Building Your Leadership Team. Becoming A Provost Academy July 24, 2016 Harvey Kesselman, Ed.D., President Stockton University Galloway, NJ

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1 Building Your Leadership Team Becoming A Provost Academy July 24, 2016 Harvey Kesselman, Ed.D., President Stockton University Galloway, NJ

2 Loading the Bus If you have the right people on the bus, you don t need to worry about motivating them. The right people are self-motivated: nothing beats being part of a team that is excited to produce great results. - Jim Collins (2001), Good to Great

3 Who Gets on the Bus? Next Stop: Provost s Office!

4 Work With The Willing Absolute integrity & intrinsic motivation to do the right thing Committed to working together to succeed, regardless of obstacles or challenges Self-motivated, resourceful, & no drama Willingness to address conflict quickly and constructively to get to the right solution - Cy Wakeman (2010), Reality-based Leadership

5 Work With The Willing If you look for employees who have these competencies, regardless of their functional expertise, you will benefit from their ability to turn their talent into productivity. - Cy Wakeman (2010), Reality-based Leadership, p. 94 These employees are your rock stars! By giving them your trust and attention, you send a clear message to the entire organization

6 Mix it Up But: don t let your rock stars be exact clones (You don t need five Eric Claptons!)

7 Diversity of Talent You must nurture a diversity of talent Find people who share the same core values but who have different: - Personalities - Functional capabilities - Creative energies - Decision-making traits - Communication skills - Problem-solving methods

8 Leader as Alchemist As a leader, part of your job is alchemy -- bringing together highly-capable individuals and transforming them into a successful team - Introverts & Extroverts - Dreamers & Realists - Planners & Doers - Diplomats & Daredevils This transformation process is easier and faster when everyone shares the same core values this is the foundation of teamwork

9 The Key Ingredient The key ingredient to this transformation process is a leader s willingness and ability to maintain a culture of accountability People want to be part of something bigger than themselves; they want to feel a sense of belonging. - Jim Haudan (2014), Motivating People Leaders who create a culture of accountability facilitate this sense of belonging (teamwork!)

10 Tools & Techniques Ways to build a culture of accountability 1) Build alignment / eliminate ambiguity: establish clearly-defined roles, expectations, and results 2) Build personal responsibility: hold close-the-loop meetings (with next-action steps, timelines, etc.) 3) Build confidence & loyalty: provide soft landings Even the best plans involve risk give your team the freedom to experiment, fail, learn & grow

11 Key Teams Office Staff Senior Staff Faculty Leadership Provost s Council

12 Office Staff The face of the Provost s Office Handle internal and external guests, phone calls, correspondence, s, etc. Highly capable regarding key functions: Personnel Finances Scheduling Data

13 Senior Staff Work together to solve problems Discuss and develop alternative solutions; turn ideas into action Serve as speechwriters, budget analysts, data specialists, internal negotiators, external public relations liaisons, etc. Who do I want representing me or my office in a particular situation?

14 Faculty Leadership Faculty who understand and accept the institution s goals and objectives Have the necessary gravitas to deal with all faculty strata full-time, part-time, adjunct, tenured, non-tenured, etc. Politically astute; appreciate the need for diplomacy, negotiation, coalition-building

15 Provost s Council Bi-weekly meeting with deans, directors, senior staff, and faculty leadership Helps maintain a culture of transparency and accountability: regular communication of both information & expectations Don t be parsimonious with your knowledge; share openly and often as the situation allows; when you can t share information, be honest and say so

16 Leading Your Team Every member of your team deserves fair treatment Respect Honesty Clear performance measures Transparent evaluation system

17 Leading Your Team But: fair does not mean equal You must evaluate team members individually based on two fundamental questions (1) Are they performing their job duties to your satisfaction? (2) Are they supporting the team culture you ve established -- are they committed to the team s core values?

18 Strong Job Performer Weak Strong Weak Job Performer

19 Strong Job Performer??? Weak Strong Weak Job Performer

20 Weak Strong Job Performer Retain Deserves opportunity for growth & advancement Strong Weak Job Performer

21 Weak Strong Job Performer??? Retain Deserves opportunity for growth & advancement Strong Weak Job Performer

22 Weak Strong Job Performer Rehabilitate? Can you help them improve their attitude and/or loyalty? Retain Deserves opportunity for growth & advancement Strong Weak Job Performer

23 Weak Strong Job Performer Rehabilitate? Can you help them improve their attitude and/or loyalty? Retain Deserves opportunity for growth & advancement??? Strong Weak Job Performer

24 Weak Strong Job Performer Rehabilitate? Can you help them improve their attitude and/or loyalty? Retain Deserves opportunity for growth & advancement Re-Deploy? Can a new opportunity help them become successful? Weak Job Performer Strong

25 Weak Strong Job Performer Rehabilitate? Can you help them improve their attitude and/or loyalty???? Retain Deserves opportunity for growth & advancement Re-Deploy? Can a new opportunity help them become successful? Weak Job Performer Strong

26 Weak Strong Job Performer Rehabilitate? Can you help them improve their attitude and/or loyalty? Remove Negatively impacts your team and your authority Retain Deserves opportunity for growth & advancement Re-Deploy? Can a new opportunity help them become successful? Weak Job Performer Strong

27 Leadership Shifts You Will Face As a leader, you must begin to shift from: - Me focus to contribution through others - Daily operations (tactics) to broader, complex perspectives (strategy) - Managing oneself to managing others - Possessive to open communication - Self-development to development of others - Jan Austin (2006), Leading For Results

28 Thank You & Questions

29 Works Cited Austin, J. (2006). Leading for Results. (interview with Barbara Healy, VP Learning and Development at People s Bank.) Chicago, IL: Kaplan Publishing. Collins, J. (2001). Good to Great. Web-exclusive interview: good questions, great answers. A version of this article appeared in the October 2001 issue of Fast Company. Retrieved 10 July 2014 from: Haudan, J. (29 September 2014). Motivating People: It takes the four roots of engagement. Retrieved 10 October 2014 from: Wakeman, C. (2010). Reality-Based Leadership. San Francisco: Josey-Bass.