During annual conference, I spoke about the current state of ISU Extension and Outreach. Over the past year we accomplished many things, but we have more to do. The quote from St. Francis outlines a simple, step-by-step approach. Accomplishing what is necessary and what is possible can place an individual or an organization in a position to achieve what may seem, initially, to be impossible. That sounds great, even inspirational, but if you’re like me, you may be a bit stuck on just that first part and a long way from challenging the impossible. What is necessary? What stuff do we need to be doing today?

“Stuff” is what comes in that doesn’t belong where it is, but for which you haven’t yet determined the desired outcome and the next action step. It’s like the box in my entryway that has been sitting there since we moved in. It’s full of miscellaneous stuff from the old house; I just haven’t figured out where to put the stuff in the new house. In other words, I haven’t thought about the intended outcome, so action is impossible. I just keep tripping over the box; just like we mentally keep tripping over stuff when we haven’t identified what action must happen next.

President Leath has said his goal is for Iowa State to become the university that best serves its state. This week, we started conversations about what we need to do to help meet that goal, but how do we transform interesting conversations into actionable stuff we need to do? David Allen, author of Getting Things Done, says we’re never really taught that we have to think about our work before we can do it. Much of our daily activity is defined for us by undone things staring at us when we come to work. Thinking in a concentrated manner to define desired outcomes is something few people feel they have to do. But in truth, outcome thinking is one of the most effective means available for making ideas reality.

If Iowa State University became the university that best serves its state, what would we have done for our citizens that we are not doing now? What would it look like? If you had nothing else to do but this, where would you go right now, and what visible action would you take? What if we all started identifying every action required to help meet this goal and could articulate the expected results? See you there.

– Cathann

I don’t know the original source of that quote, but I like its basic truth. What we do, or don’t do, can indeed bring about catastrophic results — or at least a less than ideal outcome. Skip going to the dentist long enough and you’ll have a mouthful of cavities or worse. Don’t pay your parking fines and you’ll end up in court. Many catastrophes can be averted if we act wisely now to make things better for later.

Daniel Goldstein talks about this concept as the battle between a person’s present self and future self. Goldstein is a principal researcher at Microsoft Research in New York City and an honorary research fellow at London Business School in the UK. He notes that every day we make decisions that have good or bad consequences for our future selves. He helps people imagine themselves over time so they make smart choices for their futureselves as they consider long-term finances, retirement, and other decisions. (See his Ted Talk.)

In Extension and Outreach, our present self was taking care of our future self when we gathered together for our leadership summit last fall. What we accomplished at that summit paved the way for our strategic plan, our business plan, and the reorganizing of our central administration — all actions that will help ensure our long-term viability and relevance to the people of Iowa.

Another way that today, we take care of our future is through our town hall meetings.  Terry Maloy and I hosted the first meeting in Ames on Aug. 27, and I am pleased to report that the discussion highlighted areas of focus in which we have been able to make an impact, and that our partners value their relationships with us.  It is always interesting to hear perspectives from our colleagues outside of Iowa State University who have appreciated participating in our programs or have ideas for new initiatives based on best practices. 

We have four more town hall meetings scheduled: Atlantic, Sept. 10; Storm Lake, Sept. 17; Oskaloosa, Sept. 18; and Waterloo, Sept. 19. Rather than designing our own catastrophe, these thoughtful conversations are allowing us to take care of our future. The insights we will gain will allow us to better fulfill our core purpose — helping Iowans make better decisions through educational programs. And Iowa State will become the university that best serves its state. See you there.

– Cathann

Large consequences may follow from inattention to very small details. I was reminded of this while cleaning the full eaves of our new house. Partway through the task, I was distracted. My daughter needed something, my phone rang, then I took some clothes out of the dryer, and well … by then I may have lost motivation to get up on the ladder and finish. The ladder sat against the house for several days, because I was getting back to it. You know. Tomorrow.

Days kept passing without me getting back there. I was busy. It was hot. There wasn’t enough time before I had to take Wren to piano lessons. I forgot. Before I knew it, weeks had gone by and the ladder still stood. That is, until the wind picked up during the storm. Now I had two problems: 1) my eaves were still not clean, so water was spilling over across the deck and doorway, and 2) I was watching a 16-foot-tall aluminum ladder go airborne and hoping it wasn’t going to hit the sliding glass door.

I’m grateful the ladder did not hit the door, but it did land on the roses. As I cleaned up afterwards, I knew if I had just finished the eaves, or even put the ladder away, I could have saved myself the worry and work. What makes this so easy to do is that those links of causality listed in the nursery rhyme only seem obvious in hindsight. No one would ever think one nail could lead to a kingdom falling, and after weeks with no rain, I certainly didn’t envision an airborne aluminum ladder. And we are busy. There are so many small details needing our attention. Which can be ignored? Which lead to larger consequences?

The good news is positive consequences may start from small acts too. This summer the World Food Prize Hall of Laureates in Des Moines opens the Hall of Laureates Education Wing. Interactive exhibits tell stories of Norman Borlaug and World Food Prize Laureates, the history of agriculture, the challenges of feeding the world in the 21st century, and Iowa’s unique agricultural and humanitarian heritage. One exhibit includes a story about Iowa State becoming our land-grant college when Iowa became the first state to accept the Morrill Act. The exhibit also shows the university’s ongoing role as a leader in science and agriculture. Another will feature Iowa State’s influence on the life and work of George Washington Carver, and also Jessie Field Shambaugh and her place in history as the “Mother of 4-H.”

Today we don’t think of Borlaug’s, Carver’s, or Shambaugh’s actions as “small” in any way. But chances are they felt they were just doing their small part as Borlaug led the Green Revolution, as Carver created 325 products from peanuts, and as Shambaugh created the boys’ corn club and girls’ home club to provide relevant education for Page County children. They likely never dreamed that their work would influence and inspire so many.

So the next time you are teaching that workshop, answering that client question, or driving home from that late night meeting, remember this: Whatever your role is in ISU Extension and Outreach, your small acts may result in large consequences.

See you there.

– Cathann

Studying the map to be sure I turned the right way as I left my hotel, I was soon on my way. Unfortunately, what my smart phone couldn’t tell me was that the area six blocks north was under construction and that Starbucks was closed. Undeterred, I searched again and found another location just five blocks east. I walked to that location, paying careful attention to my map only to find that it was no longer even there. One more try sent me seven blocks south and I triumphed by finding a small shop and got my coffee.

Walking back to my hotel, I put my phone away. As I approached the block where my hotel sat, I saw a brand new Starbucks – so new it had not yet registered on my map, but was clearly obvious, if I had just walked out my hotel door and looked across the street. (Yeah, that’s me standing in front of my hotel in the picture). Besides feeling rather sheepish – but justifying that the exercise was good for me – it made me ponder other times when I get so busy focusing on what I think is the way to get something done, that I don’t see an opportunity when it’s right in front of me.

I suspect I’m not alone in this tendency. If you’re like me, you were raised to be self-reliant and to tackle problems as they present themselves. When a problem arises, I kick into gear and I go into “problem-solving” mode – what do I need to do, what tools do I need, who should I talk to, what are the steps to solve this problem. Of course, what a problem-solving approach means is that we’ve already begun to narrow our field of vision, much like my focus on my smart phone map. Seeking opportunities, however, is kind of the opposite and requires broadening our scope and looking around. See you there.

– Cathann

Together, we did some important work this year, not the least of which was articulating our fundamental principles and core values which position us well for the future.  As I reflected on the past year, three words summed it up in my mind: focus, visibility, partnerships.  I asked a few colleagues what they thought was different in ISU Extension and Outreach after this year, and I’d like to share their responses:

Iowa Beef Center Director Dan Loy says, “One year ago, many of us in Extension were still licking our wounds from budget cuts and reorganization. What we needed to get us on our feet and moving forward was a more common purpose and direction, and that is what we found. New leadership, a name change, an organizational summit that helped us focus on partnerships and research-based education, together have brought us focus as well as visibility to our efforts. On campus this improved visibility is helping solidify the importance of extension to the land-grant mission. With visibility comes accountability, but we are up to the task.”

Joyce Schoulte, president of the Clayton County Extension Council, says, “As an attendee at the summit last fall, I felt that we, out here in the county, are not only having a voice, but are being listened to. I was hesitant to attend the summit because of past experience. I am so glad that I went and that my voice was heard. It seems to me that IACEC has been given a more important role as well. There seems to be more interaction between all facets of ISU Extension and Outreach. Bottom line: I feel that we are being listened to when we have questions to ask and ideas to share.”

Dean Luis Rico-Gutierrez of the College of Design says, “ISU Extension and Outreach has become, in a very short period of time, an indispensable partner for many of our activities in the College of Design. Through innovative affiliations like ours, Iowa State University has become a more effective partner with communities, organizations, and industries, involving people directly in identifying and implementing solutions that fit their aspirations, dreams, and needs. Our work together highlights a renewed commitment to ‘extend’ the reach of the nation’s knowledge infrastructure — our land-grant institutions — to improve the quality of life in our state, the nation, and the world.”

Andrea Nelson, office manager in Polk County, says, “I think the message we’ve been embracing in conferences, blogs, emails, and webcasts in the past year is, it doesn’t matter if you’re county or state paid, field or campus based — we’re all in this together on the same team…I think we’re working on improving ourselves and ultimately a better job at fulfilling our mission.”

Region 3 Director Gary Hall says, “ISU Extension and Outreach today compared with a year ago has been marked with an increase in leadership and vision. Yes, there are many differences to point out, but the overall change would be that a new driver has gotten behind the wheel of this vehicle we call Extension and Outreach, and she is skillfully navigating her way down the roads of partnerships, campus relations, county engagement, and staff development.”

Gary’s vehicular reference reminded me of the advertising campaign, “this is not your father’s Oldsmobile.” In the late 1980s, Oldsmobile began using this slogan to try to appeal to a younger demographic. The trouble was, the slogan had no substance. Oldsmobile didn’t change; it was still your father’s car. The slogan couldn’t save the company, and Oldsmobile went out of business.

Whether you’re selling cars or providing access to education, you have to offer what customers want. That means you have to be willing to change what you do  — not just how you talk about yourself — so you’re better equipped to meet needs.  President Leath has said that he wants Iowa State to become the university that best serves its state. Extension and Outreach plays a key role in the university achieving this goal.

Program specialist Karen Lathrop says, “It is much easier to define what we do well, and it is now clear why we must say no to opportunities that don’t fit into our vision and mission. This frees up the extension professionals to focus on the relationships and things that matter most, so that we can make an impact in our communities with our clients… I feel Iowa State University Extension and Outreach is on the right path and on the cusp of something really big.”

See you there.

– Cathann

My family still calls it Decoration Day, but Memorial Day was intended to remember those who died in service to our country. Many communities still have parades, celebrations, or service events to commemorate the day.  While I worked at the Pentagon, I attended national ceremonies at Arlington — a definite reminder of the service of so many.

I appreciate the time to reflect upon service. The community aspect resonates with me as well. Bringing people together for a common purpose builds relationships and strengthens communities.

When we carry out our land-grant mission, we build relationships and strengthen communities throughout Iowa. Iowa State’s new president, Steven Leath, wants the university to be fully engaged in moving our state forward. He calls himself “a land-grant guy” and he understands that through Extension and Outreach, Iowa State University is embedded in communities across Iowa to consistently engage with citizens. Let me share a few of his recent comments:

From Iowa Public Television’s Iowa Press, 3/2/12

“I started my career as an extension person in Illinois. I have great respect and understanding of extension.”

From the Des Moines Register, 4/12/12

“I think it’s going to be hard for Iowa as a state to really go forward economically and create the jobs Gov. Branstad wants if the university is not fully engaged.”

From the Cedar Rapids Gazette, 2/11/12

“I think land grants, more than any other university type in this country, get their mission right. They’re based on high-quality education, research to benefit society, and then translating that research to effective engagement.”

From ISU Alumni Association’s Visions Magazine, Spring 2012

“[Iowa State] has done a very, very good job of transferring its innovation and faculty scholarship outside the campus where it makes a difference in society.”

“And what it really translates to when you come right down to it, it’s about relationships. They have to trust me, they have to trust the university, they have to know we’re a good partner. They’re going to have to know we’re accountable, we’re transparent, and we’ll make good partners with them. And then you build those relationships over time, across the state with different constituencies, and that’s what will make us successful long term.”

See you there.

– Cathann

I heard this phrase again this week when I travelled to Spencer with President Steven Leath (and thanks to everyone in Spencer for the warm welcome). Over a service club luncheon, President Leath explained that his goal is to someday turn over this university to the next president better than he found it when he arrived in January. Central to that goal is his desire to not just be a student-focused institution, but to be a citizen-focused university. President Leath said he has a soft spot for Extension and Outreach — not just because he was an extension plant pathologist early in his career, but because of the role Extension and Outreach plays in a key metric he’s interested in for his presidency — being the university that best serves its state.

To meet this metric, our institution must not only educate our youth (and currently, more Iowans are educated at ISU than any other university), and focus our research on what is valuable to the state and region, but we also need to keep our priorities on target and be service-focused with communities and citizens throughout the state.

In Extension and Outreach, we’re gearing up to assist President Leath in meeting this important metric better than we ever have before. We intend to strengthen partnerships across campus to enhance connections with communities. We intend to leverage resources to invest more effectively in local programs. We intend to more rigorously monitor and demonstrate our impacts. Because just like President Leath’s intention for the university, those of us in Extension and Outreach intend to leave our state better than we found it. See you there.

– Cathann

You remember Crack the Whip. Any number can play. Someone gets to be the leader. Other skaters form a line by the leader and hold tightly to the person next to them. The leader skates along and veers suddenly in a new direction, or speeds up or slows down. Sometimes the leader goes in circles and others try to hold on. Very small changes from the leader get amplified along the line, until the person at the end loses balance or is catapulted into the wall.  And we thought that was fun…

This happens in organizations too. We each think changes we make are small, hardly worth mentioning. What we’re really talking about is the interdependence and interconnections among all of us, and how we foster them. It’s easy to lose sight of the impact out at the end of our line. So it’s not so much the leader’s vision, but rather, how it plays out all along the way. 

This point came home to me this week as we hosted the Office Professionals Conference here on campus.  We listened carefully to the needs in the counties, and how changes we are making may be impacting them.  There were great suggestions on improving communications, training, and programs.  We appreciated the enthusiasm and dedication we heard, in spite of the challenges.

We are counting on the interdependence and interconnections among all of us as we forge our future. We have the results from our leadership summit, the Administrative Response, we’re developing a business plan, and we recently released our Strategic Plan. We have our map for where we go from here. Now, we all need to consider how this map informs our work and get familiar with where we are headed, so we move forward together. 

Thank you for the hard work and consistent efforts over the past several months. We are building on a firm foundation as we continue the work of ISU Extension and Outreach. See you there.

– Cathann

After that discussion, I found myself wondering about the adage itself. … How could anyone ever accidentally throw out a baby along with dirty bathwater?  Is it because the water was so dirty you simply lost sight of your baby?  Was the baby so small and the tub of water so large you lost it?  Have we ever lost the most important among the unimportant in Extension and Outreach?

It’s been three years since the 2009 restructuring and five months since our summit. So, what is it we do now in ISU Extension and Outreach? I’ve had a lot of people ask me that question, with the assumption that after budget cuts, competition from Google, and other changes whizzing past us, our work has changed dramatically. I agree — it has. Everyone in Extension and Outreach needs to learn and adapt, but how do any of us know what we’re doing next? It’s a challenging question — because what we do can change rather quickly, and so is who “we” are.

“We” isn’t just a group of field specialists or county educators or extension faculty anymore. County extension council members, county staff, faculty across all the colleges, deans … our tent is bigger and more inclusive than before. And just as our tent is expanding, so too are ideas about what we do. What makes this our tent? What brings us all together? What are we hoping to achieve? Of all the assumptions and ideas we’ve brought with us, we must decide which are the babies and which are the murky bathwater.

Our structure changed because the world is changing, but I’m convinced we can and should hang on to our mission. It seemed to me some of the other directors were more concerned with preservation of the current structure of their organizations rather than considering ways of effectively accomplishing our mission in the future. After all, in our long and rich history, the structure of our organization has undergone several changes. They may have forgotten those wise words of Liberty Hyde Bailey: “Whenever a piece of work comes to the point where maintenance of the organization is the principle aim, it begins then to lose its direction.”

At our summit last fall we clarified that our structure does not define us; our mission makes us who we are. ISU Extension and Outreach puts the land-grant mission to work by applying land-grant university research and evidence-based practices across the state. We are committed to healthy people, healthy environments, and healthy economies. The work of the summit and this commitment to Iowans and to Iowa’s future enriches our work and determined our new Strategic Plan. You can see the plan, hot off the press so to speak.

This past fall we took time to determine what is “baby” and what is “bathwater.”  It’s our mission that defines our work. Hang on to that baby.  See you there.

– Cathann

Maybe you’ve heard of the famous “jam study.” In 1995, Columbia University Professor Sheena Iyengar and her research assistants set up a booth with samples of jams in a California gourmet market. Every few hours, they switched from offering a selection of 24 jams to a group of six jams. On average, customers tasted two jams, regardless of the size of the assortment, and each one received a coupon good for $1 off one jar of jam.

Here’s the interesting part. Sixty percent of customers were drawn to the large assortment, while only 40 percent stopped by the small one. But 30 percent of the people who had sampled from the small assortment decided to buy jam, while only 3 percent of those confronted with the two dozen jams purchased a jar.

That study “raised the hypothesis that the presence of choice might be appealing as a theory,” Professor Iyengar said last year, “but in reality, people might find more and more choice to actually be debilitating.” Iyengar should know. She has a joint appointment in the Columbia Business School and the Department of Psychology and is recognized as one of the world’s leading experts on choice.

Research also shows that an excess of choices often leads us to be less, not more, satisfied once we actually decide. There’s often that nagging feeling we could have done better.

So what might this mean for our clients and the educational programs we provide in Extension and Outreach? How many choices do they really want from us? How many choices should we be prepared to give them? Do they know what they want? Do we know what they need?

Perhaps we’d all be better off if we set priorities first.

As we move forward from our summit, we know our educational programs must be appropriate within the scope of our educational mission, and provide knowledge, instruction, or information. We know they also must be based strongly in research evidence, and/or be connected to ongoing research at Iowa State. Finally, we know that our educational programs must align the needs of Iowans with federal, land-grant system, and college and university priorities.

Let’s use what we know to develop the best educational programs that we can provide, and offer the choices that will best engage Iowans. See you there.

– Cathann