Moonshots
Summary
METROLEADS is an innovative culture-shaping, growth and solutions-oriented higher education program aimed at increasing employee engagement, the flow of ideas at Metropolitan State College of Denver thus moving the organization to be the best it can be. METROLEADS is a "safe-zone" where the courage to honestly communicate one's ideas is actively encouraged. METROLEADS literally breaks down the self-seving higher education walls and promotes bold moves which unleash employee capabilities that translate into an overall better education for students. METROLEADS is a year-long program. Employees from every corner of the college are encouraged to apply for admission. Twenty employees are selected each year. An off-campus retreat defines the structure for the year. Eight topics, teams and dates are generated by twenty employees, the President and his wife, the Vice-Presidents and the college attorney. Since 2006, five cohorts of METROLEADERS have gone through the program. Many METROLEADERS are currently actively participating on colege-wide initiatives to make Metro State the best it can be.
Context
Higher education is extremely siloed and disconnected. Historically, the faculty dislike the administration. Decision-making is frequently based more on politics than competency or what's best for all. Information is viewed as power and, therefore, to be hoarded. Promotions are frequently based on how well the subordinate kisses the boss's butt.
Relationships are acted upon in a parent-child (top/down) mode rather than person-to-person equal footing basis (partnership). The organization is built for perpetuation, not innovation...stability, not renewal. There are a majority of status quo seeking employees.
Relationships are acted upon in a parent-child (top/down) mode rather than person-to-person equal footing basis (partnership). The organization is built for perpetuation, not innovation...stability, not renewal. There are a majority of status quo seeking employees.
Triggers
I've seen too many talented employees leave higher education. We live in a country that aspouses democratic ideals, yet most americans work in a dysfuctional, spirit-leaching dictatorship.
I do not believe our workplace environment is as good as it can be.
My friends and I want to make the business of work to be more meaningful, fair, fun and free for all.
Am worn out and tired of the status quo. Our creative juices need to be revived in the workplace.
Life is too short to suffer and be oppressed in the workplace.
I do not believe our workplace environment is as good as it can be.
My friends and I want to make the business of work to be more meaningful, fair, fun and free for all.
Am worn out and tired of the status quo. Our creative juices need to be revived in the workplace.
Life is too short to suffer and be oppressed in the workplace.
Key Innovations & Timeline
My name is Paul Cesare. I've worked in higher education in various capacities all my worklife and at my current place of employment, Metro State College of Denver for 23 years. I am an Assistant Director of Admissions - a lower level administrator. I am frustrated by the status quo in higher education!
Six years ago, a new college President, Dr. Stephen Jordan, took office. In his opening college-wide Welcome Address, Dr. Jordan communicated the vision and set the goal for Metro State to become the preeminent urban college in the nation. I was elated that the chief officer had set the bar high and was more than ready to engage the challenge head-on. So at every social gathering with the President I asked him how we were going to achieve preeminence? Every chance I had, I continually badgered him with this question until finally President Jordan asked me to to submit a proposal. The President's wife, Ruthie Jordan, around this time took an interest in collaboratively working with me on this project. A proposal was submitted and approved by Metro State's VP's and the President's Cabinet. The President provided a budget of $10,000 and the inaugural class of METROLEADERS were selected in May 2006. Please view the METROLEADS web site at http://www.mscd.edu/president/metroleads/
In our fifth year with an increased budget of $15,000 per year, METROLEADS has moved forward to productively shape the college culture by decreasing fear and increasing trust, by experimenting and investigating new ways of doing things, and ultimately sponsoring an annual college-wide staff professional development conference. This year's conference on January 28 and February 4, 2011 features founder and CEO, Traci Fenton, of the international organizational design studio known as WorldBlu. The radical structural framework and process of "organizational democracy" will be introduced to the Metro State culture.
Six years ago, a new college President, Dr. Stephen Jordan, took office. In his opening college-wide Welcome Address, Dr. Jordan communicated the vision and set the goal for Metro State to become the preeminent urban college in the nation. I was elated that the chief officer had set the bar high and was more than ready to engage the challenge head-on. So at every social gathering with the President I asked him how we were going to achieve preeminence? Every chance I had, I continually badgered him with this question until finally President Jordan asked me to to submit a proposal. The President's wife, Ruthie Jordan, around this time took an interest in collaboratively working with me on this project. A proposal was submitted and approved by Metro State's VP's and the President's Cabinet. The President provided a budget of $10,000 and the inaugural class of METROLEADERS were selected in May 2006. Please view the METROLEADS web site at http://www.mscd.edu/president/metroleads/
In our fifth year with an increased budget of $15,000 per year, METROLEADS has moved forward to productively shape the college culture by decreasing fear and increasing trust, by experimenting and investigating new ways of doing things, and ultimately sponsoring an annual college-wide staff professional development conference. This year's conference on January 28 and February 4, 2011 features founder and CEO, Traci Fenton, of the international organizational design studio known as WorldBlu. The radical structural framework and process of "organizational democracy" will be introduced to the Metro State culture.
Challenges & Solutions
Innovate don't stagnate. Many middle managers perpetuate the dysfunctional values of the organization such as:
hoard information because information is power, employee energy flows in the wrong direction; kissing the boss's butt rather than energy expended toward the student and the good of all employees, inauthenticity is promoted rather than promoting truth, watching other people doing work is highly valued (watchers vs. doers) i.e. the more one watches the higher one's salary.
The solution is to delicately dismantle the house one brick at a time. The solution is not to negoiate out of fear, but rather not have the fear to negoiate new policies - i.e courage, the essence of leadership.
hoard information because information is power, employee energy flows in the wrong direction; kissing the boss's butt rather than energy expended toward the student and the good of all employees, inauthenticity is promoted rather than promoting truth, watching other people doing work is highly valued (watchers vs. doers) i.e. the more one watches the higher one's salary.
The solution is to delicately dismantle the house one brick at a time. The solution is not to negoiate out of fear, but rather not have the fear to negoiate new policies - i.e courage, the essence of leadership.
Benefits & Metrics
Metrics: Quantitative metric: There is an increase in the number of college employees who have displayed the courage to stand up to the status quo. The status quo managers call them heretics, we call them leaders!
Lessons
Never give up! Persistence, strength, honor, courage, freedom...the awareness that our human rights are not ordained by the state.
Credits
Gary Hamel (The Future of Management), Traci Fenton, Jim Collins, Bob Sutton...just to name a few. A bibliography of suggested readings for our METROLEADERS can be found at: http://www.mscd.edu/president/metroleads/resources/index.shtml
youtube.com
youtube.com
Materials
A METROLEADS promotional video, "In My Own Words" has been produced and the web link to view is located under "Videos."
The METROLEADS web site is: http://www.mscd.edu/president/metroleads/
Videos
March 22, 2011 at 9:47pm
I would like to see some stories about the successful changes executed by your metro leaders. In other words, what more than invigoration has been accomplished by this initiative? I, like you, am very much frustrated by the status quo in higher education operations, but there hasn't been too much innovation and frame breaking change that caused transformation of the existing design, well since, about the invention of tenure and the GI Bill in the mid-1900s.
Given that this is the fifth year since the start of the program, is there any change in the overall siloed nature of the operation there? What's the key indicators that this is working, and moreover, if it's working well, how would you recommend we replicate and improve upon the structure at our own institutions?
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May 9, 2011 at 9:02am
Sorry for the delay in responding to Aaron's relevant comment, however, my father passed in late March and am just finding the time to respond.
The following items are examples of successful cultural changes as a result of the efforts of our METROLEADS program. Since 2009, METROLEADERS initiated an all-employee (faculty, classified and exempt staff) Professional Development Conference - growth for everyone's benefit. This past conference (January 2011) the Conference's theme was "Democracy in the Workplace" and our keynote speaker was the CEO and creator of WorldBlu, Traci Fenton where she proposed the WorldBlu 10 Principles of Democratic Design (transparency, accountability, decentralization, to name a few) as a launching pad to shape a culture that is more fit for the future and fit for human beings. In order for an organization to successfully practice organizational democracy, all ten principles must be in operation.
A week later as part of the conference, Metro State President, Dr. Stephen Jordan, responded to Traci Fenton's presentation and proposal and embraced WorldBlu's 10 Principles to be included in the strategic plan of the college. Since then, the President has talked about revising traditional practices such as, instead of spending $15,000 - $20,000 on sending 2-3 top-level administrators to conferences, spend that money on bringing in a noted speaker for a day or two and invite all employees to participate and learn, thereby providing growth and development for a wider range of the workforce. Another suggestion for change was made relative to our hiring practices. When posting position announcements, state the 10 Principles up front and let it be known that the organization will only hire folks who exemplify those values.
Other examples of successful change include former METROLEADERS are in positions of influence at the college. The Faculty Senate President who was just elected for a second term was a METROLEADER and actively implementing formats that exhibit democracy in the workplace. The Administrative Council Chair (exempt employees) is a former METROLEADER and using the ten principles to make exempt employee practices more democratic.
In terms of replicating and improving upon the structure of other higher education institutions, I would recommend building a proposal to be presented to the President, that shares exemplary outcomes like at Metro State and includes evidence to support changes. In the proposal, I would recommend sharing a set of ten principles (like WorldBlu) or other principles as building blocks for cultural change. There is going to be resistance from status quo minions, so I would look for ways to ackmowledge existing power base practices while incrementally suggesting new practices - make it win-win. Seek like-minded employees across the organization who not only support but also have the courage to challenge the existing structure and ways of accomplishing goals. This is why I joined the MIX.
I am happy to assist you further in any way I can and can be contacted at cesarep@mscd.edu. Best, Paul Cesare
The following items are examples of successful cultural changes as a result of the efforts of our METROLEADS program. Since 2009, METROLEADERS initiated an all-employee (faculty, classified and exempt staff) Professional Development Conference - growth for everyone's benefit. This past conference (January 2011) the Conference's theme was "Democracy in the Workplace" and our keynote speaker was the CEO and creator of WorldBlu, Traci Fenton where she proposed the WorldBlu 10 Principles of Democratic Design (transparency, accountability, decentralization, to name a few) as a launching pad to shape a culture that is more fit for the future and fit for human beings. In order for an organization to successfully practice organizational democracy, all ten principles must be in operation.
A week later as part of the conference, Metro State President, Dr. Stephen Jordan, responded to Traci Fenton's presentation and proposal and embraced WorldBlu's 10 Principles to be included in the strategic plan of the college. Since then, the President has talked about revising traditional practices such as, instead of spending $15,000 - $20,000 on sending 2-3 top-level administrators to conferences, spend that money on bringing in a noted speaker for a day or two and invite all employees to participate and learn, thereby providing growth and development for a wider range of the workforce. Another suggestion for change was made relative to our hiring practices. When posting position announcements, state the 10 Principles up front and let it be known that the organization will only hire folks who exemplify those values.
Other examples of successful change include former METROLEADERS are in positions of influence at the college. The Faculty Senate President who was just elected for a second term was a METROLEADER and actively implementing formats that exhibit democracy in the workplace. The Administrative Council Chair (exempt employees) is a former METROLEADER and using the ten principles to make exempt employee practices more democratic.
In terms of replicating and improving upon the structure of other higher education institutions, I would recommend building a proposal to be presented to the President, that shares exemplary outcomes like at Metro State and includes evidence to support changes. In the proposal, I would recommend sharing a set of ten principles (like WorldBlu) or other principles as building blocks for cultural change. There is going to be resistance from status quo minions, so I would look for ways to ackmowledge existing power base practices while incrementally suggesting new practices - make it win-win. Seek like-minded employees across the organization who not only support but also have the courage to challenge the existing structure and ways of accomplishing goals. This is why I joined the MIX.
I am happy to assist you further in any way I can and can be contacted at cesarep@mscd.edu. Best, Paul Cesare
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