Leadership Development

The BRIDGE: The Background Story on one of Extension’s Newest Signature Programs

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Not all problems are created equal. Using one’s intuition or past practices might work for solving very simple problems. Yet our past and our view of the future may limit our solutions. When we are facing an issue or challenge that requires a fresh solution and has many interrelated components — perhaps several different constituents are involved or can be affected by the solution — a more robust process will bring you a clearer, more novel solution. Based on Snowden’s (2007) research, there are four levels of problems – simple, complicated, complex and chaotic. As director of the Alber Enterprise Center, I helped to develop an issue management model specifically designed to resolve our clients’ complex problems.

The BRIDGEIn my own research comparing The BRIDGE Issue Management Process with other more basic problem-solving models, I determined that there are three features that differentiate our model. The BRIDGE:

  1. Identifies a system of interrelated solutions that resolve the issue;
  2. Provides templates for clients to document the desired outcomes, action steps, measurements, and resources into formal documents; and
  3. Gains buy-in from their respective organizations to implement and sustain the solution.

Deciding how to solve problems and issues can create a challenge in itself. Giroux (2009) conducted a study of the decision-making habits of small business owners and entrepreneurs in Canada. Using one’s intuition seems to be a common practice, as was learning from past incorrect decisions. Also, emotions may unduly influence the decision if the problem is critical to the success of the business. Without a formal process that helps them view the problem objectively, small business owners sometimes lacked the ability to make sound decisions (Giroux, 2009). They are limited by their past experience and their view of the horizon.

There is history in the phrase “issue management process.” It was coined by the late Howard Chase in 1976 to describe a process he crafted for corporations to manage their public relations image and to influence public policy. Although Chase restricted his model to the corporate and public policy environment, issue management eventually progressed into a discipline used by other types of entities to develop strategies for a wide range of issues in their respective environments.

As one of Extension’s newest “signature programs,” The BRIDGE: Issue Management Process, is not actually a program as educators know it. It is a tool that anyone experienced with facilitating groups can utilize to solve complex issues. The BRIDGE creatively incorporates adaptations of several organization analysis tools designed by business scholars arranged in a logical flow. First, the facilitator carefully chooses stakeholders familiar with the issue and invites them to a workshop to guide them through the process. The facilitator then coaches the participants to storyboard what they can control or influence about the issue; to reflect on where they are currently and what they want as an end result in measurable terms; and to identify forces driving the issue as well as barriers that must be overcome. The group then designs a comprehensive, multifaceted solution that specifies the action steps and addresses the human resistance to change that may hold back implementation. Creating an evaluation plan for monitoring the outcomes is the final phase of the process.

We use The BRIDGE when:

  1. there are many components to an issue that are interrelated, and minor changes to one component could cause major consequences to others;
  2. we want a creative solution that has not been done before; and
  3. we have a short time period to resolve the issue.

I hope that this post helps to broaden your perspective on problem-solving vs. issue management, and that the next time you’re faced with a complex issue, you’ll reach for The BRIDGE tool kit.

Myra WilsonMyra Wilson is program director for the Alber Enterprise Center located at The Ohio State University at Marion.

Cleveland’s Greatest Gift

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What comes to mind when you think of Cleveland, Ohio? Perhaps you know that it’s home to the Rock & Roll Hall of Fame and the 2016 NBA champion Cleveland Cavaliers. Maybe you’re familiar with the city’s rich legacy of business development, such as John D. Rockefeller’s establishment of Standard Oil in Cleveland in 1870. While the cultural and business accomplishments of this beautiful Midwestern city are impressive, Cleveland is also the birthplace to what may be one of the greatest gifts to the civilized world – and it all began with an inspired idea.

Cleveland as seen from Cleveland Metroparks Whiskey Island

More than 100 years ago, Frederick H. Goff, a successful lawyer and banker, envisioned an organization that would focus on developing Cleveland’s community by pulling together and harnessing the resources – the wealth – of the city’s philanthropists. That idea grew into the world’s first community foundation: The Cleveland Foundation. Within five years, Goff’s strategic idea inspired other cities, such as Chicago, Boston and Minneapolis, to establish their own community foundations. But the first – in the world – was born in Cleveland!

Today the Cleveland Foundation serves not only Cleveland, but counties nearby as well. With nearly $2 billion in assets, the organization has touched millions of lives by providing funding and by partnering with other organizations to strengthen the region’s schools and neighborhoods, health and wellness activities, cultural endeavors, and economic development.

Merwin’s Wharf in the Flats – Owned and operated by Cleveland Metroparks

One of the recipients of the many grants and scholarships offered through the foundation is the Cleveland Metroparks. This expansive area encompassing more than 23,000 acres includes 300 miles of trails, eight golf courses, eight lakefront parks, and the Cleveland Zoo. The Metroparks offers a myriad of outdoor activities focusing on education, recreation, conservation and sustainability – all within and surrounding this bustling, revitalized city. Perched on the southern shore of Lake Erie, the Metroparks provide urban residents and visitors opportunities for hiking, biking, kayaking, fishing (and ice fishing – Cleveland is a northern city, after all), dining, sledding, horseback riding, paddle boarding, swimming, and much more. This park system is funded by a variety of donations and grants, and presents tangible evidence of Frederick Goff’s idea to harness the wealth of the community for the benefit of all.

Cleveland Metroparks – Edgewater Park

Today, community foundations find ways to tap into the generosity of individuals from all economic levels. If it’s not in your budget to donate money to a charity of your choice, think about offering your time or expertise to help with their community outreach efforts. Winston Churchill said, “We make a living by what we get, but we make a life by what we give.” What an incredible gift Frederick Goff has given to the world – the idea that lying deep within the seed of generosity we plant today is the promise of a better tomorrow.

To learn more about OSU Extension’s educational programs focused on community development, visit go.osu.edu/seekexcellence.

 

Becky Nesbitt is an Assistant Professor and Extension Educator in Community Development with OSU Extension.

Join, Get Involved, Enhance Your Network, Broaden Knowledge and Give Back . . .

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As an OSU Extension professional, it is the time of year that we receive invitations to join or renew membership in professional organizations. I have been a member of one of those organizations, Epsilon Sigma Phi (ESP) for many years. For me, getting more involved in ESP meant that I was selected to present an IGNITE session at the 2016 National ESP meeting. This year my involvement in ESP included participating in the National Meeting as the Ohio ESP President Elect and an Ohio voting delegate.

The ESP National Meeting gave me numerous opportunities to enhance my network and broaden my knowledge. The event offered tours to learn about the local economy and special areas of interest as well as educational sessions for professional development. In addition to increasing my knowledge of local development and change, meeting new colleagues with similar interests from other states was a key benefit. From West Virginia to Maryland to California, the new professionals I have met provide a new and different perspective to my work. As new colleagues, we have maintained ties through social media and have even had fun participating in football tailgating.

This year, the ESP National Meeting initiated a mentoring program as a way for seasoned professionals to give back to the organization. Mentoring provided a means to share ideas and ask for advice. Other avenues for contributing to the profession include joining or leading a committee at the state, regional or national level. As over half of the participants at the ESP National Meeting were also serving as voting delegates for their states, giving back to the organization was clearly a priority for many of the attendees.

Whether you are looking to learn about current events and initiatives, network in a professional community or make the most of meeting new people, joining ESP is a step in accomplishing this.

Cindy Bond is an Assistant Professor and County Extension Educator in Guernsey County (Crossroads EERA).

Strengthening teamwork and leadership: conference planning-style

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When trying something new we’ve not done before, it doesn’t take us long to realize that proficiency requires a dedication to practice and in most cases a good bit of patience. And, you might say that Extension professionals work in teams all the time. It is not often, however, that we work together in national conference planning.

Logo photo courtesy of: ThisisCleveland.com and Larry E. Highbaugh, Jr.

CD professionals have been practicing teamwork and leadership skills around a singular focus since June 2014. That’s when the idea of hosting the annual conference for our professional association, the National Association of Community Development Extension Professionals (a.k.a. NACDEP), was first shared. After learning of our proposal’s success about 18 months later, even more opportunities to practice really kicked. For example, as a team, we have:

  • Participated in the past three NACDEP conferences like never before (i.e., ‘What does it take to put this on?’)
  • Encouraged colleagues to serve on the national NACDEP board (thank you, Nancy Bowen, treasurer; David Civittolo, president-elect; and Brian Raison, north central representative)
  • Served on a variety of prior NACDEP conference sub-committees
  • Worked together to identify our conference location (Cleveland) and venue (Renaissance Cleveland Hotel – Downtown)
  • Brainstormed and investigated the best things to experience in Cleveland

Exploring a potential conference MLW site: Edgewater Park

With Ohio JCEP’s support, a couple of weeks ago we were able to practice our teamwork and leadership skills in a face-to-face retreat at the conference venue in Cleveland. During this two-day retreat, we:

  • Investigated potential conference mobile learning workshop (MLW) ideas in small groups
  • Explored the conference hotel and surrounding areas
  • Continued our subcommittee work focused on sessions, speakers, sponsorship, publicity, hospitality, MLWs, etc.

This work required our best leadership and teamwork by subcommittee chairs and co-chairs, MLW investigation leaders, and situational leaders too. Even better, we were able to team up with members of the national NACDEP board in this work as they overlapped their annual face-to-face retreat with our conference planning retreat at the 2018 NACDEP Conference venue in Cleveland.

No doubt, there has been much to learn throughout this conference planning process. And when we consciously make the time for it, there is much to learn beyond the ins and outs of how to produce a top-rate NACDEP conference. Every day we have countless opportunities to actively and deliberately practice our skills necessary for working with others. Opportunities to strengthen our skills and build proficiency. The work that lies ahead will require our best teamwork and leadership.

Regardless of the task at hand or the challenge you face, how you go about practicing your skills is up to you.

Let’s ‘suit up!’

Greg Davis is a 2018 NACDEP Conference planning committee co-chair and Extension Assistant Director, Community Development.

Embracing the chaos

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Change. In our constantly evolving society, it is impossible to escape it. We see it in constantly shifting political ideologies. We see it in our communities, schools, homes and businesses through technology advancing faster than we ever imagined. We see it within our personal relationships as we move across the lifespan and from one life phase to another. And, we hopefully see it within ourselves when we try to adopt a new habit.

But what happens when the changes are quite drastic, or even worse, could bring about unpredictable results? As a 21 year old college student, I’ve experienced a variety of large scale and small scale changes. For example, the political climate in the U.S. is quite different now than when I was born. On a more personal scale, I left behind a small rural community at 18 and moved to a city with more diversity than I’d encountered in my entire life time. And on an even smaller scale, I’ve seen relationships with friends from home and friends I’ve made here evolve—some got stronger, and some have faded a little.

Yet in spite of all of this change in the world and my life, I have not shied away from the unknown. Sure, there have been moments where I was unsure about what was around the corner. But, if I’ve learned anything in my time at Ohio State, it is this: It is so important to embrace the chaos that change can be. I’ve embraced chaos as president of my sorority, where our organization’s membership has doubled in size in less than 2 years (and is still growing). I’ve embraced chaos after informing my parents (who have lived in my hometown all their lives) that I was considering attending graduate school in another state. And, with aspirations for a career in Extension, I’ve embraced the organized chaos surrounding its efforts to figure out where we will take the organization in the coming years. It’s been organized chaos, but chaos nonetheless.

Through these experiences, I’ve realized that change is a natural part of our lives. Instead of fearing change, I’ve realized how freeing it can be to embrace it. For example, if, while leading my sorority, I’d held tightly to the status quo for fear of change, we’d still be stuck with a variety of outdated policies and procedures.

A little faith can help too. A little faith in the notion that trying something new is worth the effort, even if the results don’t go exactly as we might have anticipated. Although my parents were initially shocked at my idea of moving away, they have begun to warm up to the idea and are now very supportive. Again, we need to “embrace the chaos,” no matter how hard it may seem in its early phases.

As you encounter change in your personal and professional life, I hope that you will resist the tendency to stick to the status quo and allow yourself to have faith it will all work out. Change doesn’t have to be scary—it can actually be very exciting. And for even more excitement, why not consider how you could help someone else embrace their own chaos?

Mariah Stollar is a Student Assistant for the State CD Office. She is a senior at The Ohio State University, majoring in community leadership.

The end of diversity initiatives?

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I recently overheard a business person in a leadership position say he was glad that we (referring to a broad collective of business, industry, education, and government organizations) have invested in training and action related to expanding diversity in our workplaces. But, he then said those programs “are kind of all the same” and reasoned that they’re not needed anymore. One could argue that we’ve made great strides in increasing diversity; but I would suggest we have only scratched the surface.

The United States is becoming more diverse every single day (US Census Bureau, 2016). So it’s a valid argument to say our teachers should reflect the look of their classroom students, or the administration (of any given organization) should reflect the composition of its constituents.

But there are much deeper reasons for continuing our quest for diversity. (Our CFAES diversity team outlines numerous examples here.)

Let’s consider problem solving. When faced with a complex issue, would you rather tackle it alone, or pull resources from a number of people who can give perspectives that greatly enhance the number of approaches for solution? The business community has long deployed strategies for looking at problems in diverse ways in order to reach better solutions. It positively impacts their bottom line.

Problem solving is but one example. The principle applies in many, many situations.

So how might we reconsider diversity initiatives? What might we do (personally and collectively) to change our thinking the next time we receive an email announcing another diversity training?

I suggest starting with the iceberg. We have all seen the analogy. Ninety percent of a person’s background, composition, identity, etc. is hidden beneath the water line. We see only 10% on the external surfaces. But here’s the catch:  Even though I KNOW about the iceberg analogy, it doesn’t always come to mind when I’m interacting, or making a decision, or deleting an email. So if we can try being deliberate about remembering the iceberg, it just might help.

You might also endeavor to learn more about yourself. I have taken several of the modules in the free online Harvard Implicit Bias test. They provide hints about our often-unrecognized biases and help us move beyond. They take only 5 or 10 minutes!

Even small steps like these outlined here can make a positive difference. I encourage you to give them a try.

SOURCES:

US Census Bureau. Retrieved 9/13/17 from: https://www.census.gov/quickfacts/fact/table/US/PST045216

Brian Raison is an Assistant Professor and Field Specialist, Community and Organizational Leadership.

How I live with the 7 Habits

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Have you ever had a to-do list longer than your grocery list? I know I have. It’s especially hard on those days when you walk into the office and immediately have to pick up the phone that’s been ringing, and fix the error message on the copier as you walk by, and maybe five other things before you even get the chance to get your coat off. Days like these have a tendency of pushing you to your limit, and it’s days like these that leave us emotionally exhausted. So what do we do to live with this?

Success/Stress SignWhat my team did was adopt Franklin Covey’s 7 Habits of Highly Effective People. We spent two days in a training learning about ourselves, our teams, and how to work more effectively with ourselves and each other. We learned in this training the 7 habits we can practice that will lead our lives down a less stressful path while maximizing our productivity. A couple of the habits I use every day are Be Proactive, Begin with the End in Mind, and my team often uses Synergize.

I’m practicing being proactive by keeping my goals in my foresight while focusing on the tasks that will get me there. In my position as a project coordinator, this helps me plot out what my day-to-day tasks will be while still looking ahead to the end goal. This helps me better be able to begin with the end in mind because when I start a task I make sure I know why I’m doing this in the first place. By keeping in mind where I want to be in the future, I’m able to work together with my team day to day and let our vision of the future guide our daily decisions.

My team synergizes by working together on multifaceted projects, each of us bringing something unique to the table. Some of us have more relationship building skills and others are more analytical. We pride ourselves in cultivating these strengths and delegating tasks to the person whom we know will excel in that area. We are better teammates and more effective employees when we are able to do the things we enjoy.

The 7 Habits has, so far, impacted the way I work. I pay more attention to what is necessary compared to what is just a distraction. With the help from my team, we have been able to create processes that eliminate distractions which increase our productivity. With a director who cultivates a culture of efficiency and effectiveness, we are marching into the future with our new habits.

Reference:

Covey, S. R. (2004). The 7 habits of highly effective people: Restoring the character ethic ([Rev. Ed.].). New York: Free Press.

Kori Montgomery is an Office Associate at the Alber Enterprise Center located at The Ohio State University at Marion.

13 Tips to be a Motivational Leader

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Feeling valued and that your work contributions make a difference are two key factors in job satisfaction. What can we do to help colleagues feel motivated about their work? With workforce an issue around the globe and employers struggling to engage star employees, here are 13 tips to be a motivational leader:

  1. Create a fair and supportive environment.
    • Do you provide the tools and resources employees need to succeed?
    • If people are failing or if there is turnover, the first place to look is at the supervisor in charge. Good supervisors cultivate good, highly efficient employees, but the reverse is true as well. People don’t leave jobs, they leave bosses! Watch turnover and connect the dots!
  2. Invest in your human resources!
    • Provide development opportunities.
      • Career training – internal and external
      • Support their attendance at conferences and other learning/networking opportunities
    • Work on health and wellness as a corporate initiative, invest in activities for healthy living (healthy employees are more productive and lower insurance premiums!), some examples:
      • Gym memberships
      • Gift cards for steps using Fitbit® or other measurement tools
      • You pick one!
  3. Reward them.
    • SAY “THANK YOU” or “GOOD JOB” FOR A JOB WELL DONE
    • After a vigorous project or particularly stressful time, offer some time off.
    • Gift cards — $5.00 to Starbucks goes a long way.
    • Present them with a certificate of thanks.
  4. Coach them for improvement.
    • When performance improvement is required, be sure to communicate that PROMPTLY. DO NOT wait for the annual performance review and use it as a area of improvement. A performance review should be considered a recap of information already communicated and a review of the results. A good leader does not blindside an employee with a never-before-communicated laundry list of complaints at their annual review.
    • Seek to counsel and to guide. Do not seek a “gotcha” moment! Value your team members. They are your most important investment.
  5. Make every effort to avoid shaming or embarrassing an employee when a difficult conversation is necessary.
    • Speak to them privately about performance related issues. They are people with feelings. Remember, most people want to do a good job and be considered a good performer.
  6. Strive for equal treatment of all employees.
    • Be careful to follow the same process in conversations and reviews with all employees.
      • Singling out an employee for special treatment, good or bad, sends a signal to other employees.
    • Be fair.
      • If you have a personality conflict with someone, dig deep into why that is occurring and work on yourself before you blame the other person. As Steven Covey says, “Seek first to understand and then to be understood.”
  7. Avoid the perception of favoritism by being observant and perceptive of how your words and actions are being interpreted.
  8. Establish a culture of respect.
    • Treat people with dignity and respect.
    • Listen and work as a team to resolve issues. Do not jump to a conclusion after hearing one side of an argument.
  9. Communicate clearly and frequently expectations and how you measure success.
    • Do your employees clearly understand your expectations?
      • Are expectations written down?
        • Take responsibility when there is miscommunication particularly regarding job duties and expectations. Start with:
          • Is there a job description and if so, is it up to date?
          • Do employees understand the organizational Mission and Values?
  10. Provide annual reviews and regular feedback in-between reviews so employees know where they stand.
  11. Show up and be present.
    • Don’t be invisible. Let people see you.
    • Smile and be positive.
    • Ask about them, their weekend, whatever you know interests them.
  12. Make it personal.
    • What do you know about the people who report to you?
    • How do you recognize milestones and accomplishments?
    • Do you know anything that is important to that employee aside from work?
    • Is the employee in need of support due to a difficult life experience?
  13. Strive to create meaningful work.
    • Is the assigned work fulfilling – in any way? If not, what can you do to improve the situation?
      • Ask the employees – Communicate!
        • What improvements could make their job more rewarding?
        • What about their job do they like and do not like?
      • Work with employees to provide opportunities to do what they like and to improve their job if it is reasonable.

According to the June 13, 2017 Gallup Chairman’s Blog, 15% of employees worldwide are engaged in their jobs. A separate Gallup Poll reveals that 70% of employee motivation originates with the employee’s manager. Imagine if employees were motivated and engaged because of their manager? According to Gallup, motivated employees are 31% more productive which results in an increase in sales of 37 percent. Additionally, motivated employees are 87% less likely to quit than their demotivated counterparts. Turnover is one organizational expense that can be limited via support and training by skilled motivational leaders.

In short, your leadership style has an impact on your organizational culture and environment. Take the time to better understand yourself so you can better support your teammates. Learning about yourself can be eye opening and life changing; and the risk is worth the reward.  After all, it does take heat and pressure to create a diamond!

Kyle White is an Extension Educator, Medina County & Western Reserve EERA.

Unleashing the Power of Group Wisdom

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Why is it so difficult to make good decisions in groups? We know that the benefits of group decision-making are substantial: better thinking, more viable and sustainable action plans, a stronger sense of ownership for achieving a desired outcome. In fact, when done properly, group decision-making may be our best hope for solving difficult, complex issues. Unfortunately, group discussions often result in decisions that lack imagination, thoughtful consideration, or inclusiveness.

group discussionsSo why do smart, well-intentioned people often struggle with making good decisions in groups? According to Sam Kaner, author of Facilitator’s Guide to Participatory Decision-Making, “the answer is deeply rooted in prevailing cultural values that make it difficult for people to actually think in groups.” Kaner explains that some of the obstacles to productive group interactions include a lack of good listening skills, a strong need to move to action without adequate consideration or discussion, and treating a difference of opinion as conflict that must be “stifled or solved.”

To move beyond these typical issues, Kaner suggests that groups employ a facilitator, a neutral third party who can help the group members do their best thinking. Good facilitators, he explains, “strengthen the effectiveness of the group of people who are there to get work done.” The facilitator “helps, serves, teaches, and guides,” while the group members themselves “resolve, decide, produce and act.” Good facilitators understand group dynamics, and value the process of group decision-making. They use their skills to help group members tap into their own collective wisdom.

group decisionsA facilitator can help a group move beyond the familiar, often unproductive, patterns of communication, and encourages a sense of shared responsibility, empowering group members to speak up, listen, and effectively participate in the process. According to Kaner, the group facilitator’s three core competencies include:

  • Building and sustaining a respectful, supportive atmosphere
  • Managing the process, but allowing the group to direct the content of the discussion
  • Teaching the group members new thinking skills to help build their capacity for collaboration

Are you interested in strengthening your facilitation skills? Contact Becky Nesbitt at nesbitt.21@osu.edu to learn more about OSU Extension’s facilitation training. For more info, visit the CD webpage.

Seek Excellence logoBecky Nesbitt is an Assistant Professor and Extension Educator in Community Development with OSU Extension. 

Better land use decisions via the American Citizen Planner program

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I like to volunteer in my community. Doing so enables me to make a difference in other people’s lives and make some small contribution in return for the benefits I receive. But, years ago when I was asked to serve on my community’s Planning and Zoning committee it felt like I was in over my head.

I kept asking myself:

  • Will I make wise decisions regarding land use in my community?
  • Will I understand the complicated zoning codes and different land use tools such as comprehensive planning?
  • Will I carry out my duties and responsibilities correctly and wisely – and legally?
  • How will I deal with heated community response in difficult circumstances?

At least I was in good company – many volunteer planners continue to express the same concerns and struggle to find where to turn for accurate, useful and easily understandable information.

To make matters worse, local land use issues are becoming increasingly complex, requiring difficult decisions of volunteer citizen planners who often have little preparation or training. Fortunately, the new American Citizen Planner Program (ACP) can help prepare and train these volunteer planners as well as others who are interested in the basic concepts of public land use planning and community development best practices.

eXtension Land Use PlanningJust recently launched online through the eXtension Community Planning and Zoning Community of Practice, ACP provides continuing education for paraprofessional planners and zoning officials, offering the nationally recognized credential of Master Citizen Planner.

American Citizen PlannerThe online program offers two courses – ACP 101 and ACP 201. ACP 101 is designed to help participants learn the foundations of planning and zoning, including the historical context, and their role and responsibilities as planning officials. The 14 units cover such topics as ethics, comprehensive land use planning, working with the public, data collection and analysis, and community sustainability. ACP 201, also 14 units, digs deeper into such topics as land use planning, legal and constitutional authority, the zoning process, conducting effective public meetings and dealing with conflict.

After completion of ACP 101 and 201, participants are qualified to take the Master Citizen Planner Exam. With an exam score of 70% or better, within 60 days of completing the courses they will receive the Master Citizen Planner Credential. It is recommended that the credential be maintained through at least 6 hours a year of continuing education.

Learn more about the American Citizen Planner program, its cost and how to access the online courses here or by contacting Myra Moss at moss.63@osu.edu.

Myra Moss is an Associate Professor and Extension Educator (Heart of Ohio EERA).