07. Directors of Research International Leadership Programme. The registration fee. October 2015 June 2016

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1 07. The registration fee The registration fee is 7,500 +VAT, which includes: Full participation in the 8-month International Leadership Programme, including: > 3x residential sessions; and > 6x monthly webinars. Registration for the SRA International Annual Meeting (Monday 19 Thursday 22 October 2015) in Las Vegas Registration for the ARMA Annual Conference (Monday 6 Wednesday 8 June 2016) in Birmingham, UK All training materials 5x nights accommodation in Las Vegas (Hotel Paris) 2x nights accommodation in Copenhagen (4* hotel tbc) 4x nights accommodation in Birmingham, UK (Hilton Metropole) All meals and refreshments for duration of the residential events, SRA International Annual Meeting and ARMA Annual Conference All other costs and incidental expenses, including international airfares and travel insurance are to be met by the participant. Directors of Research International Leadership Programme October 2015 June 2016 ARMA Sheraton House Castle Park Cambridge CB3 0AX T: +44(0) W: arma.ac.uk E: Delivered through partnership arma.ac.uk

2 The context 01. The context are increasingly required to play a more decisive strategic role within their organisations as the importance of research as a differentiator becomes ever more pronounced. Senior management teams are having to be more conscious of and responsive to both impact and accountability so league rankings, market position, revenue streams and income levels derived through research excellence are critical to the sustainability of their organisations. are therefore now responsible not only for managing research portfolios but as part of executive groups they help institutions deliver against a range of key strategic activities: Devising the research strategy and policies for their organisation, which will include traditional academic research and also research with strategic partners, i.e. industry, international and/or third sector organisations thus devising strategy and policies that are responsive to academic need, social purpose and business demand. Driving multidisciplinary partnerships and collaborations through effective stewardship of priority relationships and through the maintenance of a broad but relevant professional network. Working with policy makers to influence and inform the development of national and international research and research funding policy and translating those policies into organisational practices. Advising and working on public engagement and advocacy. Managing complex research support and research development teams. Promoting research awareness and capability in the organisation and future-proofing research capacity by devising strategies for developing research talent, from early career researchers to more senior, experienced academics. Maintaining awareness of funding opportunities and routes to market by creating effective research development strategies. Contributing to their organisation s social responsibility agenda, often leading on business and community engagement through knowledge transfer, enterprise and research commercialisation activities. Within these complex and diverse environments it can be difficult to find time or suitable avenues for personal development and yet for colleagues to be successful as effective leaders a commitment to continual professional development is critical. 01

3 The solution Underpinned by the principles of the Collaborative Leadership and Engaged Leadership models, the 8-month programme combines a mix of residential training with online learning, strengthened by the continual support of a personal, professional mentor and reinforced through the Programme cohort s peer-to-peer network. 02. The Collaborative Leadership Model INFLUENCE Communications & Connectedness Create cross-functional collaboration and cohesive relationships to accomplish change initiatives & performance results. Leverages network and fosters connectedness. The solution The International Leadership Programme has been developed and is delivered through a transatlantic partnership between the Association of Research Managers and Administrators (UK), the Leadership Foundation for Higher Education (UK) and the Society of Research Administrators (USA). The programme is designed to reflect and respond to the unique nature of the Director of Research role. INNOVATION Shaping Strategy PURPOSE Facilitates idea sharing and knowledge transfer. Embraces change and navigates risk to drive business performance in alignment with the long term vision. PROCESS CL Process & Performance Leads by example. Guides process decisively. Elevates performance with emphasis on customer experience, profitable growth and business value. IMPACT PRODUCT INSPIRATION Talent Strategy & Workforce Readiness Determines right fit alert. Engages talent from everywhere. Inspires trust and alignment toward to common purpose. PEOPLE A collaborative leader sets a new direction by orchestrating collaborative activities, drawing in a diverse set of people and following through with a strong hand to get things done. Harvard Business Review Intended to stimulate discussion, provoke debate and inform fresh approaches to leadership, the programme has been designed to ensure an appropriate blend of active engagement with peers from across UK and US research and interaction with contemporaries from other sectors. A major benefit of participation will be the sharing of experiences and the exchange of ideas on topical subjects, such as measuring impact, managing open access, identifying metrics, accessing Horizon 2020 and experience of measuring, translating and demonstrating research impact. The Engaged Leadership Model Engaging Individuals Showing Genuine Concern Enabling Being Accessible Encouraging Questioning Moving Forward Together Engaging The Organisation 03 Networking Builing Shared Vision Resolving Complex Issues Facilitating Change Sensitively Inspiring Others Focussing Team Effort Being Decisive Supporting a Developmental Culture

4 The programme structure SATURDAY 17 & SUNDAY 18 OCTOBER 2015 (LAS VEGAS, USA) 1. Foundations of Leadership and Understanding Context 03. The programme structure The programme will be focused around three core themes and questions: 1. Personal Leadership What sort of leader do you want to be? 2. Professional Leadership Why should others follow you? 3. Strategic Leadership What does your organisation need and expect? While these are presented as separate questions, in reality they are intrinsically linked, interweaving in important ways as leaders work to connect themselves and others with the life and work of an organisation. These questions will be explored through group learning, individual feedback and reflection and via an organisation-based challenge. This session will focus on: An introduction to the programme A review of leadership theory and practice (from Trait theory to Collaborative leadership) Why should people follow me? Leaders and followers the dynamics of power and relationship and the importance of followership What sort of leader do you want to be? An exploration of preferred leadership styles An exploration of the role of the Research Director and responsibilities using the 4 P s of the collaborative leadership model 2. Understanding Context leading the Research discipline in the 21st Century This session will focus on: The context of leading in a research environment with its challenges and opportunities Exploring purpose the university, research and your department? The external environment a PESTLE analysis The internal environment discovering potential: what and where are the opportunities and challenges? Stakeholder analysis Identifying an organisational challenge (for individual participants to engage within their own institutions supported by the programme) WEDNESDAY 18 NOVEMBER 2015 (WEBINAR) (15:00 16:30 GMT) 3. The Emotionally Intelligent Leader This webinar will focus on the importance of Emotional Intelligence in leadership and how to use Emotional Intelligence to be a more effective leader and communicator. TUESDAY 15 DECEMBER 2015 (WEBINAR) (15:00 16:30 GMT) 4. Creative Leadership in the 21st Century (panel discussion) This webinar will take the form of a panel discussion with leaders from different sectors and will focus on the importance of creativitity in leadership and how to manage and encourage creativity and innovation in organisations. WEDNESDAY 20 JANUARY 2016 (WEBINAR) (15:00 16:30 GMT) 5. Nurturing Talent This webinar will look at the importance of succession planning and how to nurture and manage talent in organisations. 05

5 The programme structure SATURDAY 20 & SUNDAY 21 FEBRUARY 2016 (COPENHAGEN, DENMARK) 6. Leading the Research Team This workshop will build on the outcomes of the Team Health Check and focus on: Building an understanding of managing an effective research team Team development and team dynamics (ideas from Tuckman, Lencioni and Belbin) Personality, team role preference and leadership style (questionnaire completed between session 1 and session 2) Applying insights from the 360-degree diagnostic (depending on the approach taken see above) What motivates individuals and teams? Liberating leadership Why should others follow you? Managing and developing talent WEDNESDAY 23 MARCH 2016 (WEBINAR) (15:00 16:30 GMT) 7. Managing Difference This webinar will build on team development and the importance of making diversity in teams happen. THURSDAY 21 APRIL 2016 (WEBINAR) (15:00 16:30 BST) 8. Understanding Culture and Change This webinar will investigate the importance of organisational culture and the key components of the culture and how to manage change. TUESDAY 17 MAY 2016 (WEBINAR) (15:00 16:30 BST) 9. Shaping and Inventing the Future It is well known that a clear vision and values are crucial to shaping and inventing the future. This webinar will discuss how to ensure clarity and ownership in the creation of vision and values. MONDAY 6 WEDNESDAY 8 JUNE 2016 (BIRMINGHAM, UK) 10. Inventing the Future This workshop will focus on: What does the organisation need and expect? Being strategic understanding and contributing to organisational strategy Strategic Leadership vision, values and creating collective commitment Your organisational challenge (from the first session) presentations, feedback and review Leading change models and conceptions of effective organisational change What s next for the Research discipline? Marketing internal communications and building external awareness? Action planning where next for my development? 07

6 Programme information and overview 1. The cohort will comprise (or equivalent) from the UK and the US who will participate in an 8-month leadership programme consisting of three, two-night residential sessions, complemented by a suite of six webinars. 04. Programme information and overview 2. Two of the three residential sessions will be linked to the SRA and ARMA Annual Conferences in order to maximise opportunities for participants to connect and to give them opportunity to attend their profession s flagship US and UK conferences. 3. The third residential session will take place in Copenhagen, giving participants an opportunity to connect and learn from representatives of the Danish Association of Research Managers and Administrators (DARMA) and the European Association of Research Managers and Administrators (EARMA), as well as colleagues from the other Scandinavian research management societies. 4. Sessions will comprise a combination of formal presentations, panel sessions, group discussions, individual focus and social time and each residential session will include opportunities for formal and informal networking. 5. Invited contributors will include experts from government, higher education, industry, health research, business and commerce. 6. Prior to arriving in Las Vegas, participants will undertake a 360 feedback review and their respective teams will complete a Team Health Check. This will form the basis of an individual personal development plan, which will be defined throughout the course of the 8-month programme. 7. Each participant will be required to identify and regularly connect with a professional mentor, ideally from outwith the participant s day-to-day environment, who will support them throughout the duration of the Programme (and hopefully beyond) to realise their personal objectives. 8. The Programme will include an organisational challenge, which participants will engage within their own institutions but supported by the Programme. For support between the sessions, in addition to their Professional Mentor, participants will be partnered with a fellow Programme participant from a contrasting international setting who will challenge and support them through the process (telephone or Skype). 9. The Programme will use an online professional network to share resources and contacts, to have themed discussions and to communicate Programme updates. A Twitter hashtag will also be used to generate contributions both on and around the Programme. 10. Full attendance at all sessions and webinars is mandatory. Without complete buy-in, the value of participation is significantly diminished. 09

7 The delivery team 05. The delivery team High res image needed Liz Ogilvie A former Director of Business Enterprise at Kingston College in London, Liz has over 25 years experience in designing, delivering and facilitating training gained by working in organisational development at a senior level in the private, public and not-for-profit sectors. She has particular expertise in the health and education sectors, specialising in management and leadership, training and development and facilitation Liz works closely with ARMA on delivery of our successful Practical Creative Facilitation programme. She has led on many successful leadership programmes with the research environments, working in recent years on major programmes with the UK s Economics and Social Science Research Council, the Engineering and Physical Science Research Council, the Biology and Biological Science Research Council and the National Institute for Health Research. Doug Parkin Formerly Head of Staff and Education Development at the London School of Hygiene and Tropical Medicine, Doug is responsible for a range of Leadership Foundation open programmes as well as undertaking bespoke consultancy assignments for universities. Key interests include educational and research leadership, the leadership of professional services, strategy development and leadership for sustainability. An accomplished teacher, facilitator, coach and conference speaker, Doug has achievements across a wide range of leadership, educational and organisational development projects. Marcia Landen Marcia has more than 30 years experience in research administration at universities in the United States, currently serving as the Assistant Vice President for Research Administration at The University of Southern Mississippi. She maintains relationships with and has responsibility for external funding from governmental agencies, business and industry, foundations and other nonprofits in the U.S. and abroad. She oversees proposal submissions, award negotiations, and financial management. Marcia has a particular interest in professional development and leadership and regularly presents conference sessions on these topics. She is active in SRA International and has held leadership positions in governance of the Society as well as in program planning and delivery. 11

8 The partners Association of Research Managers and Administrators (ARMA) arma.ac.uk 06. The partners ARMA is the UK s only professional association for research managers and administrators, with over 2,600 individual members from across 250+ organisations, ranging from universities and funding bodies to the National Health Services and independent research institutions. ARMA s mission is to enhance the profession of research management and to facilitate excellence in research through identifying, establishing and exchanging good practice in research management and administration. A non-profit organization, ARMA works to deliver its mission by providing professional qualifications in research management and administration; delivering formal training; providing information and support through regular communications and guidance materials; facilitating networking for the exchange of best practice and for mutual support amongst members; promoting strategic partnerships within and around the sector; representing the collective view of UK research managers and administrators through engagement with stakeholder organisations, policy makers and influencers; and raising the profile of research management and administration as a profession. Leadership Foundation for Higher Education lfhe.ac.uk The Leadership Foundation was established in 2004 by Universities UK and GuildHE, the UK s two officially recognised representative bodies for higher education. The Leadership Foundation is the only body dedicated to providing leadership, governance and management and has a deep understanding of the business and culture of higher education. It is a membership organisation and for the last 11 years has served universities and higher education colleges through the provision of highly sophisticated and dynamic leadership programmes, designed to respond to the unique professional development requirements of senior professionals from across the entire activity of higher education. Society of Research Administrators International (SRA International) srainternational.org SRA International is a global research management society, providing education, professional development and the latest comprehensive information about research management to 4,500 members from over 40 countries. In this time of increasing international research collaborations, SRA International maintains the largest network of research managers in the world. Being part of this growing vibrant network gives members access to the changing research management landscape and foster relationships among collaborating institutions. SRA International s major strength is its diversity, with a membership that spans the entire spectrum of research institutions including: colleges and universities, research hospitals and institutes, government agencies, non-profit funders of research, and industry. 13