Leading a department of modern languages: Old and new challenges Michael Kelly Director, Centre for Languages, Linguistics and Area Studies Head of Modern.

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Presentation transcript:

Leading a department of modern languages: Old and new challenges Michael Kelly Director, Centre for Languages, Linguistics and Area Studies Head of Modern Languages, University of Southampton LLAS Centre for Languages, Linguistics and Area Studies University of Southampton Southampton, SO17 1BJ +44 (0) |

Strategy Recognition (tangible and symbolic) Example Decision making Organisation Resources Career progression Leading and managing

Media profile –Existence is increasingly virtual Visibility –End of privacy? –The ‘strategic corporal’ International dimension –Partnerships and collaborations –Rankings Impact –Serving the public good New challenges

Personal limbo New roles Loss of old roles Skill shortages Fear of the unknown Work-life balance First Circle - you

Your colleagues want things –Your friends become your customers Where the buck stops –Downwards accountability –Decision making Management of things and people –Workable systems –Getting buy-in –Difficult conversations Second Circle – the department

Point of accountability –Make friends with the Dean Competition for resources –Other departments Access to resources –Gatekeeper Problem solving –Difficult or strategic issues Third Circle - Faculty

Strategy –How can the University progress? –Is your department making a contribution? Brand and mission –What sort of department can you be? –What are the main priorities? Major investments and initiatives Find friends and champions among senior management Fourth Circle - University

Other departments –Collaborators –Competitors Associations –Learned societies –Subject associations –Lobbying and policy making Agencies –Funders, regulators, influencers Fifth Circle - Sector

Negotiating skills Have clear long-term priorities – what is really important to you Have clear short-term proposals – where you can be flexible Think about what your interlocutor’s aims may be Adopt a problem-solving approach Prepare in advance Develop your Plan B (Best Alternative to a Negotiated Agreement) Develop your assets: 1

Social skills Networking and contacts Use meetings and events Social networks (sport, hobbies, religion, politics) Hot buttons Intelligence gathering Develop your assets: 2

You can make a difference The Inferno is more interesting than the Purgatorio or the Paradiso You are not alone Do not abandon hope Last words