in the development of student leaders

3. It Starts Before You Work with The Organization • What are you, as an adviser responsible for • The Success of the Group? • The Quality of Work? • The Development of Leaders? • I believe: • You have to have clear expectations before you begin/continue working with your organizations: • Your Supervisors • Your Colleagues • The Core Expectation: • Separate your success as an advisor from the success of the group….

4. What Does A Successful Advisor Look Like?

5. Structured & Intentional • The Race Course • Methodical • Planned • Strategic • Defined Goal

6. Learning Reconsidered 2 • Holistic • “…intellectual understanding and making intellectual and practical sense of experience…” • Caine, Caine, McClintic & Klimek, 2005 • “…they [students] need to practice learning and be able to demonstrate their mastery of goals in a variety of environments.” • Jernstadt, 2004

7. A thought… • “…successful learning happens in relationship—relationships with new ideas, new people, and new ways of achieving.” • “Student affairs professionals are positioned to host the relationships that maximize student learning.” • Learning Reconsidered 2, page 14

8. Intentional Advisers Are: • Intentional • Learning focused • Goal oriented • Build on Cumulative Experiences

9. Similarities and Differences Structured & Intentional model Reaction Based / Non Structured model Lacks a long-term goal Focuses on short-term goals Only practices Reactive strategies in response to issues that arise Task orientated • Well-defined goals • Develops steps in order to achieve goals • Proactive strategies to prevent issues • Focus on developing tangible/transferrable skills • The learning should transcend the organization

10. NRHH Case Study • Low Functioning Group (2007) • Leadership existed • Few Excited Students with no roles • No Bigger Purpose/ Understanding of their role at the University • Strong Dependency on Advisor • Low Ability to problem solve

11. Group Dynamic Theories • Tuckman’sStages of Group Development • Forming • Storming • Norming • Preforming • Adjourning • Timothy Biggs added stages • Forming • Norming • Storming • Re-Norming • Preforming • Adjourning

12. Roles of An Advisor

13. High Preforming Teams • High-performance teams have ten characteristics that are recognized to lead to success • Participative leadership – using a democratic leadership style that involves and engages team members • Effective decision-making – using a blend of rational and intuitive decision making methods, depending on that nature of the decision task

14. High Preforming Teams • High-performance teams have ten characteristics that are recognized to lead to success • Open and clear communication – ensuring that the team mutually constructs shared meaning, using effective communication methods and channels • Valued diversity – valuing a diversity of experience and background in team, contributing to a diversity of viewpoints, leading to better decision making and solutions • Mutual trust – trusting in other team members and trusting in the team as an entity

15. High Preforming Teams • High-performance teams have ten characteristics that are recognized to lead to success • Managing conflict – dealing with conflict openly and transparently and not allowing grudges to build up and destroy team morale • Clear goals – goals that are developed using SMART criteria; also each goal must have personal meaning and resonance for each team member, building commitment and engagement

16. High Preforming Teams • High-performance teams have ten characteristics that are recognized to lead to success • Defined roles and responsibilities – each team member understands what they must do (and what they must not do) to demonstrate their commitment to the team and to support team success • Coordinative relationship – the bonds between the team members allow them to seamlessly coordinate their work to achieve both efficiency and effectiveness • Positive atmosphere – an overall team culture that is open, transparent, positive, future-focused and able to deliver success

17. The Five Dysfunctions of A Team • Absence of trust • Unwilling to be vulnerable within the group • Fear of conflict • Seekingartificial harmony over constructive passionate debate • Lack of commitment • Feigning buy-in for group decisions creates ambiguity throughout the organization • Avoidance of accountability • Ducking the responsibility to call peers on counterproductive behavior sets low standards • Inattention to results • Focusing on personal success, status and ego before team success

18. Planned Obsolescence • Overarching Goal • To create an environment where the group can practice all of the high preforming team characteristics with minimal influence from the advisor. • Goals • Reduce the current dysfunctions, through group developments and individual meetings. • To have the group define their purpose on-campus, and within the region, and nationally. • To have the group determine their goals for the future, and create a two-year strategic plan to achieve them. • To shift accountability from the advisors to the group. • Allow the group to struggle, to allow leadership and civil discourse. • Get out of their way, and allow them the space to be great.

19. Dan Pink • http://youtu.be/u6XAPnuFjJc

20. How Do We Get There? Goals and Vision Worksheet

21. Identify the three most important roles. What is your unique contribution to the communtiy? List all of the roles that organization plays for this community? Vision Statement As a group what do you value?

22. What do you want students to say about your organization? What difference or change do you want to make happen in the community? What do you want your legacy to be? If there were no restrictions of time, money, space, or staffing, what would you as an organization accomplish?

23. VISION: The end result of what you want to have done. It’s a future oriented, detailed description of outcomes you want to accomplish. Ideally what you want to exist, or have happen as a result of your efforts. Executive Board Vision Statement MISSION STATEMENT: This should be a statement of why you exist or what you want to be. This is your purpose. Ideally it should be one sentence, easily repeatable, and inspiring. Executive Board Mission Statement How does this support the residents of your community? How will you hold each other accountable? What do you realistically want to accomplish this year?

24. Executive Board Goals 1)__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 2)__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 3)__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 4)__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 5)__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Spend Some Time Tonight and Tomorrow Thinking about your ACTION PLAN! Remember that these are those smaller steps you need to take in order to accomplish your goals. They should be: SMART! Action plans should answer the questions: What needs to be done? How should it be done? Who will do it? By when? What are the desired results? How will you know when you’ve succeeded? GOALS: Big steps towards accomplishing your mission/vision. They should constitute a stretch (not something you know you can easily reach). They should be aligned withprinciples and values. Goals, when accomplished, should bring you closer to your vision..

25. What do you value? What guides your life? How will you demonstrate these qualities in your current position? What characteristics do you admire in a leader? Personal Vision and Goal Setting

26. Personal Vision Statement What challenges will you face this year? What changes do you want to see happen this year? What strengths do you bring to this position?

27. Personal Goals 1)__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 2)__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 3)__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 4)__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 5)__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Spend Some Time Tonight and Tomorrow Thinking about your ACTION PLAN! Remember that these are those smaller steps you need to take in order to accomplish your goals. They should be: SMART! Action plans should answer the questions: What needs to be done? How should it be done? Who will do it? By when? What are the desired results? How will you know when you’ve succeeded? Personal Mission Statement

28. What Do our students Want? • To be A High Functioning Team Through: • Purpose • Mastery • Autonomy • Advisers help by creating structured strategies to: • Reducing Dysfunctions through partnerships with students • Helping the group define their purpose (As a Group & Individually) • Encourage the HPT characteristics • Allow the group to be independent • Re-defining your success as an adviser • Encourage strengths-based delegation & skill development

29. Roundtable - Brainstorm • How do you work with your groups to create a sense of purpose? • How do you encourage mastery of skills and strengths-based delegation? • What strategies do you employ to increase the group’s independence?

30. Thank You For ParticipatingReferences Are Available Upon Request