Rector Workshop #1: Moving from Strategic Planning to Execution Dr. Dan Shunk, ASU Professor of Industrial Engineering

1. Rector Workshop #1: Moving from Strategic Planning to Execution Dr. Dan Shunk, ASU Professor of Industrial Engineering VULII – Year 1 Conference

2. Let’s Begin with a Frank Discussion • You have heard the Pearson presentation • What is the feedback? / What are the strategic challenges of this offer? • How do you propose to fold this into your Strategic Plans?

3. OK, Your VULII Strategic Plan is Presented Your VULII Work is Done!RIGHT?

4. The Strategic Hand-off • Linking Strategic Planning with Action Planning: What How Goal - Measurable Objective with Criterion and Outcomes Program Action Required Long Term Near Term Strategy The Rectors Lead The Deans Lead

5. VULII Timetable • We have used 2012 - 2013 to educate and plan • We use 2013 – 2014 to put plans into action • We will have a 90 minute joint exercise with your Deans and other Leaders next • We measure results staring in 2014.

6. Your Role May Change • From managing the creation of the strategic plan • To leading the plan execution • Execution overseer • Risk assessor • Resource provider / insight • Marketer, etc. etc. • And “growing” your successors

7. This is real important!! This may be our most difficult challenge!! “How Can You Lead This Fundamental Change?”

8. From Peter Drucker • Successful leaders don’t start out asking… • “What do I want to do?” • Instead, they ask… • “What needs to be done?” (accountability) • Leaders have followers, by definition… • Charisma is overstated!! • Trustworthiness is fundamental!! • Values consistency is mandatory!!

9. Questions??? • Who has the responsibility for executing a successful strategic plan? • This you can’t delegate! • Who has the accountability for executing a successful strategic plan? • This you can’t delegate! • Who has the authority for executing a successful strategic plan? • But this you can delegate to some extent!!!

10. Managers Focus on things Do things right Plan Organize Direct Control Follows the rules Leaders Focus on people Do the right things Inspire Influence Motivate Build Shape entities Managers vs. Leaders

11. WHAT LEADERS DO... • Recruits, doesn’t just hire • Breathes vision into people • Models positive behavior • Challenges, provokes • Is intellectually stimulating • Doesn’t interfere, has courage to let it happen • Discovers talents • Builds the habitat for creativity • Instills ownership

12. I Am Going to PresentSome Leadership Models • These are for you to CONSIDER • These are for you to EXERCISE when appropriate • There is NO Right Answer!!!

13. 10 Steps to Effective LeadershipMarshall Loeb- Editor-at Large, Fortune Magazine • Leading is not just managing • Leaders have a “sense of purpose” • Leaders have courage • Leaders are forceful • Leaders are consistent

14. 10 Steps to Effective LeadershipMarshall Loeb- Editor-at Large, Fortune Magazine • Leaders are truthful even if it hurts • Leaders have only 1 or 2 “Big Themes”. Don’t try to do it all. • Leaders don’t have to pretend that all the ideas are theirs. • ****Leaders are made not born!****** • Leaders all surround themselves with able, independent, self-assured people.

15. Blake & Mouton’s Leadership Grid There is NO Right Answer!!! High “High-High” Democratic leader Autocratic leader Concern for Task Laissez-faire leader Human relations leader Low Low High Concern for People

16. Hersey-Blanchard Situational Leadership Model There is NO Right Answer!!! • Delegating– Turn over decisions if followers are able, willing and confident • Participating – Share ideas if followers able, but unwilling and insecure • Selling – Explain decisions when followers are unable, but willing • Telling – Give instructions when followers are unable, unwilling and insecure

17. Vroom-Jago Leader Participation Model • Authority decision – Made by leader and then communicated to the group • Consultative Decision – Made by leader after feedback from group members • Group Decision – Made by group only. Style in high-performance work teams There is NO Right Answer!!!

18. Which Structure Will Work Best? There is NO Right Answer!!! 1. Team 2. Manager 3. Shared Formation Centered Leadership One on One Supervision Directs each Member’s Work Do What They Are Told Team Coordinator Members are Goal Focused Shared Leadership Initiate Actions Track Data Lead Projects Group Leader Focus on Goals Manage Group Work Together As a Group Leader’s Role Team Member’s Role

19. Which Structure Will Work Best? There is NO Right Answer!!! 4. Self - Directed 5. Self - Managed Boundary Manager Coaches Team Manages Interface Run Day - to - Day Operation Resource “Staff” Provide Help on Request Team is Accountable for own work

20. I like to walk into a meeting with a plan and a desired outcome. Please Stop and Think About what we just reviewed

21. Common Industry Accepted Practices Leadership andMaking Change Happen

22. Change Leadership • The most challenging aspect of business is leading and managing change • The business environment is subject to fast-paced economic and social change • Modern business must adapt and be flexible to survive • Problems in leading change stem mainly from human resource management

23. Change Leadership • Leaders need to be aware of how change impacts on workers: • Series of self-esteem states identified by Adams et al and cited by Garrett • Adams, J. Hayes, J. and Hopson, B.(eds) (1976) Transition: understanding and managing change personal change London, Martin Robertson • Garrett, V. (1997) Managing Change in School leadership for the 21st century Brett Davies and Linda Ellison, London, Routledge

24. Recommendations How to Sell Your Strategic Plan

25. Building Brand Equity • In manufacturing we call this “Brand Equity” • Distinguish service from others in the market – Value proposition • The BOSE Value Proposition • BOSE is a famous maker of speakers • Had a plant in San Luis, Mexico • Decided to move the plant to China • Learned that San Luis offered a better Value Proposition • San Luis Minimized the “Total Landed Cost” • So BOSE moved the work back to San Luis • Align what you says about the brand in strategic positioning with what you actually deliver –

26. Things To Guard Against… • Should not be over-positioned • Should not be under-positioned • Should not be ambiguous • Should not promise irrelevant benefits • Promise should be credible

27. The Value Proposition • To sell a plan ~ there must be VALUE • Marginal Value >>> Marginal Cost • This last video introduces the concept of using the Business Plan ~ our Strategic Plans ~ to create a unique selling position.

28. Bringing Teams Together with a Plan – to – Action Template The Workshop Ahead

29. We Have Now a Frameworkfor Prioritization Goal Strategies For example: #1 – Achieve leadership development 1-2 Pursue large international funding to support Actions / Tasks Programs 1 - 2 – 1 Write proposal for Bi-national Science and Engineering

30. The Prioritization • At our Universities: • HCMUT : 1,2,3,6 • HCMUTE : 1,2 3,6 • CTU : 1,2,3 • DUT : 1,3,6 • HUST : 1,2,3 • At our Vocational Colleges: • HVCT : 1,3,6 • CTTC : 1,2,3 • IUH : 2,3,6 Key: Leadership Faculty Curriculum, Labs and Infrastructure Distance Education Diversity English

31. No One is Focused on Diversity • Let’s use this as a Plan to Action template • Introducing Shunkson University!!! • Progressive university in Ho Chi Minh City • Focus on Process Improvement with curricula in: • Electrical Engineering • Mechanical Engineering • Computer Science

32. Using the Plan-to-Action Worksheet • I have created a worksheet for the three exercises: • Exercise #1 – Please fill in Goal, Metrics and Column 1 Strategies You Are Pursuing • Exercise #2 – Please fill in columns 2, 3, and 4 • Exercise #3 – Please fill in columns 5, 6, 7, and 8 • My Hope is that by October you can have this type of template completed for all of your: • Goals / Strategies / Programs / Actions / Plans

33. Closing Remarks • I hope to return in October • Keynoting the IE Conference at HCMUT • Hopefully one day with the University Rectors • Would October 28 work for you? • Hopefully one day with the Voc College Rectors • Would October 29 work for you?

34. Steven Covey on Leadership – The Seven Habits Back-up if time permits

35. Presentation by: Dr. Scott Kunkel Associate Professor University of San Diego Stephen Covey’sThe 7 Habits ofHighly Effective PeoplePowerful Lessons in Personal Change

36. Franklin Covey, Inc. Used with Permission

37. The Seven Habits Knowledge (what to, why to) Habits Skills (how to) Desire (want to)

38. Private VictoriesThe First Three Habits

39. Be Proactive Habit # 1

40. Circle of Concern Circle of Influence

41. Circle of Concern Circle of Influence

42. Begin with the End in Mind Habit # 2

43. Starting with the End in Mind An integrated definition of what the Task Force would like to be able to factually say about the CoE in 5 – 10 years: • The D&I CoE of CETYS University is a nationally and internationally recognized Center of Excellence, that generates innovative solutions to problems for regional industry and organizations, based upon a set of core components such as team of nationally and internationally recognized faculty and strategic linkage resources. • The D&I CoE of CETYS University develops applied research projects in the fields of engineering design, information technology, as well as organizational efficiency and productivity, with a group of research faculty with PhDs that work with graduate students on developing solutions to increase the competitiveness of regional industry and organizations. • The D&I CoE of CETYS University’s philosophy and work model is based upon organizational, financial, social and environmental sustainability.

44. Put First Things First Habit # 3

45. Time Management Matrix Urgent Not Urgent I II Activities: Prevention, PC activities Relationship building Recognizing new opportunities Planning, recreation Activities: Crises Pressing Problems Deadline Driven Projects Important IV III Activities: Interruptions, some calls Some mail, some reports Some meetings Proximate, pressing matters Popular activities Activities: Trivia, busy work Some mail Some phone calls Time wasters Pleasant activities Not Important

46. Public VictoriesThe Second Three Habits

47. Think Win/Win Habit # 4

48. Six Paradigms of Human Interaction • Win • Win/lose • Lose/Win • Lose/Lose • Win/Win • Win/Win or No Deal

49. Seek First to Understand, Then to be Understood Habit # 5

50. Synergize Habit # 6