Foundations of Leadership is an introduction to the key areas of leadership development and establishes a baseline for leadership growth and development.

• Demonstrate a basic appreciation of core leadership principles.
• Exhibit an understanding of different leadership styles.
• Establish a foundation for leadership development and professional growth.

A personal commitment to individual leadership development is essential for growth and advancement. Skills that you presently have are unlikely to be enough for the challenges in the future. The bottom line is, those who are personally committed to grow and adapt will be the most successful and have a greater sense of well-being.

• A renewed personal commitment to actively and continuously work at leadership development.
• An understanding that different situations and levels or responsibilities will call for different skills and approaches.
• The development of a strategic developmental plan that enhances strengths and compensates for weaknesses.
• The creation of a formal system of feedback and accountability.

Through an understanding and review of Lominger's 67 Competencies, you will evaluate and prioritize the competencies necessary to be an effective leader in your organization. Competencies will be evaluated alongside your organization's vision, mission, and values.

• The ability to identify the competencies that enable effective leadership within your leadership team and staff.
• Competencies can be applied in a gap analysis both personally and in your organization.
• Enabled to use theses competencies to establish recruitment and staffing profile.
• Integrate competencies in a professional development plan.

This session will emphasize that leaders for the 21st Century must understand that leadership requires enhancing relationships and creativity among team members of an organization. Caring, showing interest, fairness, demonstrating trustworthiness, and understanding while at the same time managing ambiguity, creativity, managing diversity, and system complexity are directly related to the success of the 21st century leader and the organization.

• Using MBTI (Myers-Briggs Type Indicator) participants will understand their own leadership psychology.
• Participants will gain insights into the needs of those around them who are essential to fulfilling organizational goals.
• Participants will learn that failure and success are primarily tied to:
  • Developing constructive relationships among members of the team or organization.
  • Having effective communication between leader and team members.
  • Demonstrating the value of human differences

Great teams that deliver great results have at least five common denominators. These characteristics separate them from teams that under-perform or crash and burn. These characteristics are: A solid foundation of expectations, a compelling vision, a team structure that works, organizational support, and hands-on coaching.

• Shared commitment, skills, and coordination.
• The ability to diagnose the five dysfunctions of a team.
• Reaffirm and value the effectiveness of a team process.
• Understand the role of a team leader.

Effective coaching empowers others by agreeing on challenging goals, discovering responsibilities that bring out the best, and discovering new ways to creatively develop the potential of team members. Coaching and empowerment are also mechanisms to confront difficult situations and at the same time earn trust and respect as a leader.

• Learn how to reinforce behavior and motivation of peak performers.
• Learn how to anticipate and confidently handle difficult responses to coaching.
• Learn how to achieve agreement on areas of poor performance and developmental and action plans to improve them.

By the end of this decade 64 million skilled workers will be able to retire. Is the new workforce different from the retiring workforce? A focus on generational differences presumes that each generation is fundamentally different, thus, leading to frustration and stress. Participants will be enabled to recognize the values that bridge generational gaps and within the context of a healthy organizational culture, can strengthen the workplace.

• Participants will be able to identify generational similarities that transcend generational differences.
• Participants will gain understanding of the importance of context in discerning generational issues.
• Participants will learn to appreciate that people from different generations are largely alike in what they think, believe, and want from work.
• Develop skills to align a cohesive team and staff that is multi-generational.

The process of conflict resolution assists a leader to: Clarify the facts, the players, and the positions; Explore the most workable options; Move to the most positive outcome; Answer what are the legitimate needs and concerns. The positive resolution of conflict enables an aligned leadership team to work effectively and efficiently.

• Learn basic principles of conflict resolution and how to apply them.
• Recognize legitimate needs and concerns and avenues for positive resolution.
• Highlight how resolved conflict empowers a team.
• How to move form conflict to constructive change.

You will work through the fundamentals of effective communication and how our personalities heavily influence our communication with others using the DISC personality profile. Through communication assessments and exercises you will be able to evaluate and improve your communication with others in your organization and team as well as in your personal life.

• Through an assessment understand how your personality profile positively and negatively effects communication with others.
• How this understanding of a personality profile can be used to improve communication at all levels of the organization.
• Work through several case studies to understand why and how you communicate and how you can adjust your communication style to be a more effective communicator with others.
• Recognize and appreciate different communication styles in a diverse work group.

This assessment examines the ways in which we prefer to communicate, how to improve your communication with others, how others communicate, why misunderstandings frequently occur, and how to apply this information at work. Focus is on application and the responsibility of the leader to model effective communication.

• How to recognize your communication pattern
• Making communication personal
• The dynamics of communication with others
• Applying effective communication skills at CRHS

To encourage leaders to develop direct reports through empowering assignments and leadership development exercises that result in professional growth and competence.

• Leaders will be motivated to take care of their people.
• Leaders will know the difference between a boss and a leader.
• Leaders will be enabled to develop others.

To challenge and equip leaders to have an expertise in leading a diverse team and workforce. Dynamics to be addressed are race, dominant/subordinate relationships, power, privilege, oppression, “…isms”, and class.

• Culturally competent leaders who:
  • Possess awareness of their own assumptions about human behavior, values, beliefs, preconceived notions, and personal limitations
  • Actively seek knowledge about the worldviews of culturally diverse people.
  • Actively develop and practice appropriate, relevant, and sensitive skills in working with culturally diverse people

You will work through the elements of strategic planning: Definition, Direction, Movement, Alignment, and Measurement. Using the framework and through interaction you will move through the vision creation process.

• A clearer understanding of the process for strategic planning.
• The ability to recognize the difference between tactical and strategic planning and thinking.
• Deeper appreciation for the impact of vision.
• Equipped to use this process to create vision, alignment, and a strategic plan.

Emphasize the impact of change, present a model for taking charge of change, and stress the importance of a leader in implementing change.

• The ability to follow a deliberate process for change.
• Equipped to be proactive rather than reactive to change.
• Better able to lead an organization in a rapidly changing environment.
• Learn skills that are immediately applicable and necessary to take charge of change.

What kind of leaders do we need in our schools? Someone with quick answers, decision making abilities, strength, direction for the future, and who can make complex problems simple? Instead of looking for traditional leadership styles and simple solutions, should we be developing leaders who will challenge us to face problems for which there are no simple, quick, painless solutions? Present and future challenges will demand leaders who will require us to learn new ways.

• Participants will be introduced to the 5 elements of Adaptive Leadership.
  1. How to contain the stress of a situation.
  2. How to direct and control the flow of information.
  3. How to clearly frame the central issues.
  4. How to contain and manage disorder.
  5. How to choose the most effective decision making process.

The climate and culture of an organization is determined by a variety of factors, including individual character, established policies and practices, actions of leaders, and environmental mission issues. Participants will discuss and identify characteristics of a healthy climate and culture and complete a brief assessment.

• Identify the difference between a healthy and unhealthy organizational climate and culture.
• Develop a strategy to improve organizational climate and culture.
• Learn to role model an example of a healthy climate and culture.

This is an interactive session that highlights the fundamentals of project management. The fundamentals are planning, organizing and managing resources to bring about the successful completion of a specific project.

• Participants will be enabled to work through the triple constraints of project management: Time, Cost, and Scope.
• Participants will be able to distinguish the difference between project management and processes and regular operations.
• Participants will learn that projects must be achievable, measurable, and aligned with the organization's mission.

You can't manage time – time just is! You can manage yourself. The core activities of using your time effectively are: managing activity and energy, defining desired outcomes, and determining actions that must be completed in a specific time frame. Time management is the principles and systems that people use to make a conscious decision on priorities that will occupy their time.

• Skills that will help determine priorities.
• Skills to develop a process that uses time effectively.
• Skills to organize and track progress.
• Skills to execute in a timely manner.

Life and work are a series of good and bad decisions followed by action in line with those decisions. Decisions are made based on data, analysis, intuition, wisdom, experience and judgment. Timely decision making is simply making good decisions as soon as possible. Timely decisions do not sacrifice quality. This session will address the skills to make quality decisions as soon as possible.

• The ability to identify and address the barriers to timely decision making including perfectionism, lack of organization, procrastination, and others.
• Identify and address three common errors in making quality decisions. They are confusing assumptions with facts, not taking into consideration causality, and making generalizations.

To understand the impact of image, service, and how leaders respond and interact with internal and external customers. This session emphasizes a consistent pursuit of excellence in the customer experience, the importance of agility, and alignment.

• Reliability—always provides what is promised.
• Responsiveness—always willing to listen, react, and assist.
• Consistency—excellence at all times.
• Behavior—good attitude and good manners at all times.