Developing and Using Leadership Skills in Higher Education IT

1. Developing and Using Leadership Skills in Higher Education IT“Leadership is the art of accomplishing more than the science of management says is possible” Colin Powell Janda HankinsonTerry O’HeronBeth Hayes

2. Leadership and the Strategic Plan It's not the plan that is important, it's the  planning. Graeme Edwards Information Technology Services

3. Strategic Planning/SWOT Analysis • Discussed Group Vision Statement and long term Goals • Staff added suggestions • Discussion of our Environment • Customer Needs • Competition Information Technology Services

4. Strategic Planning/SWOT Analysis • Future of the Group • What new directions do you see • What could we cut/begin as a service • “Customer” discussion • Who are they & what do they expect • What are customers really asking for? Information Technology Services

5. SWOT Information Technology Services

6. SWOT - Continued • Ranked SWOT Issues and Opportunities • Opportunities were ranked “easy”’ to “hard” • Worked on Opportunities very openly with the group to show process • Involved as many people as possible to show that we need staff to be responsible for leading change Information Technology Services

7. Staff Growth • Discussed Personal Growth • Scheduled several group training events • FISH! Philosophy • MBTI training • Customer Service training • Anniversary Breakfasts • Wanted to show that staff are valued Information Technology Services

8. A Metaphor for Influencing Change Poker is a game of people...It’s not the hand I hold, it’s the people that I play with. “Amarillo Slim” Preston Information Technology Services

9. John Van Maanen, MIT Sloan School Leading Change – Looking Through Three Lenses Information Technology Services

10. Organizations are machines • Action comes through planning Leading Change – Looking Through Three Lenses Information Technology Services

11. Organizations are contests • Action comes through power Leading Change – Looking Through Three Lenses Information Technology Services

12. Organizations or institutions • Action comes through habit Leading Change – Looking Through Three Lenses Information Technology Services

13. Organizations are machines • Action comes through planning • Organizations are contests • Action comes through power • Organizations or institutions • Action comes through habit Leading Change – Looking Through Three Lenses Information Technology Services

14. CHANGE CHANGE • Organizations are machines • Action comes through planning CHANGE CHANGE • Organizations are contests • Action comes through power • Organizations or institutions • Action comes through habit Leading Change – Looking Through Three Lenses Information Technology Services

15. Teaching w/Technology: A Faculty Example • Faculty Goals • IT that is affordable and accessible • IT that is easy to use • High-quality Information Technology Services

16. Teaching w/Technology: A Faculty Example • Faculty Risks “From the viewpoint of the professor, however, I understand some of the more obvious reasons for this resistance: shortages of time, money and energy.” -Edward L. Ayers Information Technology Services

17. Teaching w/Technology: A Faculty Example • Faculty Lenses • Strategic: Act assertively, do not passively respond to change • Political: Tradition of faculty self-governance and academic freedom • Cultural: Academic culture and IT culture do not mix together well Information Technology Services

18. Leading Change – Action Plan • Know your IT audiences: the usual suspects…faculty…staff…students • Know your IT audiences: the not-so-usual suspects…potential faculty, staff, and students, your own IT staff, alumni, etc • Understand the bottom line…increase use, value, satisfaction • ASSESSMENT: how you understand the bottom line…increase use, value, satisfaction Information Technology Services

19. Leadership: Finding Balance Leadership is an action, not a position. Donald H. McGannon Information Technology Services

20. Penn State Workflow Project • Replacing 20 year old mainframe, user-based approval system with a Web, role-based approval system • Streamlining and re-engineering existing processes • Stakeholder and business partner buy-in obtained • High expectations established • The train was in motion when I hopped aboard… Information Technology Services

21. Delegate Coach Encourage Communicate Plan Strategize Manage Build Relationships Be a Politician Listen Plan Motivate Coordinate Beg As a Project Manager I must: Information Technology Services

22. My Challenge is to balance the Immediate vs. Important Information Technology Services

23. Strategies for Being More Efficient and Productive • Schedule time for THINKING (strategically and otherwise!) • Organize your activities based on the Immediate/Important grid (I use a spreadsheet) • Block time on your calendar to work on the Important • Turn off email, cell phone, IM, etc., when working on the Important – and inform others of this practice • Look for opportunities to delegate, coach and grow staff to lead sub-projects and initiatives. Offering and taking ownership is a win-win scenario. Information Technology Services

24. Contact Information • Janda Hankinson - Janda@psu.edu • Terry O’Heron - tno1@psu.edu • Beth Hayes - bah1@psu.edu Information Technology Services