LEVERAGING YOUR TALENT TO LEAD FROM THE MIDDLE MARY KAY CARODINE & LESLIE PENDLETON UNIVERSITY OF FLORIDA NASPA 2012 PHOENIX

SESSION OVERVIEW Role of Mid-Manager Components of leading from the middle Aligning your talents and strengths All about you - creating an action plan

GOALS FOR THIS SESSION AND FOR YOU We hope you’ll leave this session feeling…. That you have a very important role on your campus Valued for your work An opportunity to be more strategic in your role Renewed clarity about where you see yourself making the largest impact in the field

THE VALUE OF THE MID-MANAGER “Top level Management relies on others at deeper levels of the organization to learn what is working and what is not, what new trends are happening and what new directions to consider. In a real sense top leadership is lead by others... those in the middle.” - Allan Cohen Leading from the middle: Issues and answers on leadership for middle managers. Prof. Allan Cohen. Transcript on

360 DEGREE LEADER Maxwell describes the middle as the optimal place from which to exercise influence. Influence is the key ingredient to leadership. President Eisenhower once said, "Leadership is the art of getting someone else to do something you want done because he wants to do it." The most effective leaders are those who are adept at influencing the actions of others above, beside and below themselves in an organization. Maxwell, J.C. (2011). The 360 degree leader: Developing your influence from anywhere in the organization. Nashville: Thomas Nielson.

WHAT DO YOU SEE AS THE ROLE OF A MID-MANAGER?

MYTHS OF LEADING FROM THE MIDDLE 1.The Position Myth: “I can’t lead if I am not at the top.” 2.The Destination Myth: “When I get to the top, then I’ll learn to lead.” 3.The Influence Myth: “If I were on top, then people would follow me.” 4.The Inexperience Myth: “When I get to the top, I’ll be in control.” 5.The Freedom Myth: “When I get to the to, I’ll no longer be limited.” 6.The Potential Myth: “I can’t reach my potential if I’m not the top leader.” 7.The All-or-Nothing Myth: “If I can’t get to the top, then I won’t try to lead.” Maxwell, J.C. (2011). The 360 degree leader: Developing your influence from anywhere in the organization. Nashville: Thomas Nielson.

Challenge #1 The Tension Challenge: The Pressure of Being Caught in the Middle Challenge #2 The Frustration Challenge: Following an Ineffective Leader Challenge #3 The Multi-Hat Challenge: One Head…Many Hats Challenge #4 The Ego Challenge: You’re Often Hidden in the Middle Challenge #5 The Fulfillment Challenge: Leaders Like the Front More Than in the Middle Challenge #6 The Vision Challenge: Championing the Vision is More Difficult When You Didn’t Create It Challenge #7 The Influence Challenge: Leading Others Beyond Your Position is Not Easy CHALLENGES A MID-MANAGER FACES Maxwell, J.C. (2011). The 360 degree leader: Developing your influence from anywhere in the organization. Nashville: Thomas Nielson.

PART 2: COMPONENTS OF LEADING FROM THE MIDDLE

WHO DO YOU LEAD? Leading Up Leading Across Leading Down

Vision Supervision Scouting Initiative Collecting & Using data Visibility and promotion of ideas Student advocate Asking good questions from different perspectives, including the opponents Strategic planning Using your budget Communication Managing vs. leading Environmental scanner Listening to the priorities of the institution, president, VP, and others Translator to the students, new professionals, colleagues, community, and supervisor COMPONENTS OF LEADING FROM THE MIDDLE

WHAT INHIBITS YOU FROM TRULY LEADING FROM THE MIDDLE? Lack of confidence in the value of your ideas Insecurity Lack of competency Uncomfortable with empowering staff and letting them lead Idea that there will be more work Not feeling like you have the authority or the power Other?

PART 3: ALIGNING YOUR TALENTS AND STRENGTHS NOW, IT’S ABOUT YOU!

DANIEL PINK, DRIVE What really motivates us? Autonomy Mastery Purpose watch from: 4:45-10:36

Started from disengaged workers in the workplace Realize talent and capitalize on that talent Weakness-fixing will not produce excellence at the same rate as strength- building Using talents should give you energy as well as success “One should waste as little effort as possible on improving areas of low competence. It takes far more energy to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.” — Peter Drucker GALLUP ORGANIZATION STRENGTHSQUEST

5 Essential Elements:  Career Wellbeing  Social Wellbeing  Financial Wellbeing  Physical Wellbeing  Community Wellbeing 66% doing well in at least 1 area; 7% doing thriving in all* Career Wellbeing Use strengths everyday  Avoid burnout  6x more likely to be engaged in their job* People thriving in career wellbeing have a deep purpose and plan to reach their goals. GALLUP ORGANIZATION WELLBEING *Rath, T. & Harter, J. (2010). Wellbeing: The five essential elements. New York: Gallup Press.

CAREER WELLBEING CONT’D Rath, T. & Harter, J. (2010). Wellbeing: The five essential elements. New York: Gallup Press.

PART 4: OK, NOW WHAT DO I DO? ACTION PLAN & MOVING FORWARD

SELF-ASSESSMENT OF KNOWLEDGE, SKILLS, AND STRENGTHS Please rate yourself on a scale of 1-5 (5 being the highest) (like it; good at it) Supervision Assessment Motivation Managing your supervisor Visioning Strategic planning Using budget Advocacy Communication Translator Team player 12345

PERSONAL ACTION PLAN What I am REALLY excellent at (better than anyone I know) Ways I can more effectively incorporate these talents into my work every day New opportunities at my institution to utilize my talents People who are strategically placed within my institution to help me with my career development Opportunities that can further my responsibility or role to promote my growth Action steps I want to take and by when

QUESTIONS AND CONTACT INFORMATION Mary Kay Carodine, Ph.D. Assistant VP for Student Affairs (352) Leslie Pendleton Director of Florida Opportunity Scholars Program (352)