Strategic Planning Session Let's LEAD in 2016! 14 Jan 2016 Robert J. Balfour Dean, Education Sciences (PC)

Introduction to 2016 (in only 6 slides!!) Orientation for Dean and Directors to Leadership in times of Transition The leader’s knowledge networks: What are they? Why are they important to describe. Knowledge networking: why it matters? Networked organisations…the future Resilience and agility Mindfulness in leadership: The new ‘speak' Centred leadership Our Leadership in 2016

Knowledge networking: why it matters to me? And, why it matters to the Faculty? Julia Hobsbawn (2015) argues that knowledge networking capacity is the key to successful leadership for an institution concerned with reputation building. No knowledge network = isolation and uninformed decision making. Good networks are built over time and with consistent effort. They are not necessarily reciprocal or symmetrical. 1) CAN I DESCRIBE AND DIFFERENTIATE BETWEEN MY NETWORKS? 1.1) Networks internal to NWU? 1.2) Networks external to NWU?

Organsations are becoming networked rather than hierarchical For Hobsbawm internal (to your school or unit) networking means including people into your strategic thinking. She suggests that leaders should map networks, identify gaps, and seek to address these purposefully. The new leadership ‘speak’ is about developing resilience and agility. Networks enable both. 2) WHAT ARE THE GAPS IN MY CURRENT INTERNAL & EXTERNAL NETWORKS? 2.1) Who can supplement these gaps? 2.2) How do these persons potentially supplement the gaps?

Resilience & agility in leading for TRANSITION Resilience is the ability to withstand the damaging impact of change and to identify those aspects from which you and the organization can benefit. In leadership it is important that you are part organization benefit. Agility is the capacity to utilize networks to anticipate change. Anticipating change means identifying potential negative and positive impact, and in leadership, to plan for the minimization of negative consequences by enhancing positive impact. 3) WHAT AREAS (OR GROUPS) ARE RESILIENT OR VULNERABLE IN MY SCHOOL/ UNIT? Why? 3.1) Resilient groups/ areas: Why? 3.2) Vulnerable groups/ areas: Why?

Mindfulness in leading in a TRANSITION Rasmus Hougaard argues that mindfulness is new valued disposition in leadership ‘speak’. Knowledge, speed and experience are considered inadequate. Mindfulness is defined as the combination of Focus Clarity Discernment Higher Education is characterised by change, global interconnection and competition. 4) ON WHAT DO I NEED TO FOCUS IN 2016 IN MY UNIT/ SCHOOL? 4.1) In what areas will I need clarity? Why? 4.2) Where will the need arise for discernment? Why?

Centred leadership: focus, clarity, discernment Hougaard argues that in the past speed of decision making, or initiative taking suggested strength. Increasingly though it is recognized that speed without clarity is dangerous and can result in misguided action. Experience without awareness is dangerous because experience can straightjacket creative ‘out the box’ thinking. Instead leaders need to be more inclusive, mindful, and more connected. Knowledge without understanding complexity of information, is dangerous. The new skill to be defined and developed being able to recognize what is new and assess its value accurately for the organization. 5) ALL THREE POINTS ABOVE SPEAK TO THE NEED FOR CENTRED LEADERSHIP in 2016.

Yours, my, our leadership in 2016 How do we understand what counts in leadership in the Faculty in Is it meeting income targets? Or meeting research targets? Building people culture? Building networks? Two types of communication we need to address in 2016.In addition to all activities to enhance our collective reputation we need to: 1)Internal communication with members of Faculty to create an integrated people culture in which people feel they belong with purpose. 2)External communication with leaders from MC and VC to develop common ground for taking on the future together.

Thank you