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Leading a department of modern languages: Old and new challenges

Leading a department of modern languages: Old and new challenges. Michael Kelly Director, Centre for Languages, Linguistics and Area Studies Head of Modern Languages, University of Southampton. LLAS Centre for Languages, Linguistics and Area Studies University of Southampton

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Leading a department of modern languages: Old and new challenges

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  1. Leading a department of modern languages: Old and new challenges Michael Kelly Director, Centre for Languages, Linguistics and Area Studies Head of Modern Languages, University of Southampton LLAS Centre for Languages, Linguistics and Area StudiesUniversity of Southampton Southampton, SO17 1BJ +44 (0) 23 8059 6860 | @LLASCentre |www.llas.ac.uk

  2. Leading and managing • Strategy • Recognition (tangible and symbolic) • Example • Decision making • Organisation • Resources • Career progression

  3. New challenges • Media profile • Existence is increasingly virtual • Visibility • End of privacy? • The ‘strategic corporal’ • International dimension • Partnerships and collaborations • Rankings • Impact • Serving the public good

  4. First Circle - you • Personal limbo • New roles • Loss of old roles • Skill shortages • Fear of the unknown • Work-life balance

  5. Second Circle – the department • Your colleagues want things • Your friends become your customers • Where the buck stops • Downwards accountability • Decision making • Management of things and people • Workable systems • Getting buy-in • Difficult conversations

  6. Third Circle - Faculty • Point of accountability • Make friends with the Dean • Competition for resources • Other departments • Access to resources • Gatekeeper • Problem solving • Difficult or strategic issues

  7. Fourth Circle - University • Strategy • How can the University progress? • Is your department making a contribution? • Brand and mission • What sort of department can you be? • What are the main priorities? • Major investments and initiatives • Find friends and champions among senior management

  8. Fifth Circle - Sector • Other departments • Collaborators • Competitors • Associations • Learned societies • Subject associations • Lobbying and policy making • Agencies • Funders, regulators, influencers

  9. Develop your assets: 1 Negotiating skills Have clear long-term priorities – what is really important to you Have clear short-term proposals – where you can be flexible Think about what your interlocutor’s aims may be Adopt a problem-solving approach Prepare in advance Develop your Plan B (Best Alternative to a Negotiated Agreement)

  10. Develop your assets: 2 Social skills Networking and contacts Use meetings and events Social networks (sport, hobbies, religion, politics) Hot buttons Intelligence gathering

  11. Last words You can make a difference The Inferno is more interesting than the Purgatorio or the Paradiso You are not alone Do not abandon hope

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