LEADERSHIP RECOMMENDATIONS: The First 100 Days & The Long Haul

Robert Easter, Dean ACESTanya Gallagher, Dean AHS

Think about an academic leader you have known

• What attributes did they have?

• What did they do?

• What did they not do?

LEADERSHIP

• Leaders – directly and indirectly influence people to cause change

Comments –

“Fundamental change is more likely through effective leadership than management”

“Effective leadership is based on values”

“Effective leadership can change the culture of an organization, management cannot”

“Prepare the next generation of leaders”

“Make tough decisions in a timely manner”

Know yourself

• Why did you take the position?

• What is your decision style?

• What are your strengths?

• How will you measure success?

• How will you stay fresh?

GATHER INFORMATION

• Read reports and other materials

• Meet with faculty and others

• Familiarize yourself with unit and campus culture/context/processes

• Identify issues, unit aspirations, concerns, perceptions

• Maintain an open mind

OUTLINE A VISION FOR THE FUTURE

• Identify barriers and facilitators for achieving the vision

• Include key individuals that will support change

• Begin consensus building and unit refinements of the vision

OUTLINE A VISION FOR THE FUTURE

• Reward behaviors that contribute to

achieving the vision/goals/values publicly

• Link individual goals to group goals

• Facilitate collaboration

ATTITUDE MATTERS

• Positive, supportive, empowering – share information

• Reduce conflict & competition within unit by role modeling respect

• Communicate values & principles that characterize how you will function through examples

• Impartiality is essential

ATTITUDE MATTERS

• Distinguish criticism from critical analysis - “blame & complain”

• Don’t overreact – people have opinions and different personalities

• Rumors are important to understand and address

DEALING WITH RESISTANCE

• Spend time to understand their concerns

• Define consensus clearly & make decisions transparent

• Do not empower their position

• Make true merit decisions

• Cultivate colleagues holding similar positions

• Try to be fully informed before making decisions

• Remember what is said and what is heard might be different

• Suspend negative judgments as much as possible

THE LONG HAUL

• Role model desired behaviors

• Cultivate distributed leadership through influencing others’ decisions

• Don’t worry about who is getting credit – celebrate together

• Challenge yourself and others to “figure out a way to get there”

THE LONG HAUL

THE LONG HAUL

Distinguish temporary setbacks from the need to revise goals

Enjoy the difference you are making!

Your success as leaders is measured by the success of others

Create an environment that fosters achievement