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TRANSCRIPT
Understanding Advancement Leadership:
Developing Your Potential as a Chief
Advancement Officer
Foreword by Peter A. Hayashida
CASE Webinar
April 25, 2012
Jon Derek Croteau, Ed.D.
Senior Consultant
Witt/Kieffer
Zachary A. Smith, Ph.D.
Assistant Vice Chancellor for Development
University of California, Riverside
Introduction
• Background and context
• Advancement leadership
• Why this topic is important for the advancement profession
• Why this topic is important for you and your career
• Future implications
What does effective, high performing and
successful advancement leadership look
like?
Early Career Leadership Expectations
Eager to Learn
High Expectations
Idealist
Optimistic
Early Career Leadership Reality
Unmotivated
Discouraged
Optimistic
Idealist, But
Realistic
Low Morale
Unsatisfied
What is Leadership?
TRAIT APPROACH SITUATIONAL LEADERSHIP
CONTINGENCY THEORYLEADER-MEMBER
EXCHANGE THEORY
TRANSFORMATIONAL THEORY
LEVEL-5 LEADERSHIP
TEAM LEADERSHIP
What is Leadership?
“The key to successful leadership today is influence, not
authority.”
-Kenneth Blanchard
“Management is efficiency in climbing the ladder of success; leadership
determines whether the ladder is leaning against the right wall.”
-Stephen R. Covey
"The quality of a leader is reflected in the standards they set for themselves."
-Ray Kroc
“Leaders are not born. Leaders are made, and they are made by
effort and hard work."
-Vince Lombardi
"Innovation distinguishes between a leader and a follower.“
-Steve Jobs
“If anything goes bad, I did it. If anything goes semi-good, we did it. If
anything goes real good, you did it.”
-Bear Bryant
“Management is doing things right; leadership is doing the right things.”
-Peter Drucker
What is Leadership?
“I don’t want somebody sucking up to me
because they think I am going to help their
career. I want them sucking up to me because
they genuinely love me.”
-Michael Scott, The Office
What is Competence?
Competence:
An observable performance dimension
of knowledge, skill, ability, attribute,
or behavior that results in high
performance and effective outcomes
What does effective, high performing
and successful advancement
leadership look like?
Summary of Research
Methods
Profile of Participants
The Cases
The Cases
The Cases
Advancement Leadership
Competency Model
Initial Thoughts, Reactions, and Questions?
Broad Domains
Four Broad Domains:
Theory to Practice
Transitioning from a Director of Development to Chief
Development/Advancement Officer
Director of Development Chief Development Officer
Source: Holly Hall, Chronicle of Philanthropy, March 19, 2012
Four Broad Domains:
Theory to Practice
Which of these 4 leadership domains do you think
Chief Advancement Officers are least prepared for
when assuming the top position?
AnalyzingSocializingAchievingStewarding the Organization
Two Case Study Examples
“Jane Doe”Chief Advancement Officer
Public Academic Medical CenterSolid career progression; respected by colleagues, faculty, and staff; longevity with institutions
“Jon Doe”Vice President for Development
Private InstitutionFrequently moves from institution to institution; candidate for multiple top jobs, but has a history
of job failure and lacks ability to self-reflect and correct for past mistakes
As you think about your own professional
development, career goals, and leadership potential:
What’s Next?
-Needs assessment
-Further research on 14
leadership competencies and 4
broad domains
-A quality, meaningful, and relevant
program based on research findings
Conclusion
• Reflect on these leadership competencies within the context of your own career
• Not a one size fits all
• Helpful as you think about your own strengths and weaknesses; apply to your own professional development plans
• Helpful as you build your own teams and consider hiring managers and leaders who complement your weaknesses
• Future implications
Final Thoughts, Reactions, And Questions
Thank You!
Jon Derek Croteau, Ed.D.
Senior Consultant
Witt/Kieffer
Zachary A. Smith, Ph.D.
Assistant Vice Chancellor for Development
University of California, Riverside