1. PRESIDENT’S LEADERSHIP RETREAT – FALL 2016
Briefing: Spring 2017 Opening Institute

2. MESSAGE FROM THE PRESIDENT
“People will always be our most important resource”
(Fall 2016 Opening Institute)

3. MESSAGE FROM THE PRESIDENT
If we are to “position for Success” in realizing the vision set for Clark Atlanta University:
We must modify how we relate to one another, lead change, manage resources and listen to and learn from our people
We must move away from vexing silos, intellectualizing the issues, looking for explanations and justifications as to why things cannot change or did not happen, and holding on to past traditions that hold us back rather than propel us forward
We must begin the hard work of moving toward creating a true spirit of teamwork and a culture of “yes.” This work must begin with us as leaders – individually and collectively

4. MESSAGE FROM THE PRESIDENT
If we are to “position for Success” IN realizing the vision set for Clark Atlanta University:
We must modify:
(1) How we relate to one another
(2) How we lead change
(3) How we manage resources
(4) How we listen to and learn from our people

5. MESSAGE FROM THE PRESIDENT
If we are to “position for Success” in realizing the vision set for Clark Atlanta University: We must move away from; (1) vexing silos (2) Intellectualizing the issues (3) Looking for explanations and JUSTIFICATIONS AS TO WHY THINGS CAN NOT CHANG EOR DID NOT HAPPEN (and Blaming others) (4) Holding on to past traditions that hold us back rather than propel us forward

6. MESSAGE FROM THE PRESIDENT
If we are to “position for Success” in realizing the vision set for Clark Atlanta University:
We must BEGIN:
the hard work of moving toward creating a true spirit of teamwork and a culture of “yes.” This work must begin with us as leaders – individually and collectively

7. Leadership retreat participants – (19 Attendees)
EXECUTIVE (5)
PRESIDENT
Provost
(Interim Provost)
EVP/CFO
Chief of Staff
STUDENT WELFARE AND ENGAGEMENT (2)
VP, Student Affairs
Director, Athletics
STUDENT INSTRUCTION AND INTELLECTUAL DEVELOPMENT (4)
Dean, School of Arts and Sciences
Dean, School of Business
Dean, School of Education
Dean, School of Social Work
ALTERNATIVE FUNDING (2)
VP, Institutional Advancement
VP, Research and Sponsored Programs
Enterprise Services(6)
General Counsel
Chief Compliance Officer
Chief Human Resources Officer
Chief Information Officer
AVP, Strategic Communications
Executive Director, Title III Administration

8. LEADERSHIP RETREAT PROGRAMMIG
Leadership Profiles
(Birkman)
360 Leadership Surveys
(108 Skills of Natural Born Leaders – Blank)
Team Dynamics/Cohesion
(Accenture Consultant)
CREATING ALIGNMENT
(Group Development of Guiding Principles)

9. BIRKMAn fundamentals OPERATIONS SALES/MARKETING VISION/STRATEGY
PROCESS/SYSTEMS
INTERESTS
USUAL BEHAVIOR
NEEDS/STRESS
BEHAVIORAL COMPONENTS (11)

10. LEADERSHP 360 SURVEY SELF AWARENESS ABILITY TO DEVELOP RAPPORT
ABILITY TO MAP THE TERRITORY
ABILITY TO CREATE FOLLOWERSHIP
ABILITY TO CREATE MOTIVATING ENVIRONMENT

11. Development of guiding principles
Free Form Brainstorm of list of 52Team Values/Attributes
Similar values/attributes grouped together, resulted in 7 groups
Each leader voted on one of 7 groups most representative of CAU Leadership

12. DEVELOPMENT OF GUIDING PRINCIPLES
Group #1 (18 Votes)
Group #2 (13 Votes)
Group #3 (11 Votes)
Commitment
Tenacious
Pride
Work Ethic
Servant
Passion
Resilient
Caring
Multi-Tasker
Understanding
Focus
Sense of Service
Trust
Integrity
Transparency
Loyal
Fair
Accountable
Empowering
Satisfaction
Transformative
Competitive
Structure
Leadership
Brave
Understanding
Hierarchy
Independent
Deliberate

13. Guiding principles
We are empowered to transform the University.
We will operate with integrity so that we create an environment of trust.
Our pride and commitment to the University is reflected in our inclusive decision-making, collaboration and teamwork.

14. MESSAGE FROM THE PRESIDENT
If we are to “position for Success” in realizing the vision set for Clark Atlanta University:
We must modify how we relate to one another, lead change, manage resources and listen to and learn from our people
We must move away from vexing silos, intellectualizing the issues, looking for explanations and justifications as to why things cannot change or did not happen, and holding on to past traditions that hold us back rather than propel us forward
We must begin the hard work of moving toward creating a true spirit of teamwork and a culture of “yes.” This work must begin with us as leaders – individually and collectively

15. THE ASK:
Challenge your leadership to be accountable for modeling the values that underlie these principles
Align your individual behavior with these values and principles
Help us to daily inculcate these GUIDING principles into CAU’s culture