The document summarizes a leadership retreat for the American Dietetic Association's Diabetes Care & Education Practice Group. It includes objectives to identify leadership characteristics and understand the group's strategic plan. The agenda covers introductions, surveys about leadership roles and responsibilities, and developing leadership skills like establishing credibility, managing responsibilities, and supporting strategic goals. The overall goal is to help new leaders in the practice group succeed in their roles.

1. American Dietetic Association DIABETES CARE & EDUCATION PRACTICE GROUP LEADERSHIP RETREAT Written & Facilitated by: Michele C. Wierzgac“Helping People Build Business Skills” ©2010 Michele & Company® All Rights Reserved

3. Raise your hand to speak – you will be acknowledged – you will then speak in turn.

4. Ask questions

5. Feel free to brainstorm “what if….”RESPECT ©2010 Michele & Company® All Rights Reserved

7. Understand the DCE Practice Group Strategic Plan.

8. Determine leadership roles, responsibilities, and expected results within the strategic plan.OBJECTIVES ©2010 Michele & Company® All Rights Reserved

10. Title, Business

11. # of year

12. Leadership Roles

13. Why are you volunteering?

14. Something we don’t know!INTROUDCTIONS ©2010 Michele & Company® All Rights Reserved

18. Ratings…. DCE Practice Group has respect for diversity and cultural differences. Average Score: 4.6 We are willing to take risks in an effort to improve. Average Score: 4.0 Our Leadership learns from their mistakes and is open to constructive feedback. Average Score: 4.5 Our leadership is committed to and values coaching and training. Average Score: 4.5 I am receiving mentoring and coaching to assist me in my position. Average Score: 4.25 SURVEY ©2010 Michele & Company® All Rights Reserved

19. American Dietetic Association DIABETES CARE & EDUCATION PRACTICE GROUP LEADERSHIP DEVELOPMENT Written & Facilitated by: Michele C. Wierzgac“Helping People Build Business Skills” ©2010 Michele & Company® All Rights Reserved

20. TRYING SOMETHING NEW FLEXIBILITY ACTION PLAN YOU’RE NOT ALONE FORMER PEERS ESTABLISHING CREDIBILITY RESPONSIBILITIES TO MANAGEMENT RESPONSIBILITIES OF LEADER TRANSITION PAST SUCCESS ©2010 Michele & Company® All Rights Reserved

22. How many of you were surprised?PAST SUCCESS You must have done something right along the way. ©2010 Michele & Company® All Rights Reserved

24. What skills and talents did you acquire in these roles that enabled you to excel?PAST SUCCESS Common mistake is to continue performing as an individual contributor. ©2010 Michele & Company® All Rights Reserved

29. Leaders challenge systems

31. Leaders learn from mistakes©2010 Michele & Company® All Rights Reserved

32. LEADERS THINK DIFFERENT(LY) TRYING SOMETHING NEW ©2010 Michele & Company® All Rights Reserved

33. ©2010 Michele & Company® All Rights Reserved

35. Walk up to a person(s) and ask them what they are doing and how they like what they are doing.TRYING SOMETHING NEW ©2010 Michele & Company® All Rights Reserved

39. Experience

41. Staffing

42. Hiring

43. Selecting

44. Coaching

45. Strategic Thinking

46. Vision

47. Listening

48. Managing change

49. Conflict©2010 Michele & Company® All Rights Reserved

51. Hold team members accountable

52. Provide proper training for the teamRESPONSIBILITIES OF A LEADER ©2010 Michele & Company® All Rights Reserved

53. What other team responsibilities do you have as a leader? RESPONSIBILITIES OF A LEADER ©2010 Michele & Company® All Rights Reserved

55. Have you ever thrown management under the bus as an individual contributor?RESPONSIBILITIES TO MANAGEMENT ©2010 Michele & Company® All Rights Reserved

60. What actions would you take to support this decision and help your team support this decision?©2010 Michele & Company® All Rights Reserved

62. Energy

63. Conviction

64. Composure

65. Trust

66. Appearance

67. Approachability

68. AuthenticityESTABLISHING CREDIBILITY “You must earn credibility, not expect it.” ©2010 Michele & Company® All Rights Reserved

76. Never give a former peer special treatment.

77. Give recognition to everyone who does a good job.

78. Avoid group activities that may put you in jeopardy of crossing the line.FORMER PEERS ©2010 Michele & Company® All Rights Reserved

80. Setup reasonable standards and limits for your team.

81. Get results through your team.

83. Be credible.Be an authentic person. ©2010 Michele & Company® All Rights Reserved

84. TRYING SOMETHING NEW FLEXIBILITY ACTION PLAN YOU’RE NOT ALONE FORMER PEERS ESTABLISHING CREDIBILITY RESPONSIBILITIES TO MANAGEMENT RESPONSIBILITIES OF LEADER TRANSITION PAST SUCCESS ©2010 Michele & Company® All Rights Reserved

85. THANK YOU! Michele C. Wierzgac“Helping People Build Business Skills” (708) 598-6600 michele@micheleandco.com

87. Determine leadership roles, responsibilities, and expected results within the strategic plan.STRATEGIC PLAN ©2010 Michele & Company® All Rights Reserved

89. Social Responsibility - Make decisions with consideration for inclusivity as well as public policy, cultural, economic, social, and environmental implications.

90. Development - Advocate the development of expertise of the Registered Dietitian specializing in the field of Pre-Diabetes and Diabetes Self Management Education.VALUES ©2010 Michele & Company® All Rights Reserved

92. Integrity - Act ethically with accountability for life-long learning and commitment to excellence.

93. Collaboration & Collegiality - Seek opportunities to share expertise with our domestic & global stakeholders.VALUES ©2010 Michele & Company® All Rights Reserved

95. Goal # 2 – Advance DCE’s unique position as the authority in nutrition and diabetes prevention, education, and management.Determine leadership roles Determine responsibilities Establish expected results STRATEGIC PLAN ©2010 Michele & Company® All Rights Reserved

96. THANK YOU! Michele C. Wierzgac“Helping People Build Business Skills” (708) 598-6600 michele@micheleandco.com