leadership for comprehensive internationalization: beyond ... 2012 presentation - leadership...

Leadership for

Comprehensive

Internationalization:

Beyond Management

Leadership for Comprehensive Internationalization: Beyond Management

Current Topics Workshop: May 28, 2012

NAFSA: Association of International Educators

2012 Annual Conference

Houston, Texas

Presenters

John Hudzik

Michigan State

University

Elaine Meyer-Lee

Saint Mary’s

College

Joël Gallegos

University of

North Carolina

at Charlotte

Penelope Pynes

University of

North Carolina at

Greensboro

9:00 Welcome and Introduction (Joël)

Review agenda

Setting the stage

Refer to slide with attendee demographic

9:15 – 12:00 Comprehensive Internationalization (John)

9:15 to 9:35 CI and moving toward action

9:35 to 9:45 Introduce and case study

9:45 to 10:15 First group session (group work and report out)

10:15 Break

10:30 to 10:50 Second group session

10:50 to 11:40 Third group session

11:40 to 12:00 Elements of leadership for internationalization and summary

12:00 – 1:00 Lunch

1:00 – 2:15 Understanding the Role of an SIO

SIO Checklist (Elaine)

Leadership/management Continuum (Nell)

2:15 – 3:00 Leadership Challenges (Joël)

3:00 – 3:30 Break

3:30 – 4:00 Personal Strengths: Clues to talents and performance (Elaine)

4:00 – 4:30 Dealing with Setbacks (Nell)

4:50 – 5:00 Wrap Up, Introduction of IEL mentorship initiative, Takeaways (All)

Agenda

After this workshop you will be able to:

• Outline all areas of responsibility that generally

accrue to senior international officers, and describe

major objectives for each area of effort.

• Understand the role of SIO as change agent,

because internationalization implies change.

• Describe changes needed in your own leadership

context.

Learning Objectives

After this workshop you will be able to:

• Describe and operationalize the difference between

leadership and management and begin to manage

relationships throughout the organization to achieve

greater campus internationalization.

• Articulate your own personal strengths as an SIO

and as a leader.

What do you hope to take away from this day?

Learning Objectives, continued

Attendee Demographics

Comprehensive Internationalization

John Hudzik

Senior International Officers and Leadership

11

• Check off every area that you manage in some way

• Group the things you checked into several major roles

• Jot down your #1 objective for each role

• Share with your neighbor what you noticed

• What do your observations say about leading

comprehensive internationalization?

Checklist for the Senior International Officer: Roles and Responsibilities

• What is an SIO and what do they do?

• How do they lead?

• What is leadership versus management?

• Determining leadership styles?

• Identifying stakeholders?

• Essential characteristics of global leaders?

Senior International Officers and Leadership

Managers:

• Responsible for money

• Responsible for people

• Responsible for results

• Often set unit policy for these things

Leaders:

• Set high-level policy & direction

(strategy)

• Work with other high-level people

• Add value to the organization

• Work mainly through others

Managers and Leaders

“Leadership” is really a continuum. . . Managers Leaders

• Maintain essential

functions

• Assure production

• Valued for

competence and

technical skill

• Accept plans and

targets

• Focused on the here

and now

• “Doing the things right”

• Interpret policy

• Plan

• Set standards

• Give feedback

• Valued for

teamwork and

independent action

• Aligns people in

the organization

• Make policy

• Strategic direction

• Add value

• Focus on people

• Create meaning for the

organization

• Valued for vision and

trust

• Concerned with change

• Focused on the future

• “Doing the right thing”

“I don’t tell people what to do. I explain to them what needs to be

accomplished. Their own energy and creativity takes care of the rest.”

General George Patton

Stakeholder: Any group or individual with the power to help,

hinder or otherwise influence your work

Identifying Your Stakeholders

Stakeholder: Any group or individual with the power to help,

hinder or otherwise influence your work

Working With Stakeholders

LEADERSHIP CHALLENGES

FOR THE SENIOR

INTERNATIONAL OFFICER

From my professional experience, the two most

important things that I have learned:

• There will always be huge challenges in this

position and

• There will always be enormous challenges in this

position.

Leadership Challenges for the Senior International Officer

What you do think are some of the greatest SIO

challenges?


Based on your survey feedback:

• Lack of Funding/Resources

• Lack of Institutional Support

• Lack of Buy-In

• Managing Growth


Small Group Discussion

• In groups of 4-5, discuss these and other possible

challenges of a Senior International Officer.


Challenge #1

Lead Without Controlling


• No one owns International Education, rather, you

facilitate, support, enhance, and strengthen it.

• Your role is to serve as a bridge.

• Your role is to contribute and advise, but not

to “steer the ship” on every initiative.


Challenge #2:

Relationship Building and Cultivation


Become the “VALUE-ADDED” international education

administrator.


There are many ways to form these relationships:

• Joint or interdisciplinary initiatives

• Grant proposals

• Leading study abroad programs

• Asking colleagues to serve on your committees

• You serving on faculty and other campus committees

• Having regular meetings and updates with your campus and community constituencies

• Including them in visits of incoming delegations

• Advocate for faculty and staff travel grants

• Delivering workshops to support staff on campus


Recognition

• International Education Awards for Faculty and Staff

• University Service Awards

• Recognition Luncheons for faculty

• Articles about them in your office newsletter and

also in campus newsletters

• Develop a Phi Beta Delta Chapter on campus


Challenge #3

Creative Entrepreneurship


• Need to identify resources: grants, ESL programs

and other innovative programs that generate funds.

• The more creative you are in this category, the

more you can impact internationalization on your

campus.


Challenge #4

Serving as Everything to Everyone

“Master of all Trades”


Challenge #5

In this role…….You have numerous “bosses”


• Provost (often “real” boss or direct reporting line)

• President (or CEO)

• Deans (other major academic stakeholders)

• Other Vice Presidents (Business Affairs, Student Affairs)

• Donors

• Community Leaders


Challenge #6

Leading a Multigenerational Workforce


“A Tale of Two Offices”

Challenge #7

Developing and Empowering a Strong Team


• Catch your team “doing things right”

• Let them know how each role contributes to the big

picture

• Grow competencies

• Develop skill sets

• Support professional development


Challenge #8

Learning to dance between the “micro” and the

“macro” as well as between the “managing” and

the “leading” areas of your work.


Strengths Inventory

• Moving from focus on organizational culture/context

and role to skills and personal strengths

• Resource: Delphi study on critical skills and

knowledge

• Observations from pre-survey

• Gallup organization’s work on strength-based

leadership

Personal Leadership Strengths

• Awareness/self-knowledge is key

• Don’t try to emulate others: there is no one skill set

or road map

• Sharpen and play to your strengths (on-going

process)

• Don’t try to fix weaknesses, but hire and network for

them

• Manage others to maximize their strengths

• Builds self-confidence, authenticity, and credibility

Principles of Strengths-based Leadership

• Resource: http://www.strengthsfinder.com

• Five clues to talent

• How can you most effectively apply your own

personal strengths to lead comprehensive

internationalization

Articulating Your Strengths

http://www.strengthsfinder.com/

http://www.strengthsfinder.com/

Being Ready for Setbacks

• Failure is a much larger event than a mistake.

• Failures usually involve substantial loss of some

sort: reputation, self-esteem, money, power.

• Failure is much more disruptive than a mistake.

• It often closes off options.

Source: Dr. Riall Nolan

Setbacks Aren’t Mistakes

• Poor interpersonal skills

• Not paying attention to surroundings

• Bad decision-making

• Bad strategy

• Difficult learning

• Wrong place, wrong time


Why Do People Fail?

What can you do about it?

• Step One: Look objectively at the facts. What

happened?

• Step Two: How did your feelings drive your actions?

• Step Three: Why did things happen as they did?

• Step Four: What lessons can you learn here?

• Step Five: What version of events will be helpful?

*If it’s right for you, go through these steps with a

counselor.


Recovering from Mistakes

Listing The Takeaways For The Day

Jot down the main things that you got from

participating in this workshop today that were new or

helpful to you in your work:

• Concepts, definitions, understanding, ah-has?

• Intrapersonal reflection, growth, confidence?

• Strategies, tools, contacts, resources, action items?

Share at least one takeaway with the whole group

What will you take away?

The Next Step: What Will You Do When You Get Home?

Given…

• the challenges you have identified,

• your role in influencing change,

• your personal relationships and strengths, and

• what you’re taking away today…

Jot down one thing you are committed to doing when

you get home to further your organization’s

comprehensive internationalization!

What’s Next

leadership for comprehensive internationalization: beyond ... 2012 presentation - leadership...

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