Leadership Advancement Program

The Leadership Advancement Program is patterned after the successful Kellogg Young Farmers Study Program, the Michigan Agricultural Leadership Program (MALP) and the DNR Leadership Development Institute but updated to reflect the needs of twenty-first century leaders. The Leadership Advancement Program consists of twelve sessions over a two year period - 40 days within 24 months - with additional time committed to complete individual application and group assignments. Participants learn from leaders in both the public and private sectors who have been social change agents on the local, regional and state levels. The program offers a mixed approach to learning, with classroom and experiential learning, as well as state and international travel. The bulk of the sessions will be 2 to 3 days in length and held at various sites around the state of Michigan.

CURRICULUM

The program begins with an orientation to acquaint participants with program expectations and outcomes. Early sessions will include individual personality assessment, understanding and appreciating differences, leadership ethics and how these topics influence leadership and decision-making. Participants will also learn about, practice and have time for personal and mediated group reflection on topics such as conflict resolution, systems thinking, listening, dialog and consensus decision-making. Each cohort will have opportunities to meet current Michigan leaders and hear about the critical sustainability issues facing Michigan. Participants will learn to understand the role and influence of government at all levels and the impact of special interest on the program's areas of focusand the influence of non-governmental organizations in shaping public policy.

A key element of the program will be the creation of Issues Teams consisting of six to eight members each. Following a series of presentations on the critical issues facing communities and the food system, agriculture, natural resources, manufacturing and environmental sectors of Michigan, these teams will be organized from within each cohort. Working with a group coach each team will select an appropriate issue and complete an in-depth review. These Live Case Studies will engage the Issues Teams in working with appropriate departments of state government, stakeholder groups, local government and the academic community. The goals of this effort are the development of an in-depth understanding of the issue and the experience of team product development.

Teams will be responsible for planning a future session for the entire cohort around their issue by selecting a location, planning the two-to-three day session and making all logistical arrangements. Finally, each Issues Team will complete an activity to further the public understanding of the issue or engage in activities that have the potential of societal change associated with their topic. Additional meetings may be necessary and will be facilitated by individual coaches. The Teams will have access to a shared workspace and the research base of MSU. Each group will have access to a funded account to complete their group activities and cover expenses associated with conducting their session for the entire cohort.

The capstone of the core program will be an international experience. Based on the various issues selected by the individual Teams, and feedback from the entire cohort, a challenging itinerary will be designed for this experience. The agenda will feature opportunities to (1) explore the various issues from a more global perspective, (2) meet with and examine leadership challenges in context of the cultural and social challenges facing other parts of the world and (3) provide a unique networking opportunity for program participants.

The final activity of the program will be a wrap-up and graduation event designed to celebrate completion of the program and to remind participants of the opportunities to use the experience to increase their leadership roles to serve the common good.

We are currently recruiting for the 2009-10 cohort. Applications will be accepted online May 15-August 15, 2008. If you have any questions contact Vicki Pontz at pontzv@msu.edu phone: 517-432-8685, or Mike Kovacic at Kovacic@msu.edu phone: 517-335-8469.

TENTATIVE CALENDAR

Session I – Orientation / January 9-10, 2009

The first session is an orientation for participants, spouses and significant others.

Session Objectives

• Provide participants an opportunity to meet each other and begin the process of learning about their interests in community leadership, agriculture, natural resources, manufacturing and the environment.
• Provide an overview of the program for spouses and significant others and create an awareness of the expectations for participants in the program.
• Begin the process of identifying and learning about key issues impacting communities, food systems, agriculture, natural resources, manufacturing and the environment in Michigan.
• Create awareness of the common leadership approaches and define "leadership for the common good."
• Develop a shared vision for programmatic outcomes.

Session II – Self Assessment/Individual Development / February 18-20, 2009

Session II will involve participants only and will focus on learning more about self and our interactions with others. The group will also explore critical issues and begin the process of creating Issues Teams.*

Session Objectives

• Increase knowledge of self and our perception of the world around us.
• Develop a greater appreciation of differences and the value of diverse opinion.
• Develop an awareness and understanding of key issues impacting communities, food systems, agriculture, natural resources, manufacturing and the environment in Michigan.
• Develop group norms.
• Develop personal leadership goals.

* Issues Teams are a key element of the GLLA Leadership Advancement Program model. Consisting of six to eight members each, the Teams will be self organized and work with a group coach. Each team will select an appropriate issue and complete an in-depth review. These Live Case Studies will engage the Issues Teams in working with appropriate departments of state government, stakeholder groups, local government and the academic community. The goal of this effort will be the development of an in-depth understanding of the issue that the teams will later immerse the entire cohort in. Teams will be required to plan a future session for the entire cohort around their issue by selecting a location, planning a one-to-two day session and making all logistical arrangements. Finally, the cohort will complete an activity to further the public understanding of the issues or engage in activities that have the potential of societal change associated with their topics.

Session III – "The Wilderness Experience" / March 24-27, 2009

Participants will emerge from self-discovery in session II into team development and collaboration as the cohort experiences group problem-solving, challenges relating to changing environments and personal reflection in a rustic Michigan setting.

Session Objectives

• Build trust and camaraderie among participants.
• Encourage group problem-solving and collaboration.
• Increase self-confidence.
• Encourage group adaptability to change and new environments.
• Experience the value of diverse opinions, abilities, and cultures.
• Create an understanding of natural intelligence and how nature works to address the challenges within communities.
• Strengthen ability to listen to others and have difficult conversations.

Session IV – Dialogue around Difficult Issues – April 21-23, 2009

Leadership requires dealing with conflict and having authentic conversations. Building on the trust developed during the "Wilderness Experience" the cohort will spend time examining challenging issues and engage in dialogue about leadership for the common good. The cohort will engage in framing issues, setting the stage for facilitating public debate around issues, and communicating about issues to the public. The session will take place at the Edward Lowe Foundation headquarters and expose the cohort to discussions about entrepreneurialism in leadership.

Session Objectives

• Encourage group problem-solving and collaboration.
• Sharpen listening, dialogue, and conflict resolution abilities.
• Continue the process of forming Issues Teams.
• Develop an awareness and understanding of the key issues impacting communities, food systems, agriculture, natural resources, manufacturing and the environment in Michigan.
• Develop skills in group facilitating, issues framing, and communication around challenging issues.
• Develop understanding and appreciation for entrepreneurial leadership.

Session V – Broadening Perspective / June 24-26, 2009

This session will be held in Detroit providing an opportunity to experience an "urban environment" and learn about critical natural resource and environmental issues from an urban perspective and the interrelationship to these issues in rural and suburban Michigan. Participants will continue to develop data gathering and group decision-making skills.

Session Objectives

• Learn how to identify performance challenges in a group or team format.
• Sharpen interviewing, research and group decision making abilities.
• Understand how rural and urban issues interface.
• Finalize Issues Teams and select specific issues and coaches for each Team.

Session VI – Influencing Public Policy / September 21-23, 2009

Session VI will be held in Lansing providing Issues Teams access to a variety of resources in state government, the private sector and at MSU.  The full cohort will experience the role of government and the influence of NGO’s on the policy-making process.

Session Objectives

• Provide access to state agencies, public officials, special-interest groups and university resources for Issues Team research.
• Build awareness and understanding of the policy-making process and the role of NGO’s and special interest groups.
• Develop greater understanding and appreciation for looking at the bigger picture.

October – December 2009 / Individual Issues Team Planning Sessions

Each of the Issues Teams will utilize the shared workspace on the GLLA website, email, teleconference, and meet face to face as necessary to continue researching their issue, select a location, organize site visits and engage presenters for a one-to-two day session for the full cohort. The Teams will receive a funded account to plan and conduct their program. Participants will draw on their earlier experiences and the counsel and support of their coach to reach group consensus on how to frame and present their issue to the full cohort.

Session VII – Issues Immersion / January 13-15, 2010

Direction for the program moves from the Academy leadership to the participants themselves.  The focus of Session VII and the first half of Session VIII will be on learning and experiencing critical community, food systems, agriculture, natural resource, manufacturing and environmental issues as presented by each of the Issues Teams.

Session Objectives

• Learn about and experience critical issues related to communities, food systems, agriculture, natural resource, manufacturing and the environment.
• Provide opportunities for in-depth dialogue on critical issues as facilitated by the cohort.
• See and experience various geographic areas within Michigan and learn how they are impacted by these critical issues.
• Develop a greater desire to provide leadership for the common good that will result in an improved quality of life for the citizens of Michigan.

Session VIII – Issues Immersion continued and Lessons Learned / February 23-26, 2010

The first half of Session VIII will be the third issues team presentation.  From there, the full cohort will create on or more scenarios for Michigan’s future based on the various issues explored.  They will then develop a plan to further the public understanding of the issues and/or engage in activities that have the potential for societal change associated with these issues.

Session Objectives

• In addition to those listed in Session VII:
• Develop systems thinking/big picture thinking and appreciation for broader perspectives.
• Create one or more scenarios for Michigan’s future based on the various issues explored during the previous sessions.
• Create opportunities for the cohort to formulate a plan for impacting social change associated with these issues.

Session IX – 360 Feedback / March 24-26, 2010

This session provides an opportunity to debrief the Issues Team experience, give and receive peer feedback, and develop plans for additional personal growth.

Session Objectives

• Debrief the issues team experience.
• Provide for peer feedback.
• Create opportunities for additional personal reflection and growth.
• Prepare for the international session.

Session XI – International Experience Preparation – June 4, 2009

The full cohort along with their spouses or significant others will come together for one day to finalize the international experience and provide an opportunity to touch base between the March session and the international experience scheduled for August.

Session XI – International Experience / August 1-14, 2010

The capstone of the Leadership Advancement Program will be an international experience held in an underdeveloped and/or developing country. Based on the various issues selected by the individual teams, and feedback from the entire cohort, a challenging itinerary will be designed for this experience. The agenda will feature opportunities to (1) explore the various issues from a more global perspective, (2) meet with and examine leadership in context of the cultural and social challenges facing other parts of the world and (3) provide a unique networking opportunity for program participants.

Session Objectives

• Explore and learn about community, food systems, agriculture, natural resources, manufacturing and environmental issues from a global perspective.
• Create opportunities for developing a broader view of various economic, political, cultural and social systems.
• Examine leadership in the context of differing political, cultural and social systems.
• Witness resource management, entrepreneurialism, and leadership in the context of a developing economy.

Session XII – Wrap-up and Graduation / September 16-18, 2010

The final activity of the Leadership Advancement Program will be a wrap-up and graduation event designed to celebrate completion of the program and to remind participants of the opportunities to use the experience to provide leadership to serve the common good.

Session Objectives

• Debrief the international experience.
• Reflect on the entire two-year program as a cohort and personally.
• Provide an opportunity to celebrate personal and cohort growth during the two-year program.
• Reflect on leadership for the common good and how the alumni network can provide opportunities to leverage the experience of the previous two years.

TUITION

Tuition for the Leadership Advancement Program is $5000 payable over a two-year period. For many, a sponsoring organization may be willing to assist with all or a portion of this amount. Scholarships are also available from the Great Lakes Leadership Academy.