Practical cases and workshops

Program Design

This program is designed to provide a variety of learning opportunities which are encompassed in three tracks:

Workshop Track

This track consists of four intensive workshop sessions, each three days in length, focused on providing a conceptual framework while building selected competencies needed to fulfill the leadership and management roles particular to individual universities. The four sessions are spaced over six to eight months and each working session is conducted at one of the participating universities. Leaders from the host institution are invited to address and work with the group.

Applied Learning

Track Because sessions are spaced over six to eight months, participants have the opportunity to immediately put into practice what they learn and to expand on their learning when they meet again at future workshops. To further encourage the integration of program content with real-life challenges, participants are asked to complete pre-work and application assignments between the sessions.

Individual Development

Track Each participant is expected to commit to an individual development plan that includes receiving feedback from a 360º survey process, completing a self-assessment, establishing goals, and participating in one-on-one coaching sessions. This program component is designed to support people doing the individual “work on self” that is a critical dimension of the developmental process.

Prioritized Competencies Serve as a Cornerstone

Senior leaders from sponsoring institutions are asked to identify the most important competencies they expect to see in the next generation of university leaders and managers. Examples of prioritized competencies are described below. Each of these developmental areas are designed into the workshops and some become part of applied learning work as well. Additional competencies are often covered in the course of the program; those shown here are typically woven into all three tracks.

Strategic Thinking

Contributes to the organization’s development of a vision and priorities. Anticipates the future and builds scenarios based on explicit assumptions. Demonstrates a systems view when analyzing goals, strategies, services, or processes. Identifies business/performance opportunities in areas to support teaching and learning.

Communication and Persuasion

Uses appropriate interpersonal styles to guide and persuade individuals and groups to meet expectations, accomplish tasks, and follow directions. Distills ideas into focused messages that inspire support or action from others. Effectively communicates when making presentations, offering recommendations, or through written materials.

Shared Leadership

Knows how to build working relationships with co-workers and external parties. Can negotiate and handle problems without alienating people; understands others and is able to get their cooperation through influence. Delegates both responsibility and authority as appropriate. Develops the leadership and talent of those around him or her.

Change Management

Accepts role as a change agent and acts as a champion for change. Develops plans and follows through on change initiatives. Accepts the ambiguity that comes with change activities.

Decision Making

Makes timely and sound decisions based on data and facts, versus intuition. Gathers and uses all available information and logic to make a decision, including evaluating the long-term consequences. Makes decisions judged to be right for the university versus what his/her group might prefer, even though they may be difficult choices. Takes ownership for decisions.

Financial and Business

Acumen Possesses financial savvy and demonstrates the ability to lead cost-efficient initiatives without sacrificing quality or core values. Knows how to manage, deploy, and leverage capital (both internally and externally). Selects and successfully leads projects/ programs that produce favorable results including both business and financial outcomes. Demonstrates understanding of changing financial constructs. Working Across the Organization;

Managing Complex Projects

Uses planning processes to assess opportunities and barriers. Develops short and longrange plans to meet goals. Can map and manage complex initiatives. Continually adjusts plans and strategies based on new information. Identifies and coordinates appropriate resources to support objectives.

Working Across the Organization; Developing Strategic Partnerships

Develops networks and alliances; engages in cross-functional activities; collaborates across boundaries and finds common ground with a widening range of stakeholders; utilizes contacts to strengthen internal support. Identifies the internal and external politics that impact the work; approaches each situation with a clear perception of organizational and political reality; can maneuver through political situations effectively to get things done.

Building Agreement

Recognizes different points of view, brings them out into the open, and builds on areas of agreement. Exercises influence in ways that enhance the support needed to advance initiatives. Builds consensus when appropriate.

Possesses Self Knowledge

Knows personal strengths, weaknesses, opportunities and limits. Seeks feedback and gains insight from mistakes. Is open to criticism and is not defensive.