***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.

***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 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.

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."