Managing from the Middle SACRAO 2019 Sheryl Gray, University Registrar Carson-Newman University *

Defining Leadership The action of leading a group of people or an organization The action of showing people the way you want them to go “Leadership – a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task…. Organizing a group of people to achieve a common goal.”

Characteristics of a Leader Honest Ability to Delegate Ability to Communicate Sense of Humor Committed to the Mission Confidence Positive Attitude Creative Ability to Inspire Intuitive Self Aware Willing to take risks and make mistakes

The Effective Executive Effeciveness Can Be Learned Know Thy Time What Can I Contribute Making Strength Prodictove First Things First The Elements of Decision Making Effective Decisions

Five habits that have to be acquired to be an effective executive: #1 Know where your time goes #2 Focus on outward contributions #3 Build on strengths, your own, your superiors, colleagues, subordinates #4 Concentrate on a few major areas where superior performance will produce outstanding results #5 Make effective decisions Five habits that have to be acquired to be an effective executive: Drucker, Peter, The Effective Executive, Harper and Row, 1966, 1967

Challenges of Middle Management Taking the Easy route – avoid making difficult decisions Trying to make everyone happy Inability to shift from Me to We Managing My Time Managing Conflicts of Priority, Maintaining Focus, Staying on Course Employee development, Building the team Guiding Change – “Leaders don’t just do things, they change things” Delegating Lack of self awareness, failure to ask for feedback, admit mistakes, learn from criticism Being able to maintain good relationships with those you lead and with those who lead you Motivating and Inspiring others

The Five Most Important Questions You Will Ever Ask About Your Organization Question 1What is our mission? Question 2 Who is our customer? Question 3 What does the customer value? Question 4 What are our results? Question 5 What is our plan? When we can answer questions 1, 2, 3, we are well on our way to managing for the mission.”

The Mission Why do you do what you do? “What is your organization’s current understanding of the organization’s mission?” “What significant challenges is the organization facing, changing demographics, legislation or regulations, emerging technologies, or competition.” “An opportunity is a fact, not reason to act, What is our mission?” “Your core mission provides guidance not just on what to do, but equally on what not to do.” If a great opportunity does not fit your mission, then the answer must be, Thank you, but No”.

The Methods Do what needs to be done Manage Your Time Delegate Appropriately Facilitate Productive Meetings Be ambitious first and foremost for the cause, for the company, for the work, not for Yourself and have an absolutely terrifying will to make good on that ambition.” (Good To Great author Jim Collins)

Mission Goals Objectives Action Steps Budget Appraisal “Leadership requires constant sharpening, refocusing, never really being satisfied.”

How to Facilitate a Productive Meeting Plan Plan for follow-up or next meeting Assign Assign responsibilities Articulate Articulate action steps Keep Keep on task, use time limits, keep as short and concise as possible Use Use a written agenda and stick to it Set Set clear objectives/purpose for the meeting How to Facilitate a Productive Meeting

Motivating those you lead Create a sense of belonging on your team, at your institution Create purposeful work, set goals, track accomplishments Provide the resources for your team to do work exceptionally well Challenge your staff to achieve the goals you’ve set for your unit Celebrate achievement of those goals

Motivating those you lead (continued) Actively involve them in the purposeful work Distribute power (people love to feel powerful) Delegate responsibility , Believe in them Recognize achievement, hard work, going above and beyong Praise and compliment your staff, don’t steal credit from them Help your staff members to develop new skils

Additional Resources Managing from the Middle Rule #1 Everyone you work with is important Rule #2: Be on Mission Rule #3 Stop, Look, and listen Rule #4 It’s not about you Rule #5 Be courageous https://www.chronicle.com/article/Managing-From-the-Middle/45845 Donald R. Boomgaarden November 26, 2008

Thank you for your participation! Sheryl Gray sgray@cn.edu 865-471-3205