| Humaned
 Train
Organizational
and Leadership Development
ORGANIZATIONAL AND LEADERSHIP DEVELOPMENT
Learning Objectives
This four-module program encourages
collaboration among experienced and new academic leaders. Attendees
will discuss issues, leadership challenges, and ways to enhance
mutual success. Case studies, theater, and lively debate are central
to the program’s design. Participants may include chairs,
deans, institute and center directors, and principal investigators.
The result should measurably contribute to academic leadership success
and facilitate a productive and positive institutional climate.
Outline
Module I: Academic
Planning & Budgeting
Planning
and budget cycles
 •
Useful templates
•
Best practices
Academic Policy
•
Faculty handbooks
•
Policies in development
•
Culture-driven policy
•
Helping and hindering policies
Stewardship
•
Expectations of academic leaders
•
University support for responsible leadership and management
of:
-
People
-
Financial assets
-
Data
-
Facilities
-
Legal compliance
Module II: Faculty
Recruitment & Retention
Recruitment
•
Charging and supporting faculty search committees
•
Strategies for attracting top candidates
•
Reviewing credentials (case practice)
•
Selecting the successful finalist(s) (theater,
feedback, and replay)
•
"Putting it all on the table"”
•
Collaboration to satisfy mutual interests
•
Building the offer package
Retention and Demographics
•
Who is staying, going, approaching retirement
•
Who came and why do they stay (attractors
discussion)
•
Who left, is leaving, or considering leaving (detractors
discussion)
•
Where are they going (competitors
discussion)
•
What change, transformation, or action is needed to
improve
retention
•
What action plan, responsibility, or assignments can be enacted
Module III: Leadership
Dynamics
The Faculty Meeting
•
Facilitating successful meetings
•
Considering "problem"” meetings
•
A faculty meeting (theater, audience
response, replay)
The Power Dynamic
•
The anatomy of power
Negotiating Successful Outcomes
•
Principles
•
Interest-based approaches
•
BATNA or developing alternatives
•
Styles (avoid, accommodate, compromise,
collaborate, compete)
•
Listening
•
Packaging (no zero sum games)
•
The ten-act play
Module IV:
Rewards, Risks, and Challenges of Leadership
Rewards
and Risks
•
Factors in career advancement
•
Observed characteristics of success and failure
•
Leadership "baggage" (biases,
coalitions, favoritism, style, etc.)
•
Supportive characteristics to expect of yourself
•
Supportive collaboration and leadership to expect from others
•
Reasons why you accepted your leadership position
•
Incentives to lead -- what should they be?
•
Rewards of leadership
Challenges in academic leadership (discussions)
•
Potential subjects (to be determined
by participants):
-
Building a world-class faculty and academic program
-
Supporting faculty performance (post-tenure
review,
recognizing
and rewarding faculty performance)
-
Economic realities and institutional advancement
(grants,
research space, interdisciplinary faculty,
research
and degrees)
-
Creating and maintaining a positive organizational culture
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