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Team Based Leadership And coping with the aftermath of a successful leadership programme Sue O Boyle Lesley Lee

Good Day / Bad Day!. Choose 2 cards from the selection:1 card to represent a great day at work1 card to represent a bad day at work. Why use diagnostics. Stimulate discussionsCreate a common work-based languageEncourage reflection

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Team Based Leadership And coping with the aftermath of a successful leadership programme Sue O Boyle Lesley Lee

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    2. Good Day / Bad Day! Choose 2 cards from the selection: 1 card to represent a great day at work 1 card to represent a bad day at work

    3. Why use diagnostics Stimulate discussions Create a common work-based language Encourage reflection & self analysis Understanding & appreciation of diverse approaches Identify development opportunities

    5. Vision: To become one of the world’s leading teaching and learning universities, renowned for the excellence of the student experience, innovative research-based practice and high quality research and enterprise, together transforming the communities we serve” Mission: To serve our learning communities by delivering internationally recognised and professionally relevant learning, research and enterprise. 7 Aims: Student Experience, Opportunity, Recruitment and Retention, Enhancing Knowledge Society, Outstanding Services, Quality Environment, Financial Management. Underpinned by our Values of equity, diversity, collegiality and a concern for the ethical behaviour and welfare of individuals and society. 2800 Staff and 32000 Students

    6. HR Strategy: right people right jobs; continuous development of skills; motivated with high levels of performance. Lack of leadership in academic managers – some of which anecdotal Lack of a competency framework to guide / inform aspiring leaders Under-representation of females in senior positions

    8. AIM: To engage women in (aspiring) senior positions with the challenges of strategic leadership, strategic planning and the changes in HE agenda THE PROGRAMME: 6-day (2-day Induction + 4 Core Workshops: TMSDI Profile; Strategy – a Global Perspective; Becoming a Strategic Leader; Strategic Planning; Negotiating and Influencing;) PLUS - 4 Leadership Development Groups

    9. Participants think and Act More Strategically (actual promotions) - Increased Confidence (anecdotal) TMSDI – Reflection and Adaptation Networking, Collaboration and Partnerships - Leadership Development Groups extended beyond programme

    10. Individual TMSDI Profile – ongoing analysis and enhanced support Profiling of ‘others’ Coaching Team Away Days 1 Team Away Days 2 Looking at ‘next steps’ – 360 version

    11. Northumbria University Completion of the Team Management Profile followed by telephone feedback with the primary focus being leadership issues and key challenges for the next 12 months Wide ranging discussions: career moves managing difficult people delegation managing workload & priorities

    14. Research: Job Demand

    26. Actual Team Spin Offs Arts & Social Sciences Academic Registrars (2) Computing, Engineering & Information Services(3) Built Environment Senior Administrators Research, Regional & European Affairs

    27. Sample Team Summary

    29. Post event – key questions Do we share appropriate information with each other? Do we have a good system for registering 'school' and 'subject' information? How often do we challenge the status-quo? Do we take time to explore new ideas fully? Are we good at promoting the school? Do we make full use of every opportunity to celebrate and promote our successes? Do we spend too much time and energy following out of date processes and approaches? Do we review the right things and do we do this at the right time? Is sufficient time taken to share ideas and support each other?

    30. Exercise : Pen-Pushers Dialogue Who do you empathise most with?

    31. Exercise : Pen-Pushers Dialogue

    32. Exercise : Pen-Pushers Dialogue

    33. Communication Strategies Pacing The ability to adapt your style of communication to suit the working style of another person

    38. Choosing diagnostics Framework for discussion Common work–based language Research based and high validity Interesting and thought-provoking Encourage an appreciation of diverse approaches Practical application Flexible

    39. NEPSL – ongoing plans Full circle - Females only V Mixed Cohort (discrimination rather than diversity?) Women themselves telling us – not a reflection of the real World or Diversity in the fullest sense TMSDI – ongoing plans NEPSL & Coaching Team Building 1 Team Building 2 Future NEPSL Graduates – 360 Version In-house accreditation

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