The Gods Of Enrollment Management With Clouds

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This presentation was created to show others how they can possbily take ownership of their leadership potential. It starts with looking at the person, next the group, then how to lead the group.

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  • Dissatisfaction+Vision+ A Concrete First step > Inertia1) Understanding yourself, because the person you will always find hardest to lead is yourself. 2) You must take responsibility for your own development. Follow your compass and not your clock. Follow your dreams and not a time.
  • What’s the difference between them: Managers do the right things, Leaders do what is right. Managers maintain the status quo, leaders make their own path.The Average person suffers from three delusions:Good Driver, A Good Sense of Humor, Good ListenerThe word manager comes from the Italian word “Maneggiare”-To Handle and Train HorsesBinary Thinking-Right or Wrong, Good or Evil/Picking a side quickly reduces other options. Might causing flip flopping which makes you look inconsistent. Thinking Gray-Try to keep your mind open to possibilities. Never make a decision that can be put off until tomorrow.
  • Author: Marshall Goldsmith Success Delusion: 1. I have succeeded-Rely on the past 2. I can succeed-Because of who I am I will be successful 3. I will succeed- Their most common excuse is: I meant to, I just didn’t have time 4. I choose to succeed- I am in charge of time and resources, which no one is.Obeying Natural Law: People will do something including changing their behavior only if it can be demonstrated that doing so is in their own interest as defined by their own valuesThe standard payoff for success: Money, Power, Status, and PopularityWinning too much:The most common problem. You don’t have to win every conversation. Always being better than people denies them their glory and it hurts future interactions with them.Making Destructive Comments Will this comment help our customers? …the company? …the person I’m talking to? …the person I am talking about?Show the world how smart you are through actions not by announcing itWe can live without recognition but not someone else taking credit for our work.Past glories belong where they need to be in the past unless you are using them as stepping stones to reach higher. Blunt and Subtle: Blunt blames others and Subtle blames our past our inherited DNA. Ask yourself why not?Settling by saying that’s me tells others that you don’t care about them
  • Feedfoward- Pick a behavior, Describe it, Ask for two Suggestions, Don’t Judge and Say thank youReasons people stay beyond pay
  • Author: John MaxwellGallup’s research shows that having a friend at work ranks higher than pay, benefits, and promotions as a factor that influences the degree to which workers are committed to their jobs.” Negative Self Image-Will live to their own expectationsPain Principle: Herman Hesse-”If you hate a person, you hate something in them that is a part of yourself. What isn’t a part of ourselves doesn’t disturb us.”The Hammer Principle: Go around looking for issues and you will find them. Use The 4 T’s-Total Picture, Timing, Tone, Temperature- Is your reaction part of the problem.The Elevator Principle: Helping others doesn’t happen on accidentThe Exchange Principle: You can’t always give, you have to want to receive information. You are not always right. Steven Sample: Seeing Double-Holding two ideas at the same time.The Charisma principle: Become interested in others, Smile, Remember Names, Be a Good Listener, Talk in terms of the other’s person’s interestThe Partnership : Two mindsets: Scarcity and Abundance: Are we fighting or working together?
  • Charles Handy
  • Trust is subjective. More likely to trust friends and exclude new employeesThe Club culture is how they obtain their authorityAt the center is the spider, the leader, the person who inspires the whole organization.For Apollo:Job Descriptions control what people do. Employees must fulfill the task with the job description. Supervisors are in place to make sure people don’t stray from their job descriptions. The Office tattle taleHate change: They usually respond to it first by ignoring it, then simply by doing more of what they’re already doing.If change is required, it is the systems and procedures, not employees, that change. Systems and procedures, not employees, that decide what happens. Everything happens for a reason. If you have all the facts, skills, and experience you will make the right decisions.Titles and Positions are only allowed to lead.
  • The only thing that counts is how well people can find solutionsIt is the task that drives the organization-not the job descriptions as in Apollo or personalities in ZeusExpertise and Experience are more impressive than titles or positions. Must build a case for credibility.More inclusive with new leaders.Dionysians:If we want a safe and lawful society, we have to be lawful ourselvesAll partners are equal so decisions have to be by concentThe stars represent individuals with separate goals and talents. They gather in the circle only because they know that joining with a group helps them achieve their individual goals
  • Steady State-Things you do everyday/ApolloDevelopment-Things you think of to push the business ahead; AtheniansAsterisk-unpredictable things that happen; Zeus or DionysianManagement activities are handled by allYour organizations size determines what gods to listen to i.e. small Athenian large ApolloLife Cycle: slow: Apollo and Zeus Fast: Dionysis and AthenaWork Patterns: Flow – Dionysis Athena, and Zeus Copy ApolloPeople: Culture, Age, and Education
  • Young People: Hate ApolloHighly Educated: love zeus and DyonisisBridges:Human and Centralized Information, Group activities by project rather than by functionCommon Language: Brings and keeps groups togetherError Slack-Leaving Room for errorsStaffing slack-too many hands in the potInvestement slack-too many resources
  • The trick is not to make change go away; the trick is to change the way you think about it.
  • People that always say no; they believe they are providing a service by saying no. They think they are saving the group time. The only thing they do is discourage creativity. Golden Bridge: Don’t destroy others, allow them to bow out gracefullyDead Ground: Push people into a corner and they will attack.Confront a person only if you care about that person. Meet together as soon as possible. First seek understanding, not necessarily agreement. Outline the issue. Encourage a response. Agree to an action plan. Never let the situation mean more than the relationship. It is more rewarding to resolve a situation that to dissolve a relationship. THINK-Is it True? Helpful? Inspiring? Necessary? Is it Kind?
  • Bolman and DealFactories- Rules, Roles, PoliciesFamilies- Needs, Skills, RelationshipsJungles- Power, Conflict, CompetitionTemples & Carnivals- Culture, Meaning, Ritual, Ceremony
  • The Gods Of Enrollment Management With Clouds

    1. 1. The Gods of Enrollment Management<br />And other leadership myths<br />North Carolina Central University<br />Jairo McMican, Assistant Director<br />jmcmican@nccu.edu<br />
    2. 2. Dedication<br />This presentation is dedicated to the three women that changed my work experiences into something great:<br />Safi Mahaba, Jennifer Matheny, & Marlena Renwick<br />2<br />
    3. 3. Topics to be discussed<br />Purpose<br />Why we need you<br />Leadership Myths<br />What Got You Here, Won’t Get You There<br />Winning with People<br />The Gods<br />Change and Conflict<br />3<br />
    4. 4. Why Your Job Needs You!<br /><ul><li>Are you in your job to do something, or are you in your job for something to do?</li></ul>The Most Important Quality Necessary to be a leader is desire~Roger Fulton<br />D+V+F&gt;I<br />The Two Key Steps to becoming an Authentic Leader.<br />The Compass and Clock<br />4<br />
    5. 5. Leadership Myths<br />The Position Myth: “I can’t lead if I am not at the top”<br /> The Destination Myth: “When I get to the top, then I’ll learn to lead”<br /> The Influence Myth: “If I Were On Top, Then People Would Follow Me”<br />The Inexperience Myth: “When I Get To The Top, I’ll Be In Control”<br /> The Freedom Myth: “When I Get To The Top, I’ll No Longer Be Limited”<br />The Potential Myth: “I Can’t Reach My Potential If I’m Not The Top Leader”<br /> The All-Or-Nothing Myth: “If I Can’t Get To The Top, Then I Won’t Try To Lead” <br />5<br />
    6. 6. Different Types of People<br />Managers and Leaders<br />Binary thinking<br />Closes the Mind to more information<br />Flip-Flopping<br />Thinking Gray<br />6<br />
    7. 7. What got you here won’t get you there<br />Success Delusion<br />Obeying Natural Law<br />Bad habits that hold you back from the top<br />Winning Too Much<br />Making Destructive Comments<br />Telling the World How Smart We Are<br />Claiming Credit That We Don’t Deserve<br />Making Excuses<br />Clinging to the Past<br />Hey that’s Me<br />7<br />
    8. 8. What got you here ……<br />FeedFoward<br />If you stay in this company, why are you going to stay?<br />I am finding meaning and happiness now. The work is exciting and I love what I am doing.<br />I like the people. They are my friends. This feels like a team, like a family. <br />I can follow my dreams. This organization is giving me a chance to do what I really want to do in life. <br />8<br />
    9. 9. Winning with People<br />The Mirror Principle<br />The Pain Principle<br />The Hammer Principle<br />The Elevator Principle<br />The Exchange Principle-Seeing Double<br />The Charisma Principle<br />The Partnership Principle<br />9<br />
    10. 10. Gods of Enrollment Management<br />Zeus, The Patriarch of All Gods: Represents the culture of charismatic leaders who follow their instincts<br />Apollo, The God of rules and Order: Represents the culture of bureaucracy and management control<br />Athena, Problem Solver Goddess: Represents project based teamwork<br />Dionysus, The God of Wine and Song: Represents the culture of individualism and independence<br />10<br />
    11. 11. Zeus leaders look for power over people and events<br />The Club Culture-trust is less <br /> expensive than control procedures<br />Job Descriptions<br />Machines are predictable<br />Dealing with Change<br />Logical, Sequential, and Analytical<br />Titles and Positions<br />11<br />
    12. 12. Finding Solutions<br />The Task<br />Expertise and Experience<br />Your own destiny<br />No Boss <br />12<br />
    13. 13. Why are the Gods needed?<br />Steady-state Activities<br />Development Activities<br />Asterisk Activities<br />Management Activities<br />Finding the Balance<br />Size<br />Life Cycle<br />Work Patterns-Flow vs Copy<br />People<br />13<br />
    14. 14. God Preferences<br />Young People<br />Highly Educated<br />Cultural Tolerance<br />Bridges<br />Common Language<br />Slack<br />14<br />
    15. 15. Technical vs. Adaptive Challenges<br />Technical-Every day problems for which we have the necessary know how and procedures<br />Adaptive- They require experiments, new discoveries, and adjustments from numerous places in the organization or community<br />15<br />
    16. 16. Change<br /><ul><li>Habits, values, and attitudes come from somewhere and to abandon them means to be disloyal to their origin.
    17. 17. Jack Welch’s Seven Steps of Dealing with Change</li></ul>Explain the new rules of engagement<br />Deal with change head-on<br />Paint a vivid picture of the finish line<br />Candor first, foremost, and always<br />Over-communicate<br />Exploit the opportunities that change brings<br />Reiterate that change never ends.<br />16<br />
    18. 18. Conflict Management<br />Congenital Naysayers<br />Golden Bridge<br />Dead Ground<br />The Confrontation Principle<br />The Situation Principle<br />The Bob Principle-THINK<br />17<br />
    19. 19. Reframing Organizations<br />Structural<br />Human Resource<br />Political<br />Symbolic<br />18<br />
    20. 20. Sources<br />Bennis, W. (2009). On Becoming A Leader. New York: Perseus Books Group.<br />Bolman, L. G., & Deal, T. E. (2008). Reframing Organizations. San Francisco: Jossey-Bass.<br />Buffington, P. (2003). Cheap Psychological Tricks for Parents: 62 Sure-Fire Secrets and Solutions for Successful Parenting . Atlanta: Peachtree Publishers.<br />Freiberg, K., & Frieberg, J. (2004). Guts! New York: Double Day.<br />Gardner, J. W. (1990). On Leadership. New York: The Free Press.<br />Grint, K., Nelson, D., & Bratton, J. (2008). The Art and Science of Leadership. Mason: Cengage Learning.<br />Heifetz, R. A., & Linsky, M. (2002). Leadership on the Line. Boston: Harvard Business School Publishing.<br />Kouzes, J. M., & Posner, B. Z. (2007). The Leadership Challenge, 4th Edition. San Fransisco: Jossey-Bass.<br />Machiavelli, N. (1992). The Prince. Toronto, Ontario: General Publishing Company, Ltd.<br />Maxwell, J. G. (2004). Winning with People. Nashville: Thomas Nelson, Inc. .<br />Sample, S. B. (2002). The Contrarian&apos;s Guide to Leadership. San Francisco: Jossey-Bass.<br />Sanborn, M. (2004). The Fred Factor. New York: Double Day.<br />Tichy, N. M., & Cohen, E. (2007). The Leadership Engine. New York: HarperCollins Publishers.<br />Tzu, S. (1963). The Art of War. New York: Oxford University Press.<br />19<br />
    21. 21. In Closing<br />Thank You For Listening <br />Questions?<br />For any comments are suggestions please email me at jmcmican@nccu.edu<br />20<br />

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