Accept the Challengepage 1

be a Confident Confidant page 8

Making Vision StiCkpage 9

STORMsurviving the page 2

September 2012 | Volume 11, Issue 01

WELCOMECongratulations on your election to state FFA office!

As a past state officer from Rhode Island, I can share from personal experience that the year of service you’re dedicating to FFA members in your state will be a year filled with personal growth potential that knows no boundaries. By now you’ve received countless hours of leadership training. Supporters of FFA at the local, state, and national levels have invested their time, talents, and treasure to develop you into the servant leader who our organization needs. It’s my hope that this publication, appropriately named Bright Ideas, will be one additional resource that adds to your growth and development. You’ll receive three issues in addition to the one currently at your fingertips: one after the National Convention & Expo, a second around the holidays, and the final one in March. Each issue will be filled with perspectives from those who have been in your shoes; past state officers who want to share with you the knowledge that they’ve gained since their time of service. I’m excited to offer that kind of perspective to you throughout this year.

“You are meant to serve in this position.”

I clearly remember the emotions that I felt throughout my year as a state officer. I was thrilled to be afforded the opportunity to serve, humbled by the eagerness of the members who I came in contact with, and even skeptical of my own ability to serve as a leader to those in my state. You are meant to serve in this position. Regardless of what the election process looks like where you’re from, someone believed in you. You owe it to that person, to yourself and (most importantly) to your state’s membership to give this year everything that you’ve got to offer.

We at the National FFA Organization believe in you, too. I’m fortunate to partner with a talented group of colleagues who join me in a commitment to your growth and success. You’ll have the chance to learn more about each of them in the next issue. Throughout this year, if we can be of any assistance, please reach out to us. Just as you’ve taken on the responsibility of serving FFA members in your state, we’ve taken on the responsibility of serving you as a state officer. On behalf of the entire team, I look forward to serving you this year and can’t wait to see evidence of your success.

Warm regards,

Shane Jacques

any of these topics likely sound familiar to you. You may even have passionate thoughts or opinions about some of them. It’s an amazing

time to be involved in agriculture. We are at the center of so many important conversations of our time. Have you ever been asked about one of these topics by someone who seemed uneducated on the issue? How about getting involved in a conversation about a topic and wishing you had more information to back up your point-of-view? As young leaders of FFA, you have raised your hand to learn more; to be thoughtful young leaders; to be advocates for agricultural education; and to be educated on agricultural issues that are shaping the future of our industry and the needs in the classroom.

So, does your opinion really matter? Absolutely. I recently participated on a panel at Washington Leadership Conference to discuss advocacy. One of the questions asked of the panel was if high school students’ opinions really matter to adults. One of the panelist, a former television news anchor, explained to the students that whenever she wrote stories, she would check in with the relevant stakeholders, but she knew she would get the most authentic, honest opinions from teenagers about the issue being debated.

You’ll likely find yourself in situations this year where your opinion will be sought. I know you have incredible public speaking skills from your FFA involvement. So let’s think about how you can put them to use in order to advocate.

Advocacy doesn’t necessarily mean picking a side on controversial issues. Sometimes it simply means telling your story and educating others about your experience in agriculture. It means finding opportunities to speak out about agricultural education with school boards or state legislators. It means building your confidence on issues

Organic foods. The “locavore” movement. Vegetarianism. Biotechnology and GMos. A growing global population. High food prices. One billion hungry people. An obesity epidemic in the United States. Crop subsidy programs. Local water rights. “Pink slime.” High fructose corn syrup. Food stamps. Climate Change.

through educating yourself with facts and stretching your perspective. It means balancing instinct with intellect so people listen to you. Simply put, advocacy starts by being aware of issues, by then caring enough to be educated on them, and finally, by choosing to act on an issue through sharing your opinion.

Start with thinking about why you care about agriculture and agricultural education. Write bullet points about your own story and path in FFA. Make sure you have the sound bites down about your state FFA and the good things happening in agricultural classrooms throughout your state. Brainstorm controversial issues you want to know more about. Make a short list of topics you want to research so you can be educated and thoughtful when your opinion is asked.

The debates happening at the local, state, national and global levels need young leaders like you to care and get engaged in a thoughtful way. We’ll dig deeper on this topic in the next issue. For now, answer the questions in this article and start practicing by telling your story to others.

Anne Knapke has seven years of professional experience in international agricultural development and trade and is currently pursuing her masters at the University of Chicago in international development economics and social welfare policy. She served as a state and national officer and continues to facilitate leadership trainings for FFA and other organizations. Originally from Ohio, she now resides in Chicago, Illinois.

ADVOCATING FOR AGRICULTUREAccept the Challengeby Anne Knapke

Shane JacquesEducation Specialist

State Officer Programs

National FFA Organization6060 FFA Drive, P.O. Box 68960

Indianapolis, IN 46268-0960Phone: 317-802-4315

sjacques@FFA.orgFFA.org

@stateofficerguy on.fb.me/stateofficers FFa.org/stateofficers 1Bright Ideas • Volume 11, Issue 1

This column will be a real, honest, “going where no SO has gone before” look at some of the tricky situations we’ll experience as state officers. Each installment will be formatted like a “survival guide,” providing quick and dirty tips on not only surviving but thriving this year and beyond.

We’ll tackle one of the hardest skills to master inside and outside of FFA… effective conflict! We spend a lot of intense, high-pressure time together, which inevitably stirs up tension. So here’s how to survive the “storming” phase of team development, relationships intact.

Face cOnFLict head On

One of storming’s most deadly pitfalls is our tendency to avoid it like cheek-pinching aunts at family reunions. Our human mainframe associates conflict with pain, putting it off and ignoring it as long as physically possible. But stored up grievances and issues erupt in a loud, messy, dangerous explosion of emotion. Making a mental list of each person’s past faults as ammo for later conflicts is incredibly destructive. Don’t let the conflict volcano destroy your team! When tension arises, commit to address it immediately and directly. Deal with conflict here-and-now to avoid pain and the blame game then-and-later. (NLCSO shout out: Remember the five conflict styles—problem solving, compromising, forcing, withdrawing and smoothing? Review them in your learnbook and remember there’s a time and a place for each style.)

cOnFrOnt the situatiOn One-On-OneIt’s tempting to use the excuse of “venting” to release your frustrations with one or more teammates to a third party. But let’s be honest, when we vent we’re no closer to resolving the situation. While venting might be a relief in the moment, it never ends well! Word always gets around and hearing that a teammate is talking about you behind your back can permanently damage relationships and kill trust. Constructive criticism and conflict can be positive if we approach our teammates “mono e mono,” preventing rumors and stopping drama in its tracks. Address the issue in a non-threatening, low-pressure way by taking your teammates aside and being upfront with the problem and how it makes you feel. If it’s too intimidating to confront a teammate for the first time face-to-

face about a specific issue, try writing your feelings down on paper and then deciding how to approach the situation. Maybe you give them the letter and ask if you could meet up for ice cream to debrief. Or maybe “venting” to the paper is all you really needed. Whatever you do, avoid Facebook messages and emails! They’re impersonal and can be forwarded, changed and taken out of context.

since you’ve missed so many due dates (feel). I’d really appreciate it if we all met deadlines and pulled our weight on the team for the members, sponsors and our teammates (desired solution).

Notice all of these statements come from one person’s point of view. There’s no way to argue with someone else’s feelings or desires, therefore preventing defensive reactions. Don’t believe me? Try it—I promise it works.

MOdeL expectatiOns

Just as in all facets of state office, modeling expectations is the best way to set high standards of behavior. How you handle conflict sets a standard for how others will handle conflict with you. If you’re open, honest and direct, showing the same level of compassion and support as you’d like to receive, your teammates will feel more comfortable approaching you with the same level of openness and respect. Give what you’d hope to get!

Phew, such a huge topic and so little paper… Well those are just a few of my best survival tips for team conflict. Above all, remember: All teams storm. The more times your team effectively progresses through the team development model, the faster you’ll get through the process and the more time you can spend performing. Don’t fear conflict and try “Opening The Front Door” sooner

rather than later.

use i-First stateMents

Many of us fear conflict because we’re worried about what dirt will surface in the potential mud-slinging fight that could ensue. Take the blame game out of the equation. By using I-first statements, the conversation becomes less of an argument and more about your personal perception of how someone’s actions affect the rest of the team. An easy formula to learn for team conflict is called Open The Front Door (Observe, Think, Feel, Desire). It looks a little something like this:

Hey Jared! I’ve noticed that you’ve been missing a lot of deadlines lately (observation). That makes me think that you’re probably overwhelmed with school and not putting FFA as a high enough priority (think). I feel like it’s hard for our team to rely on and trust you

Alex Henry is the communications coordinator for the Michigan Milk Producers Association, a farmer-owned cooperative serving 2,100 members in Michigan, Indiana, Wisconsin and Ohio. She served as a state and national FFA officer and has facilitated various conferences with FFA. Alex enjoys spending time with her family in mid-Michigan and traveling to visit friends.

FrOM the Outside, state officer Land is a magical world filled with smiles, inspirational facebook status updates and profile pictures of teams walking hand in hand. Birds swoop down in true Cinderella fashion to put on our official dress; we never get lost and never look tired. At the end of the year, we’re supposed to tell everyone that our teammates are our best friends as “Time of our Lives” by Green day plays in the background. But, as we all know, state officer Land is way more real than that. It’s work—to prepare for visits, commit to continuous growth and work as a high-performing team without succumbing to the urge to head-butt one or more of your teammates. It’s not easy. But rest assured you’re not alone.

THESurviving

A StAte FFA OFFicer’S SurvivAl Guide

@stateofficerguy on.fb.me/stateofficers FFa.org/stateofficers 3Bright Ideas • Volume 11, Issue 12

by Alex Henry

If you could change, I mean really change, and grow in one area, what would that area be? You have passion to serve others…talents, experiences and abilities to give. At the same time, each of us struggle with selfish tendencies, insecurities and aspects of our character that are far from 100 percent true. Ironically as leaders, we are both the greatest inspiration on and obstacle to the impact we have on others.

Perhaps you tend to dominate conversations, are reluctant to confront others when needed, procrastinate or have a highly flammable temper. Or maybe you can’t relate to any of these struggles, making humility one of your issues. We all have areas in which we can (and need to) grow. For example,

when I was a state FFA officer, I was still wrestling with remnants of the racial prejudice I saw while growing up. Until I came to understand how those experiences were affecting me and that I had the power to reject or modify my own behavior, racial prejudice would continue to disrupt my life.

The distance between knowing how we need to change and being able to do it is often huge. Most of the time, personal growth plans or even tearful commitments to loved ones fall short of bringing about sustained change. Harvard Professor Ronald Heifetz identified a crucial reason why our efforts to change are typically more frustrating than fruitful: It involves distinguishing between “technical” and “adaptive”

change. Professor Heifetz said that we usually make “technical changes” by simply changing our behavior instead of digging deeper to change the sources of our behavior – or “adaptive change.”

We learn and practice a new skill at leadership conferences or we change our behavior (for example, we stop being rude, stop talking over people, etc.). However, unless the deeper issues leading to those behaviors are unearthed and addressed, negative behaviors will continue to pop up regardless of how many technical changes we make. Understanding the difference between technical and adaptive change is relevant to your own growth and your attempt to lead and serve your members and teammates.

Have you ever tried to change by changing your (or someone else’s) surface behavior? How did that go for you? Rather than simply implementing technical changes, leadership experts such as Heifetz, Robert Kegan and Lisa Lahey suggest that we engage in a more involved and rewarding process of adaptive change.

You are beginning to get to know your teammates, and they are beginning to get down to the nitty-gritty of who you are as well. This is both beautiful and challenging. It is difficult to find the balance between giving each other grace and helping each other grow. In their book immunity to change, Kegan and Lahey talk about a process called the “Immunity X-Ray,” which is

designed to foster adaptive change. This process is a tool that can help guide you and your teammates in making an adaptive change by identifying the underlying sources of the behaviors that are limiting each of your abilities to lead your members. The x-ray guides us in a process of self-reflection and helps us move past the barriers to personal change.

Think of this final section as a brief introduction to making an adaptive (actual) change. I definitely recommend that you purchase immunity to change and consider asking your state staff to lead you through this incredible process as a team. I have resources that you or your state staff can use to help make this happen. Most importantly, attempt to fully grasp the depth of the work that often must be done for deep, lasting change to occur.

If you couldchangeone thingabout yourself…by Barrett Keene

LeAdersHIp froM THe InsIde ouT:

Barrett Keene is a past state and national officer from Florida. He is currently a Ph.D. student focusing on leadership at Cornell University. Since January 2012, Barrett has been walking across the country raising awareness for The Global Orphan Project. He can be contacted at blk56@cornell.edu or through BarrettKeene.com.

» Seek feedback Seek feedback (From whom? How?) to help you decide what is the “one big thing” in your life that can and should be improved. Getting this feedback is both difficult and crucial. Your goal should be important to you, be important to others affected by the behavior, and be positive in nature (for example “I will” instead of “I will stop”).

» ThInk deeplyThink deeply about what you are doing or not doing to prevent the goal from being accomplished. List every behavior you are doing that keeps you from being able to do what you desire to do. Be brutally honest, avoid justifying and seek feedback on your limiting behaviors.

» WrITe IT doWnWrite down the concerns associated with doing the opposite of every behavior described in step two.

» IdenTIfy The “bIg aSSumpTIonS” Identify the “big assumptions” by asking what assumptions a rational person with each of the concerns you listed might hold. These assumptions are not automatically all true or all false (the correctness of an assumption is often true or false depending on the context). By identifying and testing your assumptions in diverse situations, you can transform these potential barriers into objects to be evaluated and confirmed or thrown out.

» TeST The “bIg aSSumpTIonS” A state officer who struggles with delegating (“if I don’t do it, no one will”) may find that their concern may be completely invalid. This would free them to trust others. Being free from the assumptions that are fostering your concerns and fears (which lead to behaviors that have prevented you from making a change) will liberate you to do what you need to do in order to grow as a more character-driven, effective leader.

@stateofficerguy on.fb.me/stateofficers FFa.org/stateofficers 5Bright Ideas • Volume 11, Issue 14

Gaining Knowledgeby Jill Casten

As FFA leaders, we go to leadership conferences, we hone our speaking skills and we tout the mantras, such as “leadership is influence,” of those before us. FFA develops and prepares us to be outstanding leaders in our schools, communities and in other organizations. For a lot of us, reaching state office brought us to a level of leadership we had dreamed of, worked toward and prepared for with great diligence. But I’m here to tell you,

your growth as a leader cannot and should not stop here.

I will be the first to tell you that I’m a studied, well-read leader. I’ve taken the classes, put theories into action and faced many trials and errors in my path of leadership over the years. However, it was at a conference this year, during a session by the famous and admired leadership author Ken Blanchard, that I refocused to GROW as a leader. What he shared was not earth shattering or cutting edge. In fact, most of what he said was completely in line with what I already knew. Blanchard delivered his message with so much wisdom and sincerity that I decided to take a deeper look into my own growth as a leader.

When it comes to personal leadership development, when did I stop practicing what I preached? Well, it’s easy to let things slip as we get busier. And, it can happen to you, too. We get caught up in day-to-day decisions; our attention is easily distracted toward the here and now. It ranges from the upcoming midterm in your ag econ class to the weekly meeting of your state officer team. Whatever it is, the present has a way of overtaking our good intentions to GROW as leaders.

Based upon the book, Great leaders GrOW: Becoming a leader for life, co-written with Mark Miller, Blanchard presents his acronym GROW as four ways we can continue to develop as leaders. The first, “G,” stands for “gain knowledge.”

My interpretation of “gain knowledge” begins with learning more about yourself as a leader. Part of your training as a state officer is learning about your strengths and how they play into your leadership style. The more we learn about ourselves and our preferences, the better we can understand and interact with others as leaders. Experiences as a state officer will help you gain knowledge from your teammates and the many FFA members you meet. Take time to reflect upon how you handled a difficult situation, listen to a member as she describes her supervised agricultural experience to you, or ask your fellow teammate about his career goals.

While continuing to capitalize on the opportunity to learn more about yourself and others, understand that you are in a stage of life where school is a driving force of new knowledge. This is fantastic. Once you are in college, you’re allowed to start

focusing and specializing in a specific subject area. You may not feel it at the time, but this investment into your knowledge base is crucial to your career and future.

Let me give you an example of how I continue my own growth in agriculture and leadership by gaining knowledge outside the formal classroom. Some might say I’ve spent too much of my life in my quest for knowledge because of how much time I spent in school, but not everything I read comes straight off the academic library shelves or from the leadership and management section at Barnes and Noble. My Kindle is filled with fictional, historical and even comical writings on a broad range of interests. Whether it’s the Hunger Games trilogy or the latest Thomas Friedman book on world economics, I continue to add to my knowledge base through reading. When I’m on the treadmill, I watch the news. When I’m in my car, I listen to NPR. When I’m commuting to work on the Metro, I read the headlines on my iPhone. I try to find multiple avenues to feed my thirst for new knowledge. Books, blogs and documentaries are just a few ways I continue to stay up on current trends in organizations, leadership, technology and even pop culture.

Most importantly, learning is not always a one-way street. Social learning from others remains high on my list. I find my best and brightest friends and colleagues and ask them what they’re reading, what they’re working on, what they’re listening to. It’s a great way to diversify my interests and try new things. How else would I have found the band Trampled by Turtles or my now favorite magazine Fast Company? As you continue to build your network with other students, leaders and state officers, find ways to tap into their suggestions and let them surprise you.

Here are a couple of suggestions for you as you begin this first step as a great leader who wants to GROW by gaining knowledge:

1. Pick a book a month to read outside the classroom. If you choose wisely, this will be something you look forward to as a break from reading for class.

2. Find one way each day to catch up on daily news via the Internet, TV, radio or your phone.

3. Pose a question on Facebook and ask others what they’re reading or what they’re listening to.

Anything you can do to broaden your knowledge of yourself, others, agriculture or leadership will help you GROW into the leader you want to be. Have you ever heard the term life-long learner? I hope so. And, I hope it resonates with you.

GROWing AS A LEADER

Jill Casten is the director of training and development at the American Farm Bureau Federation in Washington, D.C. She served as a state officer in Kansas and has worked for the National FFA Organization as a conference facilitator and staff member for collegiate programs. A graduate of Kansas State, the University of Nebraska and Virginia Tech, Jill loves college football.

pICk A Book A MonTH To reAd ouTsIde THe CLAssrooM. If you CHoose wIseLy, THIs wILL Be soMeTHInG you Look forwArd To As A BreAk froM reAdInG for CLAss.

fInd one wAy eACH dAy To CATCH up on dAILy news vIA THe InTerneT, Tv, rAdIo or your pHone.

pose A quesTIon on fACeBook And Ask oTHers wHAT THey’re reAdInG or wHAT THey’re LIsTenInG To.

@stateofficerguy on.fb.me/stateofficers FFa.org/stateofficers 7Bright Ideas • Volume 11, Issue 16

walked over to the table and turned the music down on my iPod. Vanessa Amorosi’s “Absolutely Everybody” faded into the background. Saying “goodbye” and “thanks for coming” to the last few members who left the room, I began to pick up the stray paper airplanes and pens that littered the floor. Smiling to myself, I thought

about how awesome the FFA members were who just attended this workshop at the state FFA convention. We had just spent the last hour talking about serving others as

ourselves and had some great conversations. As I began to take flip charts off the wall, I heard someone behind me. I turned around and Justin, one of the members from the workshop, was standing there. Little did I know that the conversation we were about to have would leave me heartbroken and speechless…

Think back to when you were elected to state office. That feeling as your name was announced, as you joined your teammates for the first time, as you began imagining what your year would be like and all of the things you had to look forward to. Chances are that list included representing fellow FFA members, advocating for agriculture, educating others about the National FFA Organization, building relationships with partners of the organization, meeting with government officials, organizing chapter visits, facilitating camps and conferences, delivering speeches and serving as a role model and mentor for FFA members.

The last item on that list was what excited me the most about serving as an FFA officer, but I had no clue what all that would entail. I had no idea the amazing stories that would be shared with me as a result of these relationships. But I was also desperately naive about the devastating hardships I would discover through these stories as well. The pain experienced and strength displayed by our members in these stories is immeasurable and still continues to inspire me. Stories of loss due to natural disasters, losing a loved one, divorce, adoption, financial struggle, bullying and thoughts of taking one’s own life… the list goes on and on.

But what do you do? How do you respond when told a story like this? It can be one of the most difficult situations to handle as an officer. The following are some tips and suggestions to make both you and the member comfortable in the situation and to continue to build your relationship.

Lend a Listening ear. Most of the time members just want to be heard. They need someone they can trust to listen and hear their needs. Use active listening techniques to show that you are engaged and want to understand. Ask questions when appropriate to fully grasp the situation.

encOurage theM tO Find a cOnFidant cLOse tO hOMe. It is wonderful that they feel comfortable enough with you to share, but as a state officer, chances are you are miles away most of the time and have a demanding schedule. Logistically it is impossible for you to be there for the member all the time. Help them brainstorm someone close to home who they can turn to when you are unavailable. Ideas include: a parent, grandparent, aunt, uncle, chapter advisor, guidance counselor, close family friend, etc.

assess the situatiOn. If the member is in danger, it is essential that you contact an adult in their life to get them the necessary help. While the member may have asked you to keep a secret, know that their safety is more valuable. Many hotlines are available for abuse, suicide and similar situations; contacting one of them is another option.

reLate. We all face moments of difficulty in our lives; while we may feel that our struggles pale in comparison, sharing your personal story can be of benefit. When members realize that as state officers our lives are not perfect, it places us on their level and makes us more relatable and able to strengthen our bond. It also allows us to display an empathetic attitude and lets them know they are not alone.

thank theM. Thank the member for sharing. It is amazing that you have built a trusting relationship that allowed the member to reach that level of comfort. Thanking them lets them know that you value your relationship and them as an individual.

Be cOnFident and prOud. Appreciate the level of trust you have reached with this member and the amount of influence you have in their life. Looking back, you may wish that you handled the situation differently but be confident and proud that you have truly touched their life. You are making a difference. Be at peace with the fact that you are in this place on purpose for a purpose.

DIFUSING DIFFICULTDILEMMASBe a Confident Confidantby Tiffany Rogers

OFF THE SHELFMaking vision Stick, by Andy Stanleyby Bethany Bohnenblust Parker

the read

Do you remember the energy and enthusiasm that was buzzing through your mind when you were first elected to state FFA office? Do you remember the conversations when your team began to dream about what the next year could look like? And do you remember when your plans weren’t a matter of ‘if’ we can pull it off, but ‘when’?

You walked differently, you carried yourself proudly, and every time you pulled on your new blue jacket—with “Association” on the back—you felt invincible. Newly elected teams have zeal for a vision.

Is that vision still there?

“Everybody gets tired and distracted at times,” says author Andy Stanley in his book, Making vision Stick.

Stanley commends us on committing to a vision and our desire for followers to get behind the same vision. In his book, he recognizes that every leader has a vision that they are hoping to fulfill, yet sometimes our vision can fade.

the reaLitY

Vision is like a campfire.

In the beginning—from building the fire and finding the perfect logs to choosing the best location and sparking the flame—many people are focused on the end result. Amidst the laughter and adventure of a campfire, the fire burns down over time. The once rolling flames begin to smoke and eventually die.

Over time our vision, similar to the campfire, can be doused because of seemingly greater needs of the hour. Our vision slowly ebbs and may eventually slip away forever. It’s our responsibility as leaders to keep a watchful eye on our vision, as on a fire, to keep it burning bright.

Stanley, referencing his experiences in his current leadership position, delivers three ways we can make vision stick:

1.) Cast vision strategically.

2.) Celebrate vision systematically.

3.) Live your vision continuously.

the respOnse

• Create a “scoreboard” to track your state officer team’s progress.

• As a team, ask the question, “What happened last week that makes you feel like you’ve made progress toward our vision?”

• Time management is vital to keeping a focus on the vision. Identify the important short- and long-term responsibilities.

• Celebrate the BIG and small successes of your team.

Living out vision makes you a leader worthy to follow!

Tiffany Rogers attends Michigan State University studying agribusiness management and hopes to attend law school to become an agricultural lawyer. She has served as a state and national office and currently works for the Michigan FFA Association and National FFA Organization as a conference facilitator She can be contacted at roger187@msu.edu.

Bethany Bohnenblust Parker is a past state and national officer. She and her husband Morgan, also a past national officer, graduated from Kansas State and are on staff with a campus ministry. She can be contacted at bethany.bohnenblust@gmail.com.

“Everybody gets tired and distracted

at times.”

@stateofficerguy on.fb.me/stateofficers FFa.org/stateofficers 9Bright Ideas • Volume 11, Issue 18

Bright IdeasNational FFA Organization

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The State FFA Officer Programs are made possible through sponsorship from the following organizations as a special project of the National FFA Foundation.

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