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Tom Meredith Steve Reno

Talking With, Not Talking Past: Working with the aspirations, needs, and personalities of institutional presidents. Tom Meredith Steve Reno. Agenda. 8:30-8:35 Welcome & Seminar Overview – Tom 8:35-8:40 “What’s The Answer To This Question?”- Steve

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Tom Meredith Steve Reno

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  1. Talking With, Not Talking Past: Working with the aspirations, needs, and personalities of institutional presidents Tom Meredith Steve Reno

  2. Agenda 8:30-8:35 Welcome & Seminar Overview – Tom 8:35-8:40 “What’s The Answer To This Question?”- Steve 8:40-8:56 “Flash Points in System Dynamics” – Two Examples # 1- Fundamentals - Tom #2- Negotiating the “Triangle” (Board, Campus Heads, and System Head) - Steve 8:56-9:10 Examples of Guiding Principles 9:10-9:30 “What Would You Do?” -Case Studies and answers to concerns from 835am.

  3. PRESIDENT/CHANCELLORS A REAFFIRMATION OF GUIDING PRINCIPLES FOR WORKING TOGETHER We commit to abide by the Golden Rule.

  4. We commit to trust each other. • We commit to practice the highest level of integrity and honesty. • We commit to practice civility in all of our conversations while being candid. • We commit to respect each other. • We commit to listen carefully to each other, seeking first to understand and then to be understood. • We commit to keep confidential matters confidential. • We commit to mutuality.

  5. We commit to know our colleagues personally and to be empathetic. • We commit to transparency in our professional relationships. • We commit to demonstrate good humor. • We commit to show up for meetings and be prepared. • We commit to be inclusive and embrace new colleagues. • We commit to act in a manner that evidences objectivity, fairness and my allegiance to my institution and the system. • We commit to make our institutions the very bestand to fulfill our institution’s role in the system.

  6. We commit to promote teamwork. • We commit to practice altruisticleadershipin the best interest of the public good. • We commit to a continuing dialogue about our shared vision of our system and public higher education. • We commit to be open to change. • We commit to respect and supportthe final decisions of the President and our colleagues and to express any dissenting views in a positive and constructive manner. • We commit to build and maintainstronger relationships with our colleagues and to seek the views of the President and our colleagues in forming our opinions.

  7. We commit to seek and accept constructive comments from others to maximize our effectiveness as a colleague. • We commit to no surprises. • We commit to be mutually supportiveof the President’s office and the chancellors. • We commit to give each other and the President the benefit of the doubt. • We commit to no end runs, which would show disrespect for our colleagues and the system. • We commit to continually ask, “Would I think this was appropriate if I were the President/Chancellor?” • We commit to appreciate the enormous responsibility we have undertaken and to enjoy it.

  8. EXPECTATIONS OF THE SYSTEM PRESIDENT BY THE CHANCELLORS

  9. OBSERVE THE GUIDING PRINCIPLES. • MINIMIZE SURPRISES. • BE HONEST AND FORTHRIGHT. • PROVIDE A CLEAR VISION. • BE OPEN TO CHANGE AND APPRECIATE ENTREPRENEURSHIP. • PROVIDE MENTORING. • PROVIDE AN ORIENTATION FOR NEW CHANCELLORS. • GIVE CHANCELLORS FREEDOM TO RUN THEIR CAMPUSES AND HOLD THEM ACCOUNTABLE. • HAVE A SENSE OF HUMOR.

  10. EXPECTATIONS OF THE CHANCELLORS BY THE SYSTEM PRESIDENT

  11. FOLLOW THE AGREED UPON “GUIDING PRINCIPLES”. • ARTICULATE THE INSTITUTION’S MISSION AND HOW IT RELATES TO THE SYSTEM. • BE PASSIONATE ABOUT THEIR INSTITUTIONS BUT ADVOCATE FOR THE SYSTEM. • MINIMIZE SURPRISES. • BE SUPPORTIVE OF THE PRESIDENT’S OFFICE. • BE HONEST ABOUT CONCERNS.

  12. BE HELPFUL BY BEING THE DEVIL’S ADVOCATE. • UNDERSTAND WHAT THE PRESIDENT CAN AND CANNOT DO. • UNDERSTAND AND SUPPORT THE CULTURE. • RESIST END RUNS. • BUILD TRUST TO HAVE THE FREEDOM TO RUN THEIR CAMPUSES AND BE HELD ACCOUNTABLE.

  13. President/ChancellorPrinciples, Expectation and Commitments

  14. A Chancellor shall not surprise the President. The President shall not surprise the Chancellor. • A Chancellor shall inform the President of substantive written correspondence (cc: all correspondence) or oral contacts with Regents and Legislators. The President shall inform the Chancellors of all substantive contacts with Regents and Legislators regarding items pertaining to their institutions. • A Chancellor shall not conduct policy or budget end-runs without the President’s approval. The President shall be fair, open and reasonable in supporting policy or budget initiatives.

  15. A Chancellor shall see all budget allocations, policy initiatives and items concerning their institution in draft form prior to submission to the Regents. The President shall entertain the occasional request for changes to the draft documents. • The Chancellors shall have increased autonomy, responsibility, and flexibility. The President shall hold the Chancellor accountable. • Each Chancellor shall provide the President with an annual accomplishments list and goals for the next year. The President shall use the document as the basis for the annual evaluation and may negotiate the goals list.

  16. The Chancellors shall be responsible for sound personnel practices, affirmative action accomplishments, good fiscal management and continuing to enhance academic quality. The President shall provide access to any expertise needed in these areas. • Each Chancellor shall be the institutional voice at all times The President shall not intrude in institutional matters without the involvement of the Chancellor. • The Chancellor shall continue professional growth. The President shall insure such opportunities exist.

  17. The Chancellor shall take vacations. The President shall not intrude on their vacations. • Each Chancellor should regularly ask, “If I were President, would I think this was appropriate and in keeping with the Rules of Engagement?” The President should regularly ask, “If I were a Chancellor, would I think this was appropriate and in keeping with the Guiding Principles and the Commitments?” **With apologies to Stephen Portch.

  18. Commitments by Chancellors/President

  19. I commit myself fully the trust I have been given as a Chancellor/President. • In all matters, I commit to first seek to understand, then to be understood. • I commit to faithfully attend meetings, be prepared to be fully engaged, and contribute my comments to the discussion. • I commit to keep confidential matters confidential. • I commit to avoid any conflict of interest and to always act in a confidential manner. • I commit to consistently act in a manner which evidences objectivity, fairness, and my allegiance to my institution and the system.

  20. I commit to refrain from making personal comments during Administrative Staff meetings, to be respectful of the views of others and to present my own views in a positive and constructive manner. • I commit to vote my conscience on issues brought before the Chancellors, to voice my views in a responsible and supportive manner, to respect the final decisions of the President and in expressing a dissenting view, to do so in a constructive manner. • I commit to honor and respect the position of the President to serve as the official spokesperson for the System.

  21. I commit to build and maintain strong relationships with other Chancellors and the President, to seek the views of other Chancellors and the President in forming my opinions on the issues and to seek and accept constructive comments from other Chancellors and the President to maximize my effectiveness as a colleague. • I commit to place my trust in my colleagues and to be worthy of their trust in return

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