1. Leadership Development at the University of Nottingham University of Nottingham Leadership & Management Framework

2. • University of Nottingham Context • Drivers for change
Overview
• University of Nottingham Context
• Drivers for change
• Leadership Framework
• Challenges & Issues

3. A little about University of Nottingham
Challenges in Managing International Universities

4. University of Nottingham
A Little about
University of Nottingham
• Campuses in UK, China & Malaysia
• 8100 staff
• 43,561 students
• 5 Faculties, 32 Schools
• Research led Russell Group University
• Excellence in Teaching
• 93% UG & 90% PG in employment of study

5. The Strategic Importance
of Leadership
External factors
Changes in student funding resulting in increased competition for students.
Transformation of students into paying customers
Impact of League Tables on positioning in the sector
Global competition
Internal factors
REF exercise determines funding
Workload modelling – determines resources
Performance – persistent non management
National Student Survey – improvement in student experience at Nottingham is slower than other Universities, has an impact on league tables
International leadership – leading staff in China and Malaysia

6. The Strategic Importance
of Leadership
• The University’s staff are the basis of our success. We
attribute much of our success to the quality of our academic,
administrative and support staff. The scale of our ambition
means that, more than ever, we need to attract, retain and
motivate staff of the highest calibre.
• Optimising management effectiveness. For the foreseeable
future, successful universities will be distinguished by their
underlying, continuous and measurable improvements in
efficiency, productivity, effective cost control, and informed,
skillful and well supported management at all levels.
(extract, University Plan, 2010 – 2015)

7. Leadership & Management Development Framework - Principles
A progressive approach which recognises that development support is required from the moment potential leadership talent is identified through to the most experienced and senior leaders.
Leadership development is an on-going process which leaders return to at different stages of their career.
Leadership development activity is differentiated for different groups and individuals.
Leadership occurs at all staff levels and is fundamental to successful activity.
Future leadership potential is nurtured by the framework

8. Emerging Managers and Leaders Manager and Leader Practitioner
The Leadership and Management
Development Framework
Levels
1 - 4
4 - 6
Levels 6 - 7
Level 7 +
Emerging Managers and Leaders
Manager and Leader Practitioner
Preparing for Senior Leadership
Future Potential
Newly appointed Professors and Directors
Senior & Executive Leadership
Newly Appointed Head of School

9. Leadership & Management Development Framework - Themes
Planning and Resource Management
Change Leadership
Leads and Manages People
Makes a Personal Impact
Builds Strategic Capability and Capacity

10. The Leadership and Management Development Framework
Level
Preparing for Senior Leadership ( 6-7)
Description
You may become a Professor, be selected to become the next Head of School, or take on significant management and leadership responsibilities within a School or Professional Services Department.
Required
Recruitment, selection, induction and development of your team
Conducting effective PDPR Reviews.
Financial management
Planning and implementing successful organisational change
Optional
ILM (level 5) First Line Manager
Leadership coaching
Mentoring
Action learning
360 degree feedback
Relevant external programmes, such as the Leadership Foundation’s ‘Preparing for Senior Strategic Leadership’

11. The Leadership and Management Development Framework
Level
Future Potential (usually level 6)
The future potential programme is designed to support those staff who are at a senior level but are yet to take on leadership responsibilities.
Future potential supports potential through
Leadership Potential 360 feedback
Support from a leadership coach
Input from current leaders in the University
Encouragement to draw up a development plan to support an identified career pathway

12. The Leadership and Management Development Framework
Level
Future Potential (usually level 6)
The future potential programme is designed to support those staff who are at a senior level but are yet to take on leadership responsibilities.
Future potential supports potential through
Leadership Potential 360 feedback
Support from a leadership coach
Input from current leaders in the University
Encouragement to draw up a development plan to support an identified career pathway

13. The Leadership and Management Development Framework
Level
Newly appointed Professoriate and Directors of Professional Services
Leading at Nottingham
Module One – The role of a leader at Nottingham
 Module Two – Making the strategic operational and working the finances
Module Three – Managing and Leading People towards High Performance
“... the University expects senior staff to also be active and engaged leaders who contribute to the wider University and take steps through
this programme to hone their leadership skills and knowledge and be willing to apply these attributes in a variety of ways which go beyond their immediate role and department.”

14. The Leadership and Management Development Framework
Level
PVCs, Asst PVCs, Deans of Faculty, Heads of School (7+)
Description
Senior management and leadership role; a Head of School, Dean, Director of a Professional Service, Assistant PVC, PVC
Required
During your first months it is expected that you will:
Engage in ongoing leadership development, e.g. working with a coach
 360 appraisal
 Develop your senior team
Self-assess your capabilities against the critical success factors for leaders at level 7 and discuss at your PDPR
 International assignment (PVC’s)
Optional
Executive/Leadership Coaching
 Mentoring with a senior member of staff from outside of HE
 Action learning and 360 degree feedback
 Developing a high performing senior team
 Relevant leadership development activities, such as ‘Leadership Exchange’ or CPD events with Birmingham
 Other relevant external programmes such as the Leadership Foundation’s ‘Top Management Programme.’

15. The Leadership and Management Development Framework
Level
Newly appointed Heads of School
The First Hundred Days Induction Programme
Understanding of the University expectations of a Head of School
Provision of practical information about who, where and how to get assistance in order to get things done.
An understanding of the annual cycle of activities for which a Head of School has overall responsibility
Strategic thinking and making plans operational
Pragmatic development in some key aspects of leadership including awareness of transition and change issues and leading people towards high performance.
The role of the School Senior Management Team

16. Additional Support
Mentoring – a range of senior mentors are being trained to support leaders at various stages in their career. These range from current senior leaders, ex-Heads of School, external stakeholders and a shared scheme with the University of Birmingham
Coaching – leadership coaches are employed by the University from a range of sectors to enable leaders to develop under the guidance of an independent leadership expert
Sabbatical - a year sabbatical is made available for all rotating Heads of School/Deans/PVCs to enable them to refocus their academic careers after a period of leadership
Funding – funding is made available to so leaders can maintain their research during their period of leadership.
Leadership Conferences – workshops and forums

17. Some Unique Opportunities
Relationship with the University of Birmingham – leadership shadowing and shared mentors
Development of distinct alternative programmes within the framework
Research Leadership Programme – a programme which identifies and develops the responsibility of leading researchers to provide direction and strategy to research in their School, Faculty and the University
Teaching Leadership Programme – distributing responsibility for managing and improving teaching across a wider range of staff
Sim-Uni – a group based activity to enable participants to lead the University and be scored on their success or failure

18. Challenges & Issues
Vice Chancellor commitment to the leadership agenda
Recruit academics based on research
Rotating nature of leadership roles
Requirement for leaders and managers to undertake development will therefore create some resistance and criticism
Resource issues as elements of the framework are supported externally
Ensuring the credibility and content of the programmes for a senior and often very experienced audience
Making sure the framework is flexible so it can be developed to meet changing needs

19. Leadership Issues around Leadership Recruitment Development Promotion
Succession
Reward
Leadership

20. Challenges & Issues
Thank You