The purpose of this survey is to better understand leadership needs for Pennsylvania farmers and agricultural professionals. If you belong to this profession and are a Pennsylvania resident, please consider completing the survey. This survey will help improve leadership programming and resources available to Pennsylvania farmers and agricultural professionals. The questionnaire will take about 10 minutes to complete. Participation is voluntary and you may withdraw from answering questions at any point in time. If you have any questions, feel free to contact Mariah Stollar at mks370@psu.edu or Dr. Suzanna Windon at 814-863-3825 or sxk75@psu.edu. Click here
Five techniques to help get your leadership abilities into ship shape by John P. Wodehouse, Penn State Extension Chester County , 2019
Ship sailing on the ocean. (Photo credit: mariamichelle, Pixabay)
The need to lead and the want to follow are ubiquitous human values that are integrated into everyday living. To improve leadership abilities, begin by knowing what it is to be a good citizen of your organization, to become a better follower (Sosik, 2015). A unique style will emerge, and your leadership abilities such as motivating others will strengthen. Work on the entire gamut of improving listening and communication skills, including self-talk, communications in groups, one-on-one settings, and in public. This article will take a look at five learnable leadership skills you can advance right now that will enhance your leadership abilities and help you improve accountability and credibility as a motivated productive leader and loyal follower.
At different times in life, we all lead, and we all follow. These are the day to day contexts and situations we all find ourselves lucky enough to say yes or no to. There is a cyclical relationship between what we envision, what we strive for, what we do to get there, who we take with us, and who inspires us to do it.
5. Communicate your vision… in their “language”…with integrity, so they actually understand what you are saying.
Sosik’s book examines the effectiveness of telling a morally driven story and speaking in terms universally understandable (meaning limiting the usage of puns jargon acronyms and words with dual meanings) in a multicultural global business place. When leaders choose words of courage to lift hearts and bravery to press on, along with heroic positivity, followers are more likely to join in the charge. Competencies such as telling people in a way that is clearly comprehended in the minds of others improves over time. Are these leadership abilities in us the whole time from birth (nature) or can they be learned (nurture)? In short, both. Leadership is not in you, the combination of skills and abilities behaviors and virtue are. It is your goal to figure out your passions your power and purpose. Leadership is not something that can be measured like a liquid, or weight. What can be measured, are the traits and behaviors of the leader and the actions of the followers doing the things the leader inspires them to do (Seligman 2010). Things like products, projects, revenues gained and more. If words get mixed up, or taken out of context, the message might get cloudy and people will not explicitly know of what is intended from the leader.
4. Develop a sense of the higher purpose.
This is not about spirituality. Nor is it easy to figure out because it answers the question of why a person is doing what they are doing, whether they are leading or following. Figuring out what makes a person tick (what drives them) and for that matter, what makes you tick, is equally important in leadership because the motivation to lead and to follow are fundamental to implementation and performance. Develop a communication style that not only portrays the task, but also speaks to higher purpose, stirs passion and helps to inspire people from the inside out. They in effect, will lead themselves.
3. Recognize the fruits of failure.
The most poised leaders make mistakes, lots of them. Seek new opportunities to try new ideas without the fixed mindset of failure holding you back. Remove the phrase failure is not an option from your vocabulary and replace it with, failure is another outcome to learn from.
2. Embrace the Leadership Model.
Lead people to a more prosperous future by becoming a role model and a citizen of excellence in your organization. By rolling the sleeves up and serving as a role model, co-workers management and followers will see the depth of your character in a variety of situations, and it shows you are not afraid of doing what you say you want others to do. This also builds trust and credibility.
1. Live the principles and transform others to strive for more than buying in.
The art and science of transformational leadership begins and ends with exercising motivational communication, both verbal and non-verbal. The most inspiring leaders are open minded, they have open body language and go beyond just saying words, they bring them to life transforming and motivating others to go beyond excellence. What are you waiting for, get out there and navigate the organizational waters in your own leader ship.
Sources: –Sosik. John. J. (2015). Leading With Character Stories of Valor and Virtue and the Principles They Teach. Second Edition. IAP-Information Age Publishing Inc. –Seligman, M. (2011). Flourish: A visionary new understanding of Happiness and Well-being. New York, Atria Paperback.
Please join us on July 26, 8am-12pm at the Penn State Visitor Center in State College, PA for a free leadership workshop. This workshop will teach participants how to build trust-based communication and collaboration with your staff and stakeholders. You will also gain the skills needed to measure the potential impact of your environmental outreach program on adult participants.
Who Should Attend?
Outreach and education professionals in natural resources and the environment.
To Be Covered
Module 1: Managing for Trust and Improved Collaboration
This module will teach best practices for implementing trust to help cultivate a more collaborative and successful work environment
What you will learn:
Trust-busting communication
Develop skills that help to build a trust
Understand trustworthiness
Receive tips for how to use components of trustworthiness
Learn how to improve trust-based collaboration using strategic thinking
Module 2: Evaluation Concepts for Environmental Outreach Programs
This module will introduce program evaluation concepts and discuss strategies for measuring the impact of your outreach program on adult audiences.
What you will learn:
What is short-term impact
Characterize customer demand for information
Identify measurable short-term outcomes
Question design
Data management, analysis and reporting
What to Bring
Participants will be provided workshop training materials but are encouraged to bring an open mindset and examples of their educational program plans and survey tools.
This workshop will teach you: • Effective conflict management skills to minimize the lingering effects of conflict • Trust-based communication strategies to help you to assimilate a culture of implementing trust with your partners and collaborators. • Mindfulness practices to improve your well-being, your relationships, and your work atmosphere.
Who should attend: Farmers, ranchers, agricultural workers, farm market managers, and individuals who are working in aligned businesses.
Mariah Stollar is practicing mindfulness with 4-H’ers
Penn
State Extension Leadership Network team member Mariah Stollar developed and
delivered a mindfulness program for Pennsylvania 4-H’ers. The program is a
two-hour workshop that introduces youth to the concept of mindfulness. Youth also
try out mindfulness activities and set goals for mindfulness practice.
More
specifically, youth learned about the concepts of mindfulness and mindful
living, ways to practice mindfulness, and how mindfulness relates to leadership
and 4-H. Youth also set personal goals for practicing mindfulness after the
workshop.
Overall,
youth seemed to enjoy the activities and engage with the sessions. One youth
from the pilot session shared, “It helped me relax.” Another youth said: “If
I’m stressed about anything, I can use breath awareness.” When asked how
mindfulness could help you be a better 4-H’er, another shared, “If you’re the
president…if they’re all talking at once you won’t just flip out on them.”
At
Camp Kanesatake, one participant shared a broader application, “Mindfulness can
help you work in a group better.” Another commented on the goal-setting: “I
liked being able to set our own goals so that we could apply them after the
workshop.” Youth also discussed how it was nice to take a break and breath from
the busyness of their days at camp. A couple participants shared they learned
things that could help them manage anger and other negative emotions.
Another
youth shared that they thought mindfulness could apply to 4-H club activities
and service events.
The
pilot program at the Pennsylvania 4-H Junior State Leadership Conference
reached 14 participants. At Camp Kanesatake, 48 youth were reached. Mariah also
plans to deliver the program in July at Camp Hervida in Ohio.
Continue
to check the Penn State Extension Leadership Network blog and Facebook page for
updates on Mariah’s project.
Mariah Stollar is a Graduate Research
Assistant in Penn State’s department of Agricultural Economics, Sociology, and
Education. Her research and teaching interests are youth and adult leadership,
with a focus on mindfulness. You can contact her at mks370@psu.edu.
Do you desire to become a more impactful and inspiring leader? Join us for Discover the Leader Within, a one-day executive workshop to evaluate and strengthen your leadership foundations. If you are seeking to expand your knowledge, improve and enhance your individual and group leadership skills, or looking to go from great to ultimate, this high level workshop is for you!
Gain insights from Extension Leadership Educators, speakers and experts. Develop a personal leadership improvement plan to serve as framework to improve future outcomes. Identify situations and contexts to develop long term cohesiveness to improve team performance. Expand your professional network. Discover the leader within you while gaining insights and understanding of leadership at a personal level. Learn collaborative team building dynamics and behaviors that boost performance. Explore how to approach complex situations in creative ways.
To be held July 17, 2019 at the Chester County Government Services Building, 601 Westtown Rd, West Chester, Pennsylvania 19382
Join us on 7/19/19 at the Penn State Visitors Center in State College, PA from 8am to 12pm.
This workshop will teach you: • Effective conflict management skills to minimize the lingering effects of conflict • Trust-based communication strategies to help you to assimilate a culture of implementing trust with your partners and collaborators. • Mindfulness practices to improve your well-being, your relationships, and your work atmosphere.
Who should attend: Farmers, ranchers, agricultural workers, farm market managers, and individuals who are working in aligned businesses.
Strauss and Rager (2017) developed the Master Volunteer Life Cycle Model. The model describes the full life cycle of a Master Volunteer’s term through three phases of volunteer’s experience, including Recruiting, Volunteering, and Assessing.
Recruiting Phase: finding volunteers to join the program *volunteer motivation *education *match (assign to a role)
Volunteering Phase: helping volunteers to complete tasks *job description *providing resources *volunteer work communication *constructive feedback
Assessing Phase: helping volunteers reflect on their experience and adjust as needed *continue role *new role *break (temporarily or exit)
Volunteer program coordinators and managers can use the model to support volunteers and enhance their experience in volunteer service.
Do Latinos Volunteer? The Latino population are potential volunteers for Extension in Pennsylvania. The Latino community represents approximately seven percent of the state’s population (U.S. Census, 2018). Hobbs (2001) conducted a focus group with 18 individuals to better understand how organizations can involve Latinos as volunteers. Research results suggested the following tips: *Build a trusting relationship with Latino communities *Identify potential volunteers through explaining how they can help their community *Invite Latinos to participate (personally or via social media) *Support Latino volunteers (i.e. create a culture supportive of Latinos) *Recognize Latino volunteers (celebrate their success by inviting families to recognition events)
Tips How to Provide Supportive Environment for Latino Volunteers 1.Commit to cultivating a long-term relationship with the Latino community 2. Have a voice – hire Extension professionals with language skills and cultural understanding 3. Provide emotional support that meets their empathy, kindness, love, and trust needs 4. Provide instrumental support that helps them do their job more effectively 5. Provide informational support to deal with personal and professional problems 6. Provide appraisal support that is relevant for self-examination and cultural comparison.
Source: Hobbs, B.B. (2001) Diversifying the Volunteer Base: Latinos and Volunteerism https://www.joe.org/joe/2001august/a1.php Latz, M.E. (2004) Gain the Edge. St. Martin’s Press, New York, N
A Coach Approach to Extension Education Consider employees, clients, and volunteers you have coached within your Extension work. Now, think about your motivations for coaching them. Do any of them align with Franz and Weeks’ (2008) identified motivations for coaching.
Here are the following reasons we may utilize in coaching within Extension: *Employee career development *Increased job satisfaction and fit *Increased productivity Improved employee retention *Positive cultural assimilation *Transfers training into practice *Higher employee loyalty to the organization *Improved educational programming/products *Reduced employee time for training *Improved ability to deal with change *Lessens personal dilemmas that impact work *Increased skills in program planning and implementation *Better understanding of the Extension political and economic climate
Allen (2013) suggested that Extension education should embrace the practice of coaching to improve Extension clientele experience. The purpose of coaching is to help a client discover, clarify, and design a path to success. The author proposed to switch from an expert-learner model to a student-focused model that will help using individual desire in the learning process. This model will help:
1. Build a partnership relationship with your Extension client 2. Develop a vision of success with your client (recognize client’s needs) 3. Create accountability through action steps.
Include the following elements in the coaching practice: *Problem identification *Goals clarification *Exploring options *Action steps *Observing results and evaluation *Provide support
Also, consider the people you work with who may lack effective coaching due to your lack of training in this area. Reflect on how you can learn more to more intentionally coach employees, clients, and volunteers. Brainstorm specific challenging situations you are facing that you can address with effective coaching.
Source: Allen, K. (2013)Coaching: A tool for Extension Professionals, Journal of Extension, 51(5),https://www.joe.org/joe/2013october/iw1.php Franz, N., & Weeks, R. (2008). Enhancing Extension employee coaching: Navigating the triangular relationship. Journal of Extension, 46(5).
Steps for Having an Effective Coaching Conversation Allison (2011) defined a coach as a “thought partner,” or someone who helps people set goals and supports the process to achieve these goals by holding the coachee accountable. How should one engage in an effective coaching conversation? Allen outlined “The Coaching Conversation Process” in her book Leadership Performance Coaching. For a 50-minute meeting with an employee, volunteer, or client you coach, utilize times in parentheses to stay on track.
Step 1: Greetings & Accountability (5 minutes) –Coachee provides updates since last meeting. Focus on the progress they have made toward their goal. Step 2: Focus the Conversation (3 minutes) – Help your coachee refocus if needed; bring the goal closer to reality. Step 3: Listen (10 minutes) – Don’t interrupt, take notes, keep track of their progress. Step 4: Deepen Understanding (10 minutes) – Clarify as needed; a summary statement is important at this stage. Step 5: Interact Through Questions (15 minutes) – Engage in critical thinking: ask questions, consider external perspectives, and generate new ideas. Step 6: Reflect and Brainstorm (5 minutes) – Move forward with questions and select the best ideas. Step 7: Commit to Action (2 minutes) –Involves action steps, accountability, and action planning.
Source: Allison, E. (2011). Leadership performance coaching. Lead+ Learn Press.
Penn State Extension Leadership Network 