Your thoughts determine your character... The first person you lead is you. John C. Maxwell

Transcription

1 Dr. Kathryn Burkgren Director, Organizational Development for Faculty & Staff, Cornell University President, National Consortium for Continuous Improvement (NCCI) Co-Director, Higher Education, Bacharach Leadership Group (BLG)

2 Individual leadership that benefits the long-term good of society by positively influencing people, creating change, and demonstrating values that support the highest principles of society. Dr. Kathryn Burkgren

3 1. Self-Awareness

4 Your thoughts determine your character... The first person you lead is you. John C. Maxwell

5 1. Self-Awareness 2. Ethics & Integrity

6 When the master makes a mistake, she realizes it. Having realized she admits it. Having admitted it, she corrects it. She considers those who point out her faults as her most benevolent teachers. Tao Te Ching

7 1. Self-Awareness 2. Ethics & Integrity 3. Respect & Honor Others

8 People do not care how much you know until they know how much you care. John C. Maxwell

9 1. Self-Awareness 2. Ethics & Integrity 3. Respect & Honor Others 4. Align & Measure

10 The most successful leader of all is the one who sees another picture not yet actualized. Mary Parker Follett

11 1. Self-Awareness 2. Ethics & Integrity 3. Respect & Honor Others 4. Align & Measure 5. Value Personal Growth

12 Don t judge the day by the harvest you reap, but by the seeds you plant. Robert Louis Stevenson

13 1. Self-Awareness 2. Ethics & Integrity 3. Respect & Honor Others 4. Align & Measure 5. Value Personal Growth 6. Focus on Team

14 If a team is to reach its potential, each player must be willing to subordinate his personal goals to the good of the team. Bud Wilkinson

15 1. Self-Awareness 2. Ethics & Integrity 3. Respect & Honor Others 4. Align & Measure 5. Value Personal Growth 6. Focus on Team 7. Deliver Excellence

16 We are what we repeatedly do. Excellence, then, is not an act, but a habit. Aristotle

17 I have not failed. I ve just found 10,000 ways that won t work. Thomas Edison

18 Inputs: Operate from a Values-based foundation

19 Inputs: Operate from a Values-based foundation Align strategic priorities and challenges to the mission and vision

20 Inputs: Operate from a Values-based foundation Align strategic priorities and challenges to the mission and vision Develop a shared common language

21 Inputs: Operate from a Values-based foundation Align strategic priorities and challenges to the mission and vision Develop a shared common language Set clear expectations

22 Inputs: Operate from a Values-based foundation Align strategic priorities and challenges to the mission and vision Develop a shared common language Set clear expectations Ensure a commitment to growth, development, and talent management

23 Inputs: Operate from a Values-based foundation Align strategic priorities and challenges to the mission and vision Develop a shared common language Set clear expectations Ensure a commitment to growth, development, and talent management Give and receive on-going feedback and measurement aligned to performance management

24 Inputs: Operate from a Values-based foundation Align strategic priorities and challenges to the mission and vision Develop a shared common language Set clear expectations Ensure a commitment to growth, development, and talent management Give and receive on-going feedback and measurement aligned to performance management Encourage discovery, respectful questioning and continuous innovation

25 Inputs: Operate from a Values-based foundation Align strategic priorities and challenges to the mission and vision Develop a shared common language Set clear expectations Ensure a commitment to growth, development, and talent management Give and receive on-going feedback and measurement aligned to performance management Encourage discovery, respectful questioning and continuous innovation Output: EMPOWERED EMPLOYEES WHO DELIVER RESULTS!

26 If your actions inspire others to dream more, learn more, do more, and become more, you are a leader. John Quincy Adams

27 Experiential Job-Specific Leadership Management Develops through work experience opportunities Provides functional development opportunities for specific jobs Spans across all contribution types and career levels Applicable to Developing & Managing Others contribution type

28 Experiential Committees Cross Training Involvement Stretch Assignments Develops through work experience opportunities Job Shadowing Task Forces Rotations Projects Presentations Cross Training

29 Leadership Development Building Teams Leading Change Developing Facilitation Skills Leading Cornell Program Executive Level Management Development Mastery Level Courses Leadership Development Management Development Harold D. Craft Leadership Applying Level Courses Program Effective Interactions in Executive HDCLP Organizations Faculty Leadership Program for Chairs Management Institute for Advance Sessions Faculty/Supervisor/Manager Academics Foundational Programs and Training Effective Interactions in Organizations for Faculty at Large New Supervisor Orientation Certificate Programs Supervisor Development Certificate Program Additional Job Specific Skill Building Individual Contributor Training (Turning Point, Office Professionals, Skillsoft, Additional Job Specific Skill Building) General Manager Track

30 Step 5: Succession Plan Org chart Position/Talent Profiles Progression plan Step: 1 Data Gathering and Report (Human Resources) Step :2 Present Data to Senior Leader for assessment Step 4: Identify development plans for high potentials Step 3: Identify key positions and high potentials for succession

31 University Methodology to Lead Change University Methodology to Lead Change Strategic Planning Goal Alignment Process Improvement Change Leadership Implementation & Continuous Improvement

32 The bottom line is that leadership shows up in the inspired action of others. We traditionally have assessed leaders themselves. But maybe we should assess leadership by the degree to which people around leaders are inspired. Dr. Jack Weber

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34 Dr. Kathryn Burkgren Director, Organizational Development for Faculty & Staff, Cornell University President, National Consortium for Continuous Improvement (NCCI) Co-Director, Higher Education, Bacharach Leadership Group (BLG)