Strategy and Innovation: Positioning Your Unit with Institutional Leadership

Moderator: Kelly Wesener-Michael, Ed.D., Chief Student Affairs Officer and Dean of Students, Northern Illinois University Panelists: Michael Stang, Ed.D., Assistant Vice President for Student Affairs, Northern Illinois University Renique Kersh, Ph.D., Associate Vice Provost for Student Engagement and Success, Northern Illinois University Jarvis Purnell, Assistant Dean of Students, Graham School Continuing Liberal and Professional Studies, The University of Chicago Scott Peska, Ed.D., Assistant Vice President of Student Services, Waubonsee Community College

Learning Objectives Participants will be able to: Articulate one way in which assessment data can be utilized to demonstrate the impact of the work of the area/division. Name one method by which their area/division can demonstrate the “value-added” of their work. Name one potential collaborative partner to strategically position the work of the area/division. Identify one strategy to “manage up” that they believe will work in their campus environment.

Reframing Organizations by Bolman and Deal (2008) “A frame in this context is a set of ideas and assumptions that you carry in your head to help you understand and negotiate a particular “territory.” A good frame makes it easier to know what your are up against and, ultimately, what you can do about it… leaders and managers need to develop and carry accurate maps in their heads.”

Reframing Organizations by Bolman and Deal (2008) Structural: This deals with the rules, roles, goals and policies that drive behavior. Human Resource: Here we align human and organizational needs. Relationships are a focus. Political: Power, conflict, and competition are featured. Symbolic: Culture is the focus. The leader’s job is to inspire.

Demonstrating your area’s value added/telling your story What are the 3-4 most important ways your area contributes to the University’s success? How do you articulate that information to relevant internal and external constituent groups? What data do you have to substantiate your claims? What is your institution’s value proposition, and how does your area uniquely contribute to this important aspect of recruitment? Does your supervisor know/understand/recognize this? Let your customers do the talking – how do you use students, faculty, and staff testimonials to share your story? What is your communication plan to internal and external constituent groups that helps keep your area relevant and part of the active campus conversation?

Data and assessment needs of upper-level administrators What do you measure? Why do you measure it? What is the basis for determining your assessment priorities? How does it align with the goals/functions of the University? What do you do with the assessment results to position your area? How can you use data to understand your students in unique ways? What are the planning documents and guideposts that define success/progress at your university (strategic plan, annual goals, etc.)? What are 2-3 ways your area contributes directly to them? Are you intentional about those contributions? Are your contributions widely known – why or why not? Where is your institution in the accreditation cycle – is your area part of that conversation?

Building coalitions and collaborations Never waste a good crisis. In times of scarce resources, where can you collaborate to enhance efficiency, reduce redundancy, and partner to enhance your work and/or the student experience? How will you assess and report your success in a way that upper administrators take note? They just don’t get it” – what department/area would you make this comment about? What is your strategy to enhance their understanding, change their perspective or educate them? How will this better position your area within the college/university? Who are your champions in the faculty, staff, and administration? How can you leverage them to build or strengthen relationships?

Demonstrating mission alignment If you asked your supervisor and president the contributions of your area, what would they say? Is there more that you are contributing than they realize? If so, how will you broaden their perspective? Can your staff articulate how their work aligns with the mission/goals of the institution? If not, why?

Capitalizing on your placement within the university’s organizational structure What would be different about your priorities if your area reported to another area of the institution (Provost vs. CFO vs. President)? How do you capitalize on your current alignment and also position yourself for organizational changes if they were to occur? What “wins” do you/should you provide the university leadership you report to? Are they aware of this contribution?

Questions & continued dialogue

See you next year in Austin, Texas! Thank you! See you next year in Austin, Texas!