Leading Profound Change

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Leading Profound Change A resource for presidents and chancellors of the ACUPCC July 2009 v1.0 18 Tremont Street, Suite 1120 Boston, MA 02108 www.presidentsclimatecommitment.org | 617.722.0036 ACKNOWLEDGEMENTS This document was developed at the direction of the ACUPCC Steering Committee and is a collection of contributions from its members with coordination support and input from the following members of the Second Nature team: Anthony Cortese, Georges Dyer, and Michelle Dyer. The 2009 ACUPCC
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    18 Tremont Street, Suite 1120Boston, MA 02108 www.presidentsclimatecommitment.org | 617.722.0036 Leading Profound Change A resource for presidents andchancellors of the ACUPCC   July 2009 v1.0     1 A CKNOWLEDGEMENTS This document was developed at the direction of the ACUPCC Steering Committee and is a collection of contributions from its members with coordination support and input from the following members of theSecond Nature team: Anthony Cortese, Georges Dyer, and Michelle Dyer. The 2009 ACUPCC Steering Committee: Ed Balog President, Aquinas College Horace Mitchell  President, California State University-Bakersfield Esther L. Barazzone  President, Chatham College David Hales  President, College of the Atlantic  David Shi (co-chair)  President, Furman University Mary Spangler (co-chair) Chancellor, Houston Community College Marshall Drummond  Chancellor, Los Angeles Community College District William Merriman President, Southwestern College - Kansas Martha Saunders President, The University of Southern Mississippi Tim White Chancellor, University of California, Riverside Mark Emmert  President, University of Washington udith Ramaley  President, Winona State University Michael Crow (co-chair)  President, Arizona State University Kathleen Schatzberg  President, Cape Cod Community College Verna Fowler  President, College of Menominee Nation Rosalind Reichard  President, Emory & Henry College G.P. Bud Peterson President, Georgia Institute of Technology Mary Spilde President, Lane Community College Herlinda M. Glasscock  President, North Lake College Thomas Purce President, The Evergreen State College Mitchell Thomashow  President, Unity College aqueline Johnson President, University of Minnesota Morris William S. Pfeiffer  President, Warren Wilson College   Cover photo: The Unity House, residence of Unity College President, Mitchell Thomashow, is a zero-carbon LEEDplatinum building that integrates smart, site-specific design with low-impact building materials, efficient appliancesand solar energy. It serves as a model for the college’s Master Plan and presents an extraordinary teachingopportunity for visitors to the college.     2 E XECUTIVE S UMMARY   The members of the Steering Committee encourage all ACUPCC presidents and chancellors to take anactive a leadership role in the ongoing process of developing and implementing the climate action plan.We have developed Leading Profound Change to help all of us do the big-picture thinking that drives thisimportant work. We recommend that you to read the full 13-page document. This Executive Summaryinforms you of the key concepts in the paper.By signing the ACUPCC, we have made an extraordinary commitment to leading the way – into largelyuncharted territory – towards overcoming one of the biggest challenges in modern history: eliminatingnet greenhouse gas emissions in order to have a socially, economically and environmentally sustainablesociety. To do this, we have each agreed to create climate action plans that promote the education andresearch needed to generate solutions, and to demonstrate those solutions in our campus operations.This is a commitment not only to our stakeholders – students, alumni, faculty, staff, administrators,trustees, and local communities – but also to each other and all of the ACUPCC signatories that make upthis network.We are at a critical juncture in this initiative, and the broader sustainability movement. Most of thecharter signatories have met their commitment to publish greenhouse gas inventories and work on twotangible emissions-reduction actions; however some have not. Many signatories are ready to publishtimetables and strategies for becoming climate neutral; some are not. In order to raise the percentageof signatories meeting these important milestones, we hope you will remain vigilant in fulfilling all of theaspects of this ongoing Commitment. We are asking you to focus on three tenets to propel the ACUPCC forward:1)   Treat sustainability as a major transformative initiative employing all the leadership skills of amajor institutional change;2)   Invoke the broad-based support of emotional and participative change; and3)   Empower a dedicated group to establish tangible metrics, milestones, and concrete results. Active leadership on an ongoing basis from the president or chancellor is critical for ensuring the successof individual campuses – and, consequently, of the initiative as a whole. Like any other major initiative,the changes needed to focus institutional attention and resources on the climate commitment agendawill require attention to institutional change. The role of senior administrators in leading change willdepend on your campus experience with large-scale efforts and what you have learned about how tolaunch and sustain change on a campus-wide basis.In many cases, administrators, staff, faculty and students begin the climate action planning process withfeelings of optimism and enthusiasm, but quickly feel stuck because there is no clear way for the senioradministrators to directly move the process along and ensure collaboration from all of the relevant   3departments and groups on their campuses. As a result, feelings of frustrations, paralysis, andresentment can emerge and derail the process and be replaced with a demoralizing feeling that the taskat hand is not possible.Of course, to address these challenges, we will all continue to draw on our own proven approaches toorganizational leadership, tailored to the cultures and circumstances of our institutions. However, webelieve the size, scope and complexity of creating a climate action plan makes this challenge unique inmany ways, and may require exploring new and different approaches as well. Unlike most other recentnationwide efforts, the climate commitment agenda requires an effective alignment of campusoperations, research and education, and campus-community collaboration in order to create anenvironment that supports the kinds of creative solutions needed.The accompanying resource Leading Profound Change represents the beginning of a dialogue andexploration of effective approaches, tools and concepts for leading the kind of change needed to fulfillthe ACUPCC in ways that enhance our institutions immediately and over the long-term. The paper,which includes links to our colleagues’ on-campus success stories, addresses the question: What new and different approaches can we share from our experiences to ensure deep and enduring success?   The paper discusses the role of an effective president in a rapidly evolving 21 st century organization;successful ways to communicate and foster collaboration; concrete steps to develop clear goals andmetrics for accountability; the “Five Disciplines” to create a learning organization; ways to makeconversation a strategic tool; and strategies to address limiting factors.We, the members of the ACUPCC Steering Committee, look forward to your reactions, feedback andother ideas. We thank you for your continued active engagement in this initiative and ongoingleadership in creating a better future.  
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