Extraordinary Times Call For Extraordinary Leaders

1. Extraordinary Times Call For Extraordinary Leaders Lisa Carlson-Warren Chief of Staff to the Vice President for Research

2. Objectives:At the end of today’s session you will know more about… • What leadership is and is not • Challenges and opportunities University leaders face • Leadership skills U can apply every day • Leadership “derailers” • Qualities that make research administrators effective leaders • Leadership concepts “How to become better leaders in our process of research administration.”

3. Leadership – Dispelling the Myths We are not born leaders • Leadership is a behavior • Leadership is learned • Leadership skills can be developed through personal and professional experience, self-study, and education • The term “leadership” is challenging to define • Leadership is better described

4. “Leaders aren't born they are made. And they are made just like anything else, through hard work. And that's the price we'll have to pay to achieve that goal, or any goal.” -Vince Lombardi

5. Leadership – Dispelling the Myths Leadership is not synonymous with management "Leadership occurs any time one attempts to influence the behavior of an individual or group, regardless of the reason. Management is a kind of leadership in which the achievement of organizational goals is paramount." -Hersey and Blanchard

6. Leadership Challenges • MANY stakeholders: combined with consultative and inclusive nature of the decision making process • Tough economical times: do more with less • Highly regulated, complex and changing environment: the unfunded mandate • Progress on our previously stated goals is slowing or even stopped

7. Leadership Opportunities • Stakeholder management – effective client communication, overcoming difficult clients • Decentralized environment – knowledge and authority resides locally • Goal: “Top 3 Research University” • UMN is a role model: we already are a top ten public research university • Economy: focus on being more effective, improve alignment and optimize resources. Be creative, find innovative solutions and partnerships. • Learn about change management

8. Research Administrators: Leadership Skills U Can Use Everyday • Role modeling • Collaboration • Positive Attitude • Challenge the Status Quo • Listen Attentively

9. Applying The Skill Role Modeling: research administrators lead the way • Interpret and translate rules, regulations, policies • Creating forms, business processes • Developing or delivering training programs • Reviewing proposed budgets • Providing appropriate protection to research subjects All of these activities are leadership functions. Do these well and you teach others how to do research responsibly.

10. The price of greatness is responsibility. -Winston Churchill

11. Applying The Skill Collaboration: The work of one person can rarely match that of an aligned team • Network and build relationships/community • “bridging the gap” • Seek out and volunteer for group opportunities to discuss issues and find solutions • Share best “effective” practices • Value diversity (differences) – realize they make us stronger

12. Applying The Skill Positive “Can Do” attitude: Research administrators “set the tone” for their organizations. • focus on the issues rather than the people • define the problem, focus on the solutions • attitude is “contagious” • believe in the vital importance of research • celebrate small wins

13. “The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.” -Michelangelo

14. Applying The Skill Challenge the Status Quo (Process) • “5 Whys”: a technique to explore the cause/effect relationship of something. • By repeating “why” five times, the nature of the problem as well as its solution becomes clear • Seek out unjustified resistance • We have always done it this way • If it is not broken, don’t fix it • MUTE: “Militant University Transcendental Exceptionalism” • phrase invented and used by Mark Yudof • means resistance to business or foreign non-University concepts. Because we are a University- everything is different and non-university ways of doing things cannot be applied.

15. “You always have power, if you just know where to find it.” -Frances Hesselbein, CEO Girl Scouts of America When asked how she accomplished so much without the concentrated power like that of a business.

16. Applying The Skill Listen Attentively: A foundational leadership skill • Assess yourself • do you talk more than listen? • do you interrupt? show impatience? • do you think about your response instead of listening to the speaker? • do you misinterpret what was said? • do you predetermine solutions before problem is fully explained or understood? • Ask others • choose people who will give you the unvarnished truth

17. What Derails Leaders? • Impulsiveness • Risk adverse (avoidance) • Low tolerance for ambiguity • Arrogant • Approval dependent • Self-promotional / ego-centric • Defensive • Volatile

18. Effective Leaders … • Embrace change • Interpret and translate • Value differences • Reflect • Observe • Learning continuously • Listen • Be creative • Adapt • Strive for public trust • Collaborate • Build community • Manage risk • Model the way • Guide • Unravel bureaucracy • Share information • Challenge the process

19. Leadership Concepts:Fill your toolbox • Servant Leadership • Emotional Intelligence • Evidence Based Leadership • Situational leadership • Leading Up: • Decentralized organizations recognize that to accomplish goals, you must exert greater influence on superiors

20. Resources Lisa Carlson-Warren, OVPR • carls044@umn.edu See Symposium web site: • presentation • resource list

21. Thank You