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					      Becoming a Change Agent
      within your Campus and the
      Financial Aid Profession



Heather Boutell, Bellarmine University, Louisville, KY
       SASFAA President-Elect
      Becoming a Change Agent
      within your Campus and the
      Financial Aid Profession



Heather Boutell, Bellarmine University, Louisville, KY
       SASFAA President-Elect
Four Objectives
 Examine the “meaning” of leadership
 To learn how to develop leadership skills and
  use various leadership styles within your
  office and professional organization
 To understand the responsibilities of
  leadership
 Examine how to be a “change agent” on your
  campus and in professional associations
What is a Leader?
 Someone with a vision and passion.
 Leaders have the ability to influence and
  motivate others to do their best to accomplish
  any task, goal or project.
 A leader can exist at any level within an office
  or campus or professional association!
Difference between a
“Leader” and a “Manager”
Leader                    Manager
 Has vision, thinks       Administers
  globally                 Relies on control
 Inspires co-workers      Uses established
 Empowers people           policies
 Questions established    Is problem solver
  procedures
Advantages of Leadership
 Opportunity to help others learn and grow
 Creative Expression
 Friendship and Affiliation (social aspects
  extremely rewarding)
 Power (influencing, persuading and
  controlling others) and Responsibility
 Prestige and Status
Some Disadvantages
 Constant strain and stress to produce
 Need to always be at your best
 Having direct responsibility/accountability for
  your association’s/area’s actions
 In Professional Associations – challenge of
  juggling the responsibilities of your “real” with
  your volunteer leadership responsibility
 Loneliness
Responsibilities of Leadership
 Vision – future oriented, focus on change,
  progress, and growth
 Communicate – articulate your vision
 Motivate/Influence – Treat others with
  dignity/respect. Find out what motivates those
  you lead and be open to using different
  motivational methods for different individuals
 Accept Responsibility for your own actions
  and those of your group
Leadership Styles
 Participative -With the participative style you try to
  provide an appropriate background on the decision to
  be made, and include as many people in the decision
  making process in order to make the most informed
  decisions and foster teamwork and ownership.
 Servant Leadership - You, the leader, view yourself
  as a “steward” of your association’s resources and
  the leader serves and helps others while staying
  focused on achieving results in line with the
  association’s values and integrity.
For good leadership, you need good
“followship.”
 It’s your office, or your area of responsibility
 When it is “your year” in your particular
  leadership role, that means just that … it’s
  your year, and some leaders do have trouble
  letting go of the reigns when their terms are
  up.
 Be patient with your staff. The office is
  different when you are not there and things
  may not be exactly how they would if you
  were .. and that’s OK, let your staff grow a bit.
Being a “Change Agent”
 Persuasion
 Negotiation
 Consensus
 Involvement
 Know your Supervisor
 “Change Agent” in your Profession
Promoting Your Office/Yourself
 People who do not work in financial aid do
  not understand what we do or the daily
  pressures of working in this profession
 This is why there is closeness among us at
  financial aid conferences/meetings
 We need to demystify financial aid whenever
  we can to as many people as we can
Reality...
     There are two financial aid offices on
     campus...


     The one where you work,
     and the one everybody else
     sees you working in.


     And they aren’t the same!
       Perception IS Reality!
Three Steps To Ensure Success
 Manage the President and Superiors
  (Administration).


    Form direct relationships with other
     offices.


    Develop a “marketing” strategy that
     includes outreach.
Don’t Forget the Small Things
 Send follow-up “Thank You” notes when
  and where appropriate.

    Don’t be afraid to communicate your
     successes, no matter how small.

    Notify or copy the administrative person in
     the president’s office on financial aid impact
     items.
Manage the Administration
 Invite them to meetings.
    Ask them to speak at FAO-
     sponsored events.
    Provide them periodic reports with
     information relevant to them.

    Zero-in on initiatives important to
     them.
    Join committees on campus
Financial Aid Leadership in the
Office
 Increase specific program knowledge
 Expand FA knowledge to other areas
 Take on special projects
 Oversee work-study students
 Offer solutions to problems
 Find opportunities to share, inform and
  educate
Financial Aid Leadership on Your
Campus
 Be an active advocate for FA issues
  (especially as it relates to other offices –
  Registrar, Bursar, Admissions, Development)
 Open Campus Days, Summer Orientation
 Academia – Financial Literacy
 Sponsor/Host Financial Workshops
 Serve on college-wide committees
Financial Aid Leadership in Your
Community
 Financial aid nights
 Be the FA resource
 Host a local guidance counselor
 Participate in FAFSA Day
 Write an article for the local newspaper
 Do a radio/TV spot during FA awareness
  week
Financial Aid Leadership in your
Professional Association
 Make connections
     Find a mentor, be a mentor
 Start small and increase responsibility
     Work at a conference (packet stuffing,
      moderator)
     Be a concurrent session speaker
     Serve on a committee
     Become a committee chair
     Run for office
Maslow’s Hierarchy
 Basic Human Needs
     Survival (free from hunger, thirst, cold)
     Security (shelter from weather, predators)
     Belonging (social opportunities, friends)
     Prestige (confirmation of self-worth)
     Self Fulfillment (peace within; contributions to
      betterment of society)
Maslow’s Hierarchy Adapted for
FAAs
 Stable Office Staff
 Necessary Equipment/Technology
 Good Processes
 Adequate Funding
 Friends/Support Network
 Professional Development/Career
  Advancement
 Legislative Advocacy
The Current Landscape
 In both regions/states, ballots for leadership
  roles with candidates running unopposed,
  less diversity and sector representation
 Void in many states/regions developing and
  maintaining of new leaders/volunteers
 Staff not permitted to participate in
  committee/leadership roles by their boss
 Workload heavy – no slow time
What can you do now?
 Share your knowledge/expertise
 Be positive/upbeat
 Be open to new possibilities – don’t say
  “we’ve tried that before” or “that won’t work”
 Make a personal commitment to be a leader
  and to make changes you believe are
  necessary

				
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