Kevin Salcido Associate VP / CHRO Arizona State University Arizona CUPA Conference June 18, 2013

Transcription

1 Kevin Salcido Associate VP / CHRO Arizona State University Arizona CUPA Conference June 18, 2013

2 Areas to Explore Understanding the transition to executive level Building peak performance the 3 C s 3 Keys to executive success Managing many audiences Aligning HR and organizational strategy Upsides and downsides my personal experiences

3 Understanding the Transition to the Executive Level

4 Key Transitions (High) Strategic / Administrative skills Senior Administrator Mid-level Mgr/Director First line Supervisor Individual Contributor (Low) Tactical / Technical skills (High)

5 Leadership Transitions Individual Contributor Supervising Others Leading Leaders Leading the Organization Do the work What are the objectives and what do I need to get it done? Independence getting results through personal proficiency Build teamwork & collaborative relationships Accept company values & culture Accomplish work through others How do we get it done? Learn to value managerial work Assume responsibility for others View self as part of management Communication & climate setting Transition from managing to leading Can we do it? Shift from tactical to strategic Review plans & align to objectives Develop a crossfunctional focus Coach leaders to manage others Skip-level communication Develop vision and strategy Should we do it? Allocate resources based on long-term sustainability Lead with an enterprise/ cross geography focus Build networks and alliances Maintain external industry perspective Communicate and nurture the values Transition 1 Transition 2 Transition 3 Adapted from: Ram Charan, Stephen Drother, and James Noel s The Leadership Pipeline: How To Build the Leadership-Powered Company. (2001), San Francisco CA: Jossey-Base).

6 Building Peak Performance The 3 C s

7 Building Peak Performance The 3 C s 1. Competence selecting, developing and retaining employees; building teams. 2. Clarity delegating specific tasks, setting clear expectations with schedules and procedures to be followed. 3. Commitment creating an environment of trust, support, respect and loyalty.

8 Competence Talent & Experience Team Architect Select and train new people; develop and retain top talent; match skills with job function. Coach Direct and encourage outstanding performance; teach and skill build; create opportunities to grow through experience.

9 Clarity Roles & Goals Leader Define a team charter; design work roles and processes; set priorities for growth and impact; provide regular communication and feedback. Driver/focusing on results Plan and organize; define goals; delegate responsibilities; set expectations and standards for speed, quality, and desired outcomes; seek to remove barriers; manage and evaluate performance

10 Commitment Meaningfulness & Respect Morale builder Create an environment of trust and respect; communicate/interact in a way that inspires and energizes; explain and serve as confidant; recognize and reward. Model/setting the example Model the right behaviors and attitudes.

11 3 Keys to Executive Success

12 The 3 Keys Self Knowledge Self Awareness Continuous Learning

13 Key to Success Self Knowledge Why do you want to be in leadership? What is your natural style? How do you know? What are your strengths? Your weaknesses? What interests you? What bores you to tears?

14 Key to Success Self Awareness Learn the basics of emotional intelligence.

15 Key to Success Continuous Learning Make it a quest to be better. Seek and react to feedback. Stretch your comfort zone. Network be known. Follow trends in higher education.

16 Managing Many Audiences

17 Who is taking notice? The workforce Your staff Your Peer Leaders Your Boss Your President One truism in HR Management

18 Aligning HR & Organizational Strategy

19 vision To establish ASU as the model for the New American University, measured not by who we exclude, but rather by who we include and how they succeed; pursuing research and discovery that benefits the public good; assuming major responsibility for the economic, social and cultural vitality and health and well-being of the community.

20 2 of 11 Establish ASU as the global center for interdisciplinary research, discovery and development by 2020 Demonstrate American leadership in academic excellence and accessibility Establish national standing in academic quality and impact of colleges and schools in every field Enhance our local impact and social embeddedness

21 How We ve Responded Robust leadership development programs Streamlined processes Completed revision of policies New employment classification New compensation program Strengthened relationships

22 Pluses & Minuses - My Own Experience

23 Downsides are Few but Significant Horizontal versus vertical career path All VP HRs will reach their sell by date Your visibility is high so are your errors Can be swept up in wholesale leadership changes New President can mean new VP HR

24 Upsides are Many... Financial Status Ability to set the agenda not be subject to someone else s Endless interesting problems & challenges Legacy