Welcome Bruce Taggart, Vice Provost Lehigh University Ashley Montgomery, Director Teaching and...

WelcomeWelcome

Bruce Taggart, Vice ProvostLehigh University

Ashley Montgomery, DirectorTeaching and Learning Collaborative

University of Maine at Farmington

Julie K. Little, Associate DirectorEDUCAUSE Learning Initiative

Bruce Taggart, Vice ProvostLehigh University

Ashley Montgomery, DirectorTeaching and Learning Collaborative

University of Maine at Farmington

Julie K. Little, Associate DirectorEDUCAUSE Learning Initiative

New Directors Leadership Seminar August 4-5, 2007

New Directors Leadership Seminar August 4-5, 2007

Agenda TodayAgenda Today

• Introductions:– Bruce Taggart, Lehigh University

– Ashley Montgomery, University of Maine at Farmington

– Julie K. Little, EDUCAUSE Learning Initiative

• Who is here today?

• Find out something about each other as a group

• Challenge of Transition to New Leadership

• Introductions:– Bruce Taggart, Lehigh University

– Ashley Montgomery, University of Maine at Farmington

– Julie K. Little, EDUCAUSE Learning Initiative

• Who is here today?

• Find out something about each other as a group

• Challenge of Transition to New Leadership

IntroductionsIntroductions

• Find a partner (preferably someone you did not come with)– Name

– Institution

– What their job is

– An interesting fact about the person

– The thing they have found most surprising in their new position

– The thing that they have found to be most challenging

• Find a partner (preferably someone you did not come with)– Name

– Institution

– What their job is

– An interesting fact about the person

– The thing they have found most surprising in their new position

– The thing that they have found to be most challenging

Leadership

Julie K. LittleEDUCAUSE Learning Initiative

New Director’s Leadership Seminar August 4, 2007

Julie K. LittleEDUCAUSE Learning Initiative

New Director’s Leadership Seminar August 4, 2007

Today’s ExplorationToday’s Exploration

• Leadership Defined• Management :: Leadership• Characteristics :: Skills• Opportunities :: Next Steps

• Leadership Defined• Management :: Leadership• Characteristics :: Skills• Opportunities :: Next Steps

What is leadership?

Defining MomentDefining Moment

What is leadership?1.

2.

3.

4.

1.

2.

3.

4.

Leadership isLeadership is

• a process that is ultimately concerned with fostering (intentional) change.

• a process that is ultimately concerned with fostering (intentional) change.

• is a collective or group process.

• is a collective or group process.

“A leader removes obstacles.”“A leader removes obstacles.”

Frye Leadership Institute2005 Participant Reflection


LeadershipLeadershipProduceChange

EstablishDirection

Motivate& Inspire

AlignPeople

(2005). Allen R. Freedman.(2005). Allen R. Freedman.

Create Predictability

& Order

Plan &Budget

Control& Solve Problems

Organize& Staff

Management Important, but differentManagement

Important, but different

Management :: LeadershipManagement :: Leadership

1. Managers administer, leaders innovate.

2. Managers ask how and when, leaders ask what and why.

3. Managers focus on systems, leaders focus on people.

4. Managers do things right, leaders do the right things.

5. Managers maintain, leaders develop.

6. Managers rely on control, leaders inspire trust.

7. Managers have a short-term perspective, leaders have a longer-term perspective.

1. Managers administer, leaders innovate.

2. Managers ask how and when, leaders ask what and why.

3. Managers focus on systems, leaders focus on people.

4. Managers do things right, leaders do the right things.

5. Managers maintain, leaders develop.

6. Managers rely on control, leaders inspire trust.

7. Managers have a short-term perspective, leaders have a longer-term perspective.

8. Managers accept the status-quo, leaders challenge the status-quo.

9. Managers have an eye on the bottom line, leaders have an eye on the horizon.

10. Managers imitate, leaders originate.

11. Managers emulate the classic good soldier, leaders are their own person.

12. Managers copy, leaders show originality.

8. Managers accept the status-quo, leaders challenge the status-quo.

9. Managers have an eye on the bottom line, leaders have an eye on the horizon.

10. Managers imitate, leaders originate.

11. Managers emulate the classic good soldier, leaders are their own person.

12. Managers copy, leaders show originality.

(1989). Warren Bennis.(1989). Warren Bennis.

“The more you have to demonstrate your power, the less of a leader

you are.”

“The more you have to demonstrate your power, the less of a leader

you are.”



http://www.youtube.com/watch?v=vo93L_aE9Sc

Think of 3 leaders.

What makes them a good

leader?

What skills/characteristics do

they possess?

Hmm, Caesar,

Churchill,...Rodin?

Leadership Traits

Leadership SkillsLeadership Skills

1. Vision

2. Charisma

3. Character

4. Responsibility

5. Planning

6. Social Skills

7. Achievement Drive

1. Vision

2. Charisma

3. Character

4. Responsibility

5. Planning

6. Social Skills

7. Achievement Drive

8. Emotional Stability

9. Tolerance for Ambiguity

10.Decisiveness

11.Delegation

12.Positive Outlook

8. Emotional Stability

9. Tolerance for Ambiguity

10.Decisiveness

11.Delegation

12.Positive Outlook

(2005) Anthony J. Mordosky.(2005) Anthony J. Mordosky.

Be. Know. Do.Be. Know. Do.

• Be. – This is your character (values and

attributes) - how you will react in different situations.

• Know.– The detail aspect of your job and how to get

along and communicate with others (interpersonal, communication, technical).

• Do.– Your actions - how you influence, execute, and

improve the process.

• Be. – This is your character (values and

attributes) - how you will react in different situations.

• Know.– The detail aspect of your job and how to get

along and communicate with others (interpersonal, communication, technical).

• Do.– Your actions - how you influence, execute, and

improve the process.

(2006) Laurie Sutch.(2006) Laurie Sutch.

“Leadership is not a matter of luck.

The harder you work, the luckier you are.”

“Leadership is not a matter of luck.

The harder you work, the luckier you are.”

Barron KoraleskyInformation Technology Services

Macalester College

Barron KoraleskyInformation Technology Services

Macalester College

Opportunities (Steps You Can Take)Opportunities (Steps You Can Take)

• Leadership happens at all levels.

• Develop a personal style around a set of characteristics.

• Listen to your instincts.

• Bring passion and energy to the job if you want to make a difference.

• Understand your audience and environment.

• Recognize your weaknesses.

• Conceptualize the vision and make it happen.

• Exercise creative insight (defy conventional wisdom and broaden your analytical horizons).

• You have an obligation to mentor others.

• Take risks (or risk standing still).

• Leadership happens at all levels.

• Develop a personal style around a set of characteristics.

• Listen to your instincts.

• Bring passion and energy to the job if you want to make a difference.

• Understand your audience and environment.

• Recognize your weaknesses.

• Conceptualize the vision and make it happen.

• Exercise creative insight (defy conventional wisdom and broaden your analytical horizons).

• You have an obligation to mentor others.

• Take risks (or risk standing still).(2005) Patricia Battin.(2005) Patricia Battin.

http://www.metacafe.com/watch/160791/he_can_fly/

“When you look out to the distance, you’ll drive straighter.”“When you look out to the distance, you’ll drive straighter.”



http://www.metacafe.com/watch/160791/he_can_fly/

Challenge of Transition & Leadership DevelopmentChallenge of Transition & Leadership Development

Leadership & Transition Leadership & Transition

• Moving up in an organization/ institution requires thinking differently– operational project strategic

• Leadership vs. Management: There’s a big difference

• What changes – Everything!– Establishing a vision

– Direction setting

– Delegation

– Time management

• Moving up in an organization/ institution requires thinking differently– operational project strategic

• Leadership vs. Management: There’s a big difference

• What changes – Everything!– Establishing a vision

– Direction setting

– Delegation

– Time management

Leadership & TransitionLeadership & Transition

• Assessing & Navigating Institutional Politics

• Developing Institutional Trust

• Developing Effective Communication Strategies– Internal

– External

– Print/Web

• Charting Organizational Growth & Development– Image – Team Building

– Style – Socialization

– Culture – “Think Salsa!”

• Assessing & Navigating Institutional Politics

• Developing Institutional Trust

• Developing Effective Communication Strategies– Internal

– External

– Print/Web

• Charting Organizational Growth & Development– Image – Team Building

– Style – Socialization

– Culture – “Think Salsa!”


• Understand the Institutional Culture– Know who reports to you

– Know who you report to

– Know your "customers"

• Understand the Institutional Culture– Know who reports to you

– Know who you report to

– Know your "customers"


• Have Frank Discussions with the Boss– What are the institution’s expectations of

you?

– How will your success/failure be measured?

– What does the boss think your unit’s worst problem is?

– What does the boss think your unit’s strengths are?

• Have Frank Discussions with the Boss– What are the institution’s expectations of

you?

– How will your success/failure be measured?

– What does the boss think your unit’s worst problem is?

– What does the boss think your unit’s strengths are?


• Get to Know the Campus Players– What is the perception of your unit?

– What are the expectations for your unit?

– Find out who really runs the institution and have informal meetings (coffee/beer/lunch)

– Get involved with key campus committees (Academic, Administrative, Search Committees)

– Don’t forget the students – they can be your best allies or worst adversaries. Keep them informed, engaged, and involved.

• Get to Know the Campus Players– What is the perception of your unit?

– What are the expectations for your unit?

– Find out who really runs the institution and have informal meetings (coffee/beer/lunch)

– Get involved with key campus committees (Academic, Administrative, Search Committees)

– Don’t forget the students – they can be your best allies or worst adversaries. Keep them informed, engaged, and involved.


• Never Make Promises You Can’t Deliver On– Balance optimism, pragmatism, and risk taking

– Never be afraid to say you don’t have the answer – you can’t know everything on the spot

– Risk/Reward assessment: Sharing is a good thing

– Align IT vision with institutional goals

– Return on Investment (ROI) versus Return on Value (ROV)

• Never Make Promises You Can’t Deliver On– Balance optimism, pragmatism, and risk taking

– Never be afraid to say you don’t have the answer – you can’t know everything on the spot

– Risk/Reward assessment: Sharing is a good thing

– Align IT vision with institutional goals

– Return on Investment (ROI) versus Return on Value (ROV)


• Do More Than Shake Hands with Your New Staff– What do they know?

– What can they do?

– What direction do they want the organization to take?

• Do More Than Shake Hands with Your New Staff– What do they know?

– What can they do?

– What direction do they want the organization to take?


• Listen Well – Not Just Politely– When someone else talks, really try to

understand not only what is said, but why.

– Don’t give the impression that “your mind is already made up” when asking for input.

– “You cannot truly listen to anyone and do anything else at the same time.”

~ M. Scott Peck

– Practice! Practice! Practice!

• Listen Well – Not Just Politely– When someone else talks, really try to

understand not only what is said, but why.

– Don’t give the impression that “your mind is already made up” when asking for input.

– “You cannot truly listen to anyone and do anything else at the same time.”

~ M. Scott Peck

– Practice! Practice! Practice!


• Table Discussion Activity– Think back through your transition to your new

role in your organization. Locate a moment to share with your group that was a high point, when you felt most effective and engaged. What made this situation possible?

Pick your favorite story to share with the whole group

– What strategies have you used successfully to address your challenges?

Collect a list at your table to share with the whole group

• Table Discussion Activity– Think back through your transition to your new

role in your organization. Locate a moment to share with your group that was a high point, when you felt most effective and engaged. What made this situation possible?

Pick your favorite story to share with the whole group

– What strategies have you used successfully to address your challenges?

Collect a list at your table to share with the whole group

Leadership: 15 keys to personal success


• Really get to know your institutional history, culture, and style

• Align IT goals with institutional strategic objectives

• Actively participate in university activities & governance (see and be seen)

• Be active/contribute to regional and national professional associations

• Publish, present, and teach when possible

• Really get to know your institutional history, culture, and style

• Align IT goals with institutional strategic objectives

• Actively participate in university activities & governance (see and be seen)

• Be active/contribute to regional and national professional associations

• Publish, present, and teach when possible



• Recognize and celebrate organizational successes and milestones

• Identify “best practices” and do them better

• Develop shared stretch goals for your organization and institution

• Take educated risks but don’t gamble

• Friend raise, then fund raise

• Truly listen to clients and be responsive

• Recognize and celebrate organizational successes and milestones

• Identify “best practices” and do them better

• Develop shared stretch goals for your organization and institution

• Take educated risks but don’t gamble

• Friend raise, then fund raise

• Truly listen to clients and be responsive



• Promote, encourage, and fund professional development (you and your staff)

• Find a good mentor

• Be a good mentor

• Communicate, communicate, communicate

• Promote, encourage, and fund professional development (you and your staff)

• Find a good mentor

• Be a good mentor

• Communicate, communicate, communicate

Thoughts to Live By…Thoughts to Live By…

“There is no end to what can be accomplished if you don’t care who gets the credit”

~ Art Rennison

“There is no end to what can be accomplished if you don’t care who gets the credit”

~ Art Rennison

“The key to my success is knowing where the puck is going to be… not where it is.”

~ Wayne Gretzky

“The key to my success is knowing where the puck is going to be… not where it is.”

~ Wayne Gretzky

Our agenda for tomorrowOur agenda for tomorrow

• Communication and Self-Discovery

• Leadership & Organizational Change

• Case Study

• Communication and Self-Discovery

• Leadership & Organizational Change

• Case Study

ResourcesResources1. Astin, W. Alexander and Helen S. Astin. (2004). “What is

Leadership?” Project Kaleidoscope. Available:

http://www.pkal.org/documents/Vol4WhatIsLeadership.cfm.

2. Bennis, W. (1989) On Becoming a Leader. New York: Addison

Wesley.

3. Freedman, Allen R. (2005) “Strategy and Leadership,”

Presentation given to the Frye Leadership Institute, Atlanta, GA.

4. Hawkins, B.L. (2006). “Habits of Successful IT Professionals,”

Educause Review, pp. 57-66.

5. Mordosky, A.J. (2005) “Filling the Leadership Void.” ACUTA

Journal of Communications Technology in Higher Education,

pp.16-18.

6. Sutch, Laurie. (2006). “Being a Leader Without Being in

Charge.” Presentation given at Educause Midwest, Chicago, IL.

1. Astin, W. Alexander and Helen S. Astin. (2004). “What is

Leadership?” Project Kaleidoscope. Available:

http://www.pkal.org/documents/Vol4WhatIsLeadership.cfm.

2. Bennis, W. (1989) On Becoming a Leader. New York: Addison

Wesley.

3. Freedman, Allen R. (2005) “Strategy and Leadership,”

Presentation given to the Frye Leadership Institute, Atlanta, GA.

4. Hawkins, B.L. (2006). “Habits of Successful IT Professionals,”

Educause Review, pp. 57-66.

5. Mordosky, A.J. (2005) “Filling the Leadership Void.” ACUTA

Journal of Communications Technology in Higher Education,

pp.16-18.

6. Sutch, Laurie. (2006). “Being a Leader Without Being in

Charge.” Presentation given at Educause Midwest, Chicago, IL.

Welcome Bruce Taggart, Vice Provost Lehigh University Ashley Montgomery, Director Teaching and...

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