Welcome

1. New Directors Leadership Seminar August 4-5, 2007 Welcome Bruce Taggart, Vice Provost Lehigh University Ashley Montgomery, Director Teaching and Learning Collaborative University of Maine at Farmington Julie K. Little, Associate Director EDUCAUSE Learning Initiative

2. Agenda Today • Introductions: • Bruce Taggart, Lehigh University • Ashley Montgomery, University of Maine at Farmington • Julie K. Little, EDUCAUSE Learning Initiative • Who is here today? • Find out something about each other as a group • Challenge of Transition to New Leadership

3. Introductions • Find a partner (preferably someone you did not come with) • Name • Institution • What their job is • An interesting fact about the person • The thing they have found most surprising in their new position • The thing that they have found to be most challenging

4. Leadership Julie K. Little EDUCAUSE Learning Initiative New Director’s Leadership Seminar August 4, 2007

5. Today’s Exploration • Leadership Defined • Management :: Leadership • Characteristics :: Skills • Opportunities :: Next Steps

6. What is leadership? Defining Moment

7. What is leadership? 1. 2. 3. 4.

8. a process that is ultimately concerned with fostering (intentional) change. is a collective or group process. Leadership is

9. “A leader removes obstacles.” Frye Leadership Institute 2005 Participant Reflection

10. Establish Direction Align People Produce Change Motivate & Inspire Plan & Budget Create Predictability & Order Organize & Staff Control & Solve Problems Leadership Management Important, but different (2005). Allen R. Freedman.

11. Managers administer, leaders innovate. Managers ask how and when, leaders ask what and why. Managers focus on systems, leaders focus on people. Managers do things right, leaders do the right things. Managers maintain, leaders develop. Managers rely on control, leaders inspire trust. Managers have a short-term perspective, leaders have a longer-term perspective. Managers accept the status-quo, leaders challenge the status-quo. Managers have an eye on the bottom line, leaders have an eye on the horizon. Managers imitate, leaders originate. Managers emulate the classic good soldier, leaders are their own person. Managers copy, leaders show originality. Management :: Leadership (1989). Warren Bennis.

12. “The more you have to demonstrate your power, the less of a leader you are.” Frye Leadership Institute 2005 Participant Reflection

13. Think of 3 leaders. What makes them a good leader? What skills/characteristics do they possess? Hmm, Caesar, Churchill, ...Rodin?

14. Leadership Traits Intelligent Honesty Competent Fair-Minded Straightforward Courageous Broad-Minded Forward-Looking Imaginative Inspiring

15. Leadership Traits Intelligent Honesty Competent Fair-Minded Straightforward Courageous Broad-Minded Forward-Looking Imaginative Inspiring CHANGE AGENT

16. Vision Charisma Character Responsibility Planning Social Skills Achievement Drive Emotional Stability Tolerance for Ambiguity Decisiveness Delegation Positive Outlook Leadership Skills (2005) Anthony J. Mordosky.

17. Be. Know. Do. • Be. • This is your character (values and attributes) - how you will react in different situations. • Know. • The detail aspect of your job and how to get along and communicate with others (interpersonal, communication, technical). • Do. • Your actions - how you influence, execute, and improve the process. (2006) Laurie Sutch.

18. “Leadership is not a matter of luck. The harder you work, the luckier you are.” Barron Koralesky Information Technology Services Macalester College

19. Opportunities (Steps You Can Take) • Leadership happens at all levels. • Develop a personal style around a set of characteristics. • Listen to your instincts. • Bring passion and energy to the job if you want to make a difference. • Understand your audience and environment. • Recognize your weaknesses. • Conceptualize the vision and make it happen. • Exercise creative insight (defy conventional wisdom and broaden your analytical horizons). • You have an obligation to mentor others. • Take risks (or risk standing still). (2005) Patricia Battin.

20. “When you look out to the distance, you’ll drive straighter.” http://www.metacafe.com/watch/160791/he_can_fly/ Frye Leadership Institute 2005 Participant Reflection

21. Challenge of Transition & Leadership Development

22. Leadership & Transition • Moving up in an organization/ institution requires thinking differently • operational  project  strategic • Leadership vs. Management: There’s a big difference • What changes – Everything! • Establishing a vision • Direction setting • Delegation • Time management

23. Leadership & Transition • Assessing & Navigating Institutional Politics • Developing Institutional Trust • Developing Effective Communication Strategies • Internal • External • Print/Web • Charting Organizational Growth & Development • Image – Team Building • Style – Socialization • Culture – “Think Salsa!”

24. Leadership & Transition • Understand the Institutional Culture • Know who reports to you • Know who you report to • Know your "customers"

25. Leadership & Transition • Have Frank Discussions with the Boss • What are the institution’s expectations of you? • How will your success/failure be measured? • What does the boss think your unit’s worst problem is? • What does the boss think your unit’s strengths are?

26. Leadership & Transition • Get to Know the Campus Players • What is the perception of your unit? • What are the expectations for your unit? • Find out who really runs the institution and have informal meetings (coffee/beer/lunch) • Get involved with key campus committees (Academic, Administrative, Search Committees) • Don’t forget the students – they can be your best allies or worst adversaries. Keep them informed, engaged, and involved.

27. Leadership & Transition • Never Make Promises You Can’t Deliver On • Balance optimism, pragmatism, and risk taking • Never be afraid to say you don’t have the answer – you can’t know everything on the spot • Risk/Reward assessment: Sharing is a good thing • Align IT vision with institutional goals • Return on Investment (ROI) versusReturn on Value (ROV)

28. Leadership & Transition • Do More Than Shake Hands with Your New Staff • What do they know? • What can they do? • What direction do they want the organization to take?

29. Leadership & Transition • Listen Well – Not Just Politely • When someone else talks, really try to understand not only what is said, but why. • Don’t give the impression that “your mind is already made up” when asking for input. • “You cannot truly listen to anyone and do anything else at the same time.” ~ M. Scott Peck • Practice! Practice! Practice!

30. Leadership & Transition • Table Discussion Activity • Think back through your transition to your new role in your organization. Locate a moment to share with your group that was a high point, when you felt most effective and engaged. What made this situation possible? Pick your favorite story to share with the whole group • What strategies have you used successfully to address your challenges? Collect a list at your table to share with the whole group

31. Leadership: 15 keys to personal success • Really get to know your institutional history, culture, and style • Align IT goals with institutional strategic objectives • Actively participate in university activities & governance (see and be seen) • Be active/contribute to regional and national professional associations • Publish, present, and teach when possible

32. Leadership: 15 keys to personal success • Recognize and celebrate organizational successes and milestones • Identify “best practices” and do them better • Develop shared stretch goals for your organization and institution • Take educated risks but don’t gamble • Friend raise, then fund raise • Truly listen to clients and be responsive

33. Leadership: 15 keys to personal success • Promote, encourage, and fund professional development (you and your staff) • Find a good mentor • Be a good mentor • Communicate, communicate, communicate

34. Thoughts to Live By… “There is no end to what can be accomplished if you don’t care who gets the credit” ~ Art Rennison “The key to my success is knowing where the puck is going to be… not where it is.” ~ Wayne Gretzky

35. Our agenda for tomorrow • Communication and Self-Discovery • Leadership & Organizational Change • Case Study

36. Resources • Astin, W. Alexander and Helen S. Astin. (2004). “What is Leadership?”Project Kaleidoscope. Available: http://www.pkal.org/documents/Vol4WhatIsLeadership.cfm. • Bennis, W. (1989) On Becoming a Leader. New York: Addison Wesley. • Freedman, Allen R. (2005) “Strategy and Leadership,” Presentation given to the Frye Leadership Institute, Atlanta, GA. • Hawkins, B.L. (2006). “Habits of Successful IT Professionals,” Educause Review, pp. 57-66. • Mordosky, A.J. (2005) “Filling the Leadership Void.” ACUTA Journal of Communications Technology in Higher Education, pp.16-18. • Sutch, Laurie. (2006). “Being a Leader Without Being in Charge.” Presentation given at Educause Midwest, Chicago, IL.