4-H Art of Leadership, 2005
Session I
Leaders don’t force people to follow—they invite them on a journey.
Charles S. Lauer
Developing leadership is critical to the long-term success of the 4-H movement. In
response to this significant need, a leadership development effort called the Art of
Leadership was launched in 2005. The Art of 4-H Leadership series is designed to
provide an environment for participants to learn and apply strategic and operational
leadership skills to 4-H, build trust and cohesion with their colleagues, and
participate in conversations on significant issues that could positively impact 4-H
youth development in the future.
In early February 2005, a cohort of 27 youth development professionals
representing key roles in the 4-H youth development field came together to
participate in the inaugural 4-H Art of Leadership program. Held in Fort Worth,
Texas, the first session of a two part program was sponsored by the National 4-H
Headquarters, CSREES, USDA, and National 4-H Council. Funding for the Art of
Leadership was generated through registration fees and support from the National
4-H Leadership Trust.
The Art of Leadership program provided a unique opportunity to address 4-H
leadership development needs across roles (county educators, Extension
specialists, state program leaders, and professional association leadership) and
spanning state and regional boundaries. Through a series of individual, small and
large-group sessions, participants moved through the process of assessment,
challenge and support in order to identify personal leadership strengths and
opportunities for growth. They began to create individual plans for development
and to strategize on how to put their plans into action. In addition, the group
identified organizational challenges facing 4-H and discussed the role they might
play in improving youth development in their own programs and nationally under
common themes.
At the conclusion of each day, the group was asked to offer any appreciations,
regrets, learning or relearning and any general comments. At the close of the 3-
day session, a modified focus group evaluation was conducted.
4-H Art of Leadership, 2005, Session I, February 1-3, 2005
Positive Environment for Learning
The group was in general agreement that the atmosphere was one of welcome and
contributed to a sense of belonging. The logistics were excellent, advance
information was good and concise, and people appreciated receiving the participant
list in advance. The agenda was designed to support transitioning from their work
pace to a personal growth experience and set a positive tone for the learning. The
organizers took the time to build the group, emphasizing the need to maintain
confidentiality in order to build trust. For some, there was a degree of initial
anxiety about coming to the session, but people expressed their good fortune in
being a part of the group and enjoyed getting acquainted.
Denison Leadership Instrument
In preparation for the Art of Leadership session, individuals participated in a 360-
degree feedback assessment. The use of assessment data helps a person understand
their personal strengths, current levels of leadership effectiveness, and
development needs. The Denison Leadership Survey was selected because it
measures leadership traits, has good validity and reliability, and is easy to
administer and interpret.
Participants received personal feedback on their leadership ability from their own
perspective as well as that of their supervisor(s), peers, and direct-reports. When
asked if they were adequately prepared for the Art of Leadership experience, many
said that they could have used more guidance and time to ask the right people to
complete the survey. Some did not fully understand the critical role the survey
would play in this session.
Although there was some mild concern about the Denison Leadership Survey,
there was general agreement that the 360-degree assessment was a good place to
start. A number of participants thought it provided valuable information and some
showed interest in sharing the survey with their supervisors and/or using the survey
with their staff.
Small Group Sessions
There was general consensus that the structured small group sessions were the
most helpful part of this first Art of Leadership session. After some personal time
to reflect on the results of their individual assessment, participants were asked to
move into pre-assigned groups of three. Each person in the triad took turns talking
4-H Art of Leadership, 2005, Session I, February 1-3, 2005 2
for 20 minutes about their first impressions upon seeing their personal feedback
while another person focused on listening and raising their awareness of key
statements and thoughts they shared and a third member of the group took notes
for the person to review later. The same exercise was used on the second day,
using different pre-assigned groups, to help participants clarify their personal
leadership development goals and frame action steps to achieve the goals.
Participants offered that it was very helpful to say what they were thinking “out
loud” and that it clarified their thinking. Some were initially uncomfortable being
assigned to new groups the second day, but later agreed that it was valuable to
meet new people and get different perspectives. The process focused on each
individual, the feedback was helpful and the small groups offered good advice.
Many agreed that this small group process, along with other activities, could be
applied to mentoring and coaching situations in their own work at home.
Program Components
During the evaluation, participants were asked which components of the program
added to or distracted from their experience and ability to practice new skills,
perspectives, and approaches at work. They agreed that the personal goal setting
prior to meeting as a group was useful and appreciated that the process throughout
this first session together was well-structured and served as a springboard for
reflection. There was some disappointment expressed that there was not more time
devoted to words of wisdom, inspirational stories and leadership speakers sharing
their leadership tools. Participants felt they did not have enough time to develop a
solid personal development plan. Some areas in the “Levers for Change” resources
in the Denison Leadership materials were particularly weak in offering tools and
techniques for development.
Perhaps the most tension in the group was related to the time on the agenda
devoted to personal development and the role or expectations that the group would
play a larger role within 4-H as a movement. People struggled over the direction
that this should take and whether or not the larger role should be the purpose of the
group. Individuals expressed that they got a lot out of the Denison Leadership
Survey for themselves, but did not see much value when the session transitioned to
trying to identify national issues. There was general agreement that the session
moved away too quickly from personal development. They felt that as a cohort,
they can make positive change in their respective states which can ultimately
change the 4-H system nationwide.
4-H Art of Leadership, 2005, Session I, February 1-3, 2005 3
There was regret regarding the lack of ethnic diversity in this inaugural Art of
Leadership group. This should be addressed more aggressively with future
cohorts. Other suggestions included adding the dimension of developing a
personal credo as a part of the experience, devoting the first session exclusively to
personal leadership and, in the second session, perhaps include a discussion about
how participants can impact the long range picture of 4-H.
Next Steps
Participants agreed to support each other by forming informal groups to help set
goals, develop a credo and keep each other focused. They will check on the people
in their triads and be intentional about sharing leadership resources, inspirational
stories and quotes to keep the group motivated. Program planners agreed to
develop an intranet site for the Art of Leadership, a listserv and to arrange for
check-ins or a telephone meet-up on a leadership topic of interest to the group.
Individuals said they would meet with their supervisors, staff and others to share
their experience and to help put their personal goals into actions.
In closing, each participant shared a reflection on how they would share their
experience of the past three days. One idea that seemed to resonate for the whole
group was that the personal insights, shared conversations and the network of
colleagues was valuable and represented “a new day, with an influx of new leaders,
and that this was an important step in the journey.”
4-H Art of Leadership, 2005, Session I, February 1-3, 2005 4