Inspiring Others to Lead. Wayne Guthrie Chief Human Resources Officer, UW Madison

Transcription

1 Inspiring Others to Lead Wayne Guthrie Chief Human Resources Officer, UW Madison

2 What is leadership? An act, rooted in values and competencies Flexible, responding to each unique context or situation Contributes to positive changes in beliefs, values and behaviors of individuals or groups Not based on position or level of authority

3 Aspects of leadership Self-awareness Awareness of culture and context Supporting the learning and development of others Fostering engagement

4 Values serve as a foundation for leadership Integrity Serving as a role model for truth and transparency Inclusive engagement Guiding the group toward optimal performance and effectiveness Connection and community Welcoming the broader community into the process of creating a shared vision for change Leadership Framework, leadership.wisc.edu

5 Self-Awareness

6 What is self-awareness? Self-reflection on your ability to facilitate change Understanding of your own strengths, limitations, beliefs, values, attitudes A continuous learning process

7 Questions to ask yourself What is my personal motivation to lead? How does my own culture and context shape my leadership style? Do I behave with consistency, genuineness, authenticity, honesty? Can I create ongoing opportunities for feedback and reflection?

8 The self-reflective leader Creates processes for open communication and dialogue Engages others who complement group and individual limitations Appreciates the knowledge, talents, and contributions of others Aware of one s influence on the dynamics and needs of the group Shares ownership in the work and results of group efforts

9 Awareness of culture and context

10 Questions to ask yourself Do I understand the culture and context in which the group operates? Do I know the history and cultural context of each constituency? Am I aware of judging others behavior and beliefs according to the standards of one s own culture? Do I challenge what is culturally dominant or normative for the group or institution?

11 Fostering a diverse and inclusive community Identify goals that are meaningful to all Recognize the value and challenges of cultural differences Acknowledge the impact of unconscious bias Promote trust and goodwill across different cultures Encourage full participation of all members by identifying and removing barriers

12 Supporting learning and development

13 Effective leaders support others A leader develops the capacity of individuals and groups Uses feedback and coaching Creates opportunities for learning and engagement

14 How do people learn and develop? 70:20:10 model Extend current knowledge and experience through new work experiences Take risks that allow new information and perspectives to emerge

15 How do people learn and develop? Peer-to-peer learning Learn to work effectively in an inclusive and diverse community Expand their network of peers and colleagues

16 How to support others as a leader Provide and receive feedback to achieve continued learning Lead by example to help others be authentic contributors Assess the goals, needs, and aspirations of others Question the status quo / ask the hard questions Support others to take risks Provide opportunities to extend knowledge and experience Trust others to represent the group and contribute to solutions Provide resources to support the growth and development of others

17 Fostering engagement

18 What is engagement? Employee engagement is the extent to which employees feel passionate about their jobs, are committed to the organization, and put discretionary effort into their work. Custom Insight

19 Engagement and leadership An engaged workforce leads to optimal performance and effectiveness. Leaders play a crucial role in creating an engaging environment.

20 Critical behaviors of an engaging leader Communicates the vision and goals in a way that empowers and excites employees Builds relationships with employees Drives growth and development Sets high standards Builds trust and acts with integrity Challenges the status quo Inspires innovation and creativity Provides rewards and recognition Empowers others The Engagement Institute

21 Next steps

22 Getting started or growing as a leader Establish regular means to build self-awareness Communicate a compelling vision and goals Model good leadership behaviors Act with authenticity, honesty, and positive intent

23 Getting started or growing as a leader Embrace diversity and seek out opportunities to enhance inclusion Encourage curiosity, risk-taking, and innovation Foster a culture where everyone has responsibility for engagement

24 Resources leadership.wisc.edu Leadership Framework UW Community of Practice Consultation Activities around campus Professional development opportunities Learning and Talent Development (talent.wisc.edu) Fully Prepared to Lead program Division of Continuing Studies (continuingstudies.wisc.edu) Center for Professional and Executive Development (uwcped.org)

25 Questions and discussion