1. Pursuing Leadership Excellence at the University of Idaho Mychal Coleman, AVP/Executive Director Center for Strategic Initiatives and Process Improvement Department of Finance & Administration Mindy Means, Assoc Dir., Corporate and Foundation Relations

2. Objectives Differentiate between leadership and management Understand the five leadership competencies to drive strategy at the University of Idaho Begin to identify your own leadership strengths and gaps Start to outline a plan leveraging strengths while addressing gaps, as well as identify resources to close the gaps - to use in leadership development Begin to understand the practice of reflective thinking and reflective leadership

3. Leadership / Management Managers focus on the present maintain status quo and stability implement policies and procedures maintain existing structure remain aloof to maintain objectivity use position power Leaders focus on the future create change initiate goals and strategies create a culture based on shared values establish an emotional link with followers use personal power Source: Nahavandi, A. 2009. The Art and Science of Leadership, 5 th edition. Pearson Prentice Hall: Upper Saddle Rive, NJ. An effective manager utilizes leadership attributes And, leaders have management roles

4. The Five Leadership Competencies to Drive Strategy at the University of Idaho

5. 1)Strategic Thinking The ability to assess the internal and external environment and set an agenda that support the organization’s vision. – Traits – Alignments – Actions

6. 2)Movement The ability to integrate a strategic agenda, gaining support from subordinates and direct reports, through empowerment and teamwork – Actions – Methods

7. 3)Strategic Capacity The ability to work and collaborate across functional units, strategic unit or organization to build partnerships in the pursuit of achieving the objectives. – Suggestions as to how

8. 4)Collaboration Develop subordinates and everyone around them Ability to analyze the gaps between the strategic agenda and the organization’s current capabilities; recognizing and developing individuals Transforming team weaknesses into strengths in pursuit of closing the gap - to achieve the strategic agenda for the organization

9. 5)Performance Driven Drive performance by Holding people accountable. Establishing standards, measures and timelines. Process reviews – to insure continuous improvement. Mastering the PDCA (plan, do, check, act) cycle, and how it applies it to each process, procedure and/or initiatives.

10. Leadership Think of a leader you admire and respect – Why? – What traits does he/she possess that align with the five leadership competencies identified for the University of Idaho?

11. Leadership Plan End Goal 1 st Gap 2 nd Gap 3 rd Gap Etc. Current Capacity

12. Developing your Leadership Plan using the five leadership competencies as the foundation What are your goals for developing your leadership capacity in the next year? What is your current capacity? (explain) Where are your gaps? Identify action steps to close gaps How will you maximize your strengths? What leadership traits and behaviors are especially “in demand” in our organization? What sources of power and methods of influence are required?

13. Reflective Thinking The three basic realms of self-awareness: 1.Knowing in action 2.Reflecting in action 3.Perpetual state of reflective thinking

14. Resources Good to Great, Jim Collins – Change leadership A Guide to Strategic Thinking, George Morrissey – Building Your Planning Foundation Process Consultation, Edgar Schein – Self awareness

15. 2012 Upcoming Programs 360 CoachingMay/June Conflict ResolutionAugust/September Strategic ThinkingAugust/September 360 FeedbackAugust/September

16. Thank you! Topics of interest? Contact: coleman@uidaho.edu