University of New South Wales - Human Resources - Leadership and Management Consultancy, OSDS, Human Resources, UNSW

Leadership and Management Development

The Leadership and Management Development Framework has been developed to help build the leadership capability of the University's senior managers and leaders in order to support the achievement of UNSW's Strategic priorities.

The Leadership and Management Development framework:

Reflects the University's key values which underpin its aspirations
Recognises leadership as a key driver of organizational performance
Differentiates, and provides for Academic Leadership development as an essential form of leadership in a university environment
Recognises the importance of both formal and informal methods of leadership development
Focuses on three key components of leadership development, self- awareness, leadership skills development, and building leadership communities of practice
Builds on existing and developing UNSW HR strategic practices such as performance management, succession planning and talent management
Is targeted at senior academic, professional and technical staff at the university

Leaders and Managers at UNSW are:

Collaborative
Accountable
Innovative
Team oriented

They also:

Demonstrate strong leadership & management
Treat staff and students fairly and equitably
Behave with integrity

Leadership Cohorts

The following cohorts of leaders have been identified within UNSW, and the Leadership and Management Development activities and programs within the Framework have been designed to meet both the leadership development needs of particular cohorts, and the leadership group as a whole.

Senior Executive Group
Academic leaders (Associate Deans, Research Centre Directors, Heads of Schools)
Senior Professional staff (HEW Levels 9-14)
Academic Women as leaders
High Potential staff and emerging leaders ( HEW levels 9-14, senior academic staff, aspirant Heads of schools)

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Self- Awareness

Development Needs Analysis (DNA)

Organisation and Staff Development Services (OSDS) staff will be happy to assist you to identify your development needs and to complete an individual development plan. The Development Needs Analysis should be aligned with your performance review and is designed to both address any perceived performance gaps you may have identified, and also to develop your leadership and management capabilities further. The Development Needs Analysis can be completed electronically, or you may prefer a one- on- one meeting with OSDS staff.

Mentoring

Mentoring is a process of creating a supporting relationship that has benefits for both parties. A mentor will guide and support a mentee, often gaining new insights into their own operating style. A mentee will benefit from the support of a colleague who brings with them a higher level of knowledge and experience. Mentoring differs from executive coaching in that it is not about improving or developing specific skills in relation to the role, but is more about career development and general guidance about the role in terms of understanding the key 'political' aspects of a role, and identifying potential barriers and pitfalls with guidance around how to deal with these. An appropriate mentor will be provided for on request.

Executive Coaching

Coaching is an more informal method of leadership development and more targeted approach to building leadership capabilities. OSDS staff would be happy to assist you in identifying your particular needs and recommending an appropriate external coach. The coaching relationship should be well-defined, expectations should be realistic, and specific development goals and strategies should be documented.

Shadowing

The purpose of shadowing is to observe 'leadership in action' and by doing so gain greater insights into the roles of senior leaders within the university, and/or to better understand different aspects of leadership roles. Rather than merely 'shadowing' a senior person for a specified period of time. Shadowing activities will be developed in response to particular development needs identified through the Development Needs Analysis. Some shadowing type activities may include: attendance/ observation at a senior leadership meeting, observation of an interview or promotion process, strategic interviewing etc.

Leadership style and 360 degree tools

As a leader and manager in the University it is important to increase your self-awareness of your leadership strengths and gaps, your leadership style and to regularly receive feedback from staff, peers and your clients on how they perceive your effectiveness as a leader. There are a wide range of leadership and Personality Type profile and 360 Degree Feedback Questionnaire which may assist you in this process.

OSDS would be happy to provide you with advice or guidance on which of these may be appropriate for your leadership development.

Some examples of these 'tools' are:

Myers-Briggs Type Indicator.

Based on Carl Jung's theory of inherited personality types this tool give you a greater understand of your own style of operating, in terms of how to prefer to work, your communication style, your way of influencing and interacting with others. It is one of the most widely used personality tools used in the business world, as it is simply but very effective. It is also very useful for teams to understand each others strengths and weaknesses , and can also be used to manage conflict.

Team Management Index

Although this tool is similar to the Myer-Briggs in that it identifies your preferred style of operating based on Carl Jung's theory, it goes further by linking this style with 8 team roles which are vital for effective teams. This tool gives you a greater insight, not only into your preferred style and team leader role, but is also useful to understand your team and how effectively they are functioning

Thomas-Kilmann Conflict Resolution style

In the 1970s Kenneth Thomas and Ralph Kilmann identified five main styles of dealing with conflict that vary in their degrees of cooperativeness and assertiveness. They argued that people typically have a preferred conflict resolution style. However they also noted that different styles were most useful in different situations. The Thomas-Kilmann Conflict Mode Instrument (TKI) helps you to identify which style you tend towards when conflict arises.

Situational Leadership

Ken Blanchard, the management guru best known for the "One Minute Manager" series, and Paul Hersey created a model, 'Situational Leadership' that allows you to analyse the needs of the situation you're dealing with, and then adopt the most appropriate leadership style. It's proved popular with managers over the years because it passes the two basic tests of such models: it's simple to understand, and it works in most environments for most people. In simple terms, a situational leader is one who can adopt different leadership styles depending on the situation, the developmental level and needs of their staff,

Career Orientation Inventory (Career Anchors)

This self-assessment tool is used to help you understand what motivates you in terms of choosing a career. The Career Orientation Inventory was develop by, Edgar Schein, a specialist in organizational psychology and career dynamics, who identified eight "career anchors", which identify what people most want out of a career. The Inventory helps you to understand more strategically what motivates you with relation to your job or career, and this knowledge may assist you to develop a more appropriate and rewarding career path for yourself.

Genos Emotional Intelligence Inventory

Emotional Intelligence involves a set of skills that defines how effectively you perceive, understand, reason with and manage your own and others' feelings. At work, Emotional Intelligence underpins how well employees get along, as emotions are an inherent part of workplace activities at all levels. The Genos Emotional Intelligence Inventory, is an Australian designed tool which measures emotional intelligence based on 7 key skills, emotional self-awareness, emotional expression, emotional awareness of others, emotional reasoning, emotional self-management, emotional management of others, and emotional self-control.

Emotional Intelligence Inventory (ECI)

This emotional intelligence inventory was developed by Daniel Goleman and Richard Boyatzis and is one of the most widely used Emotional Intelligence assessment tools. It can be used with individuals or the organization as a whole, and is a 360 tool which provides you with feedback on how others, such as your manager, direct reports, peers, colleagues and clients, perceive you in relation to specific emotional competencies.

Hermann Brain Dominance Instrument (HBDI)

Based on the concept of Whole Brain Thinking, and developed by William Herrmann, this instrument measures and describes four different styles of thinking which leaders use. The tool can be used to understand your preferred style and how this knowledge can improve the way you make decisions. It can also be used with teams to analyse the team's style of thinking and how this affects your business.

Leadership Capability Development Programs & Activities

Leading and Managing Strategically

The 'Leading and Managing Strategically' suite of programs has been designed by Organisation and Staff Development Services (Human Resources) to help build leadership and management capabilities across the University.

To ensure a consistent and integrated approach to leadership development at UNSW, the learning outcomes of the programs link to the UNSW Core Leadership and Management Capabilities.

This program consists of a series of one and two day workshops which can be attended individually. They are open to all senior academic and professional and technical staff in the university, and are tailored specifically to an academic environment.

The workshops offered are:

Negotiating and Managing Conflict (2 days)	18^th &19^th March
Employee relations Essentials(1 day)	8 April
Leading and Managing Projects (2 days)	21 & 22^nd April
Strategic Thinking (1 day)	20^th June
Leading High Performing Teams (2 days)	22^nd & 23^rd July
Leading and Managing Change (2 days)	11^th & 12^th August
Managing workplace Discrimination and Grievances (1 day)	9 September
Coaching for Performance (1 day)	15 September
Presentation and Influencing Skills (2 days)	13^th & 20^th October
Creativity and Innovation (1 day)	21^st November

Negotiating and Managing Conflict(2 days)

Managing conflict skillfully and constructively, when interacting with colleagues, staff and students, provides opportunities for positive change and development.

Mediation role-plays supported by personalised feedback, ensure this program provides a mix of both theory and practice for managers.

Learning Outcomes

Recognise the different styles and principles of negotiation
Utilise the 10 basic negotiation steps
Apply a facilitative model of mediation
Deal more effectively with difficult people through effective communication skills

Key Course Content

Recognise the different styles and principles of negotiation
Overview of the facilitative, advisory and determinative dispute resolution processes
Dealing with angry or difficult people
Importance of communication skills to explore issues and reality test
Strategies to generate options and to break impasses
Mediation role plays
Feedback from highly skilled mediation practitioners on Day 2

Dates: 18 & 19 March

Employee Relations Essentials ( 1 day)

Legal claims and grievances by employees take significant time and cost to resolve and distract from academic and other professional activities. This workshop explores the full range of employment issues that arise during the employment relationship. It aims to give participants the knowledge to effectively manage employee issues and minimise any legal claims or grievances arising.

Learning Outcomes

Identify employee issues at the earliest opportunity
Effectively manage employee issues
Identify relevant UNSW subject matter experts who can provide guidance in handling employee issues

Key Course Content

Regulatory framework - legislation, enterprise agreements, Australian Workplace Agreements and common law obligations
Options for engagement - continuing employees, fixed term, casuals, contractors and agency staff
Negotiating and offering employment
Effectively using probation
Managing leave arrangements
Identifying and controlling OHS risks using the UNSW OHS management system
Managing unsatisfactory performance and misconduct
Understanding legal risks upon termination

Date: 8 April

Leading and Managing Projects (2 days)

This course has been designed by UNE Partnerships Pty Ltd (the commercial arm of University of New England).

The course focuses on ensuring individuals have a consistent approach to, and a broad understanding of the nine functions of Project Management and the management of these functions through the life cycle of a project.

The two day course covers the relevant theory and approach to each function of project management, followed by a series of activities to help participants to apply that approach when leading a project at work.

Learning Outcomes

Identify key components of project management
Develop and implement project management plans
Manage competing priorities & interdependencies across and within projects
Be proactive in continuously managing resources to respond to emerging issues

Key Course Content

Introduction to project management
Scope management
Time and cost management
Quality management
Risk management
Human resource management
Communication management
Contract management

Dates: 21^st & 22^nd April

Strategic Thinking(1 day)

This course has been designed to develop managers' capacity for innovative, divergent strategic thinking to enable them to respond in an environment characterised by change and ambiguity.

The course incorporates a range of tools and techniques to develop strategic thinking skills.

Learning Outcomes

Utilise creative thinking to make improvements and/or initiate new approaches to deliver better business results.
Identify and implement innovative solutions for own unit, faculty/school, centre
Demonstrate a range of strategic thinking skills including analysis, synthesis, non-linear thinking

Key Course Content

Role of strategic thinking and strategic planning
Methods for stimulating creative thinking
Tools and techniques to generate new ideas
Scenario Planning to define issues, identify stakeholders and identify trends

Dates: 20^th June

Leading High Performing Teams(2 days)

The emphasis of this program is on how managers can achieve results through their teams. Clear vision and goal setting, effective delegation, and the importance of managing team and individual performance through giving and receiving feedback, are the key themes explored over the 2-days.

Recognising the importance of the transfer of any learning to the workplace, the program offers a blend of theory and practical application.

Learning Outcomes

Strengthen leadership capabilities
Adapt leadership style to meet the needs of the team
Facilitate a team based approach
Motivate teams to high levels of performance
Coach and develop team members through feedback and improving capability

Key Course Content

Understanding your own leadership style
Lencioni's 5 dimensions of a functioning team
Coaching and performance feedback
Delegating effectively

22^nd & 23^rd July

Leading and Managing Change(2 days)

The course explores the latest theories in relation to leading change. Change Style Diagnostics also provide managers with the opportunity to analyse and reflect on their own approach to change.

Creating organisational and personal change and dealing with resistance are examined in depth over the 2 day course.

Learning Outcomes

Develop a change vision and strategy
Define the change required
Develop a culture within unit,faculty/school,centre that is open to change
Manage resistance to change by challenging existing practices and mindsets
Lead organisation initiated change processes within own unit

Key Course Content

Latest research on the success rates of organisational change
Role of leaders in organisational change
Theories of change "one best way" vs "situational" approaches
Choosing change strategy capabilities
Leading people through the emotional responses to change
Creating organisational and personal change responses, dealing with resistance
Change style diagnostics

Dates: 11 & 12 August

Managing Workplace and Discrimination Grievances

This workshop aims to provide Heads of School and Senior Managers with the knowledge and skills to effectively handle complaints and grievances under UNSW policies and procedures. The workshop is specifically designed for senior leaders of the University. The session focuses on the most common grievance - complaints of discrimination, harassment and bullying. However, other types of grievances are also covered.

Learning Outcomes

Identify the correct process to address complaints and grievances
Effectively handle complaints and grievances
Identify relevant UNSW subject matter experts who can provide guidance in matters relating to grievance handling

Key Course Content

Your role under UNSW Grievance Handling policies and procedures
Practical skills for handling employee complaints and grievances
Identifying discrimination, harassment and bullying
Overview of investigation process
Protected disclosures

Date: 9 Sept

Coaching for Improved Performance(1 day)

Learning Outcomes

Recognise the key roles of a manager
Identify and apply the different leadership styles appropriate when managing others (Situational Leadership model)
Use different coaching techniques to effectively manage performance
Confidently deal with difficult performance situations

Key Course Content

Definitions of coaching- difference between coaching, counseling and mentoring
Motivating staff, retaining high achievers
Creating a culture of coaching to achieve organizational outcomes
Situational leadership model
Planning and structuring a coaching discussion to improve performance
A coaching framework, questioning techniques, active listening, giving and receiving feedback etc

Date: 15 September

Presentation and Influencing Skills(2 days)

Learning Outcomes

Know the principles of persuasion and how to use these effectively
Know how to communicate concisely to 'get your message across'
Confident in preparing and delivering an articulate presentation, for both formal or informal situations
Greater awareness of own style of influencing and how effective the use of this style is

Key Course Content

Presentation skills
Using visual aids
Using voice and body language effectively
Influencing skills
How to be more persuasive

Dates: 13^th & 20^th October

Creativity and Innovation(1 day)

Learning Outcomes

Learn new ways of thinking about issues to develop more effective solutions to problems
Know how to use creativity to increase your options and maximize resources
Make better decisions by increasing your ability to 'think outside the square'
Understand the importance of innovation and how to use the key principles in a variety of situations

Key Course Content

Lateral thinking
Chaos and creativity
Tools for innovation & ideas generation
Problem solving techniques

Dates: 21^st November

Leading and Managing in an Academic Environment ( For Heads of Schools)

This program has been developed specifically for Heads of Schools and is focused around 3 key areas of the Head of School role. It consists of a 3 x 2 day programs which may be attended individually. The programs are 'Managing Staff', 'Strategic Thinking and Operational Planning', and 'Managing Finances'.

Managing Staff

Learning Outcomes

Understand their own style of leading and how this impacts on others
Understand how others may have different styles of working which may impact on participants' style of managing them
Know how to develop appropriate processes and procedures for managing staff to ensure fairness and equity
Use practical communication strategies to improve their communication with staff
Understand how to deal with conflict in a constructive and 'win/win' manner
Know how to coach staff effectively

Learning Approach and Delivery Method

The workshop will include the presentation of a variety of models and frameworks to broaden participants' understanding of themselves and how they 'manage' others. Tools such as the M.B.T.I may be used The workshop will also include practical examples, group discussion and activities which allow participants to discuss and process their own issues in managing others.

Dates: 1^st & 2^nd May

Strategic Thinking and Operational Planning

Learning Outcomes

Understand some of the key components, models and frameworks of strategic thinking and how to use these to develop an effective vision and strategic plan for their schools
Identify, lead and promote strategic thinking within their schools
Translate the longer term strategic plan into a practical operational plan and, know how to develop appropriate strategies and resources to make it happen

Learning Approach and Delivery Method

The workshop will include the presentation of a variety of modelsand frameworks to broaden participants' thinking, in relation to thinking more strategically. It will also include practical examples and activities which demonstrate the use of strategic thinking and operational planning concepts.

Dates: 4^th & 5^th August

Financial Management

Learning Outcomes

Understand the University's Financial Management system and the role of the Head of School in relation to financial delegations
Understand the contribution model and how this impacts on the Schoolâ€™s financial allocation
Know how to prepare and manage a budget
Understand and be able to use the different financial reports available

Learning Approach and Delivery Method

The workshop will include the presentation of financial systems, models and theories in a practical and easy to understand format.

Dates: TBA

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The AWIL program was established in 2006 as a pilot leadership program for academic women in response to the increasingly diverse environment of the higher education sector, and a recognition that women are under-represented in higher level academic appointments and on key policy and decision-making bodies at UNSW.

Purpose and Aims of the program

'The Academic Women in Leadership program is one of a number of strategies aimed at addressing womens under-representation in higher-level academic appointments and decision making bodies at UNSW.It aims to provide support to academic women in developing their leadership capabilities aligned with the University's strategic intent, and to develop a visible cohort of skilled women able to take up both formal and informal leadership roles within the university.'

Objectives of the program

To provide participants with the opportunity to:

Gain greater knowledge, understanding and experience of the practice, systems and structures of the University, and the strategic management issues facing the senior leadership
Develop a greater understanding of and insight into their own leadership style and capabilities
Develop greater confidence in, and the necessary skills to take on both formal and informal leadership opportunities

Theme and Framework

The 3 themes highlighted below, have been developed in response to some of the widely held views regarding the issues precluding the advancement of women into more senior leadership roles

"Be Seen"- Research suggests one of the key barriers to women advancing into more senior roles in organisations is that they are often 'invisible'. Confidence comes from experience and taking risks

"Be Heard"- Developing a 'voice' that will be 'heard' by others is important for women aspiring to leadership roles.

'Be Credible'- True leaders are those people who others choose to follow. Developing an authentic style of leadership based on core values is essential to leadership effectiveness

The Framework of the program is divided into 3 key areas:

Individual Development
Communities of Practice
Organisational Awareness

Core activities include:

Individual Learning and Development Needs analysis and the development of a personal development plan
Attendance at the "Be Seen Be Heard, Be Credible" program
Organisational Snapshots
Leadership Journeys
Career Coaching sessions
Open space

Optional activities include:

Mentoring
Shadowing activities
Leading and Managing Strategically workshops

Developing an AWIL 'Community of Practice'

Networking is one of the most widely regarded beneficial aspects of development programs. In order to capitalize on the AWIL program and to provide some further developmental opportunities for the 2006 + 2007 AWIL cohort, it is intended to involve the 2006 + 2007 AWIL participants in the 2008 AWIL program in the following ways:

As mentors to the 2008 participants
To attend some of the 'Knowledge Cafes' sessions
To attend some of the 'Leadership Journeys' sessions
As contributors to the 'Shadowing' activities

More detailed information on the program and scheduled dates will be made available on the HOS toolkit

Next Generation Leaders Program

The aim of the 2008 Next Generation Leaders program is to:

'Identify high potential staff within the university and develop strategies to support and further develop these staff'

While there are a number of indicators of high potential staff, those used at UNSW in relation to identifying the 2008 cohort include:

The ability to shape strategic thinking
The achievement of results
The cultivation of productive working relationships
Personal drive and integrity
The ability to communicate effectively

Identified staff will be invited to participate in a Leading from Within' program to be conducted by the AGSM ( Feb/March 2008).

The program is based on the premise that :

'To sustain excellent performance, leaders need to think, feel and challenge themselves while building and maintaining strong relationships with those around them. They need to understand and manage their own emotions and responses to create an environment for their teams to be the best they can be.'/span>

As a follow-on from the program, and in order to provide continued support in development of these high potential leaders, participants will also be invited to develop a personal Development Plan in conjunction with their supervisor.

In House Consultancies

A significant part of the work we do with UNSW staff is to provide custom designed learning and development interventions. As the manager/ leaders of your area some of the challenges you may require assistance with could involve the areas of strategic thinking and operational planning, managing staff and managing change.

Strategic Thinking

One of the primary functions of your role is to provide leadership for your Faculty/School/Centre/ Divisional Unit/ Department. This may involve the establishing of an appropriate mission, vision and appropriate goals and strategies, and communicating these effectively to staff.

Managing Staff

Managing staff effectively is one of the most challenging and rewarding aspects of leadership. The range of areas we can provide you with assistance with are:

Team issues, including building new teams, managing fragmented teams
Setting boundaries and realistic expectations
Giving effective feedback on performance
Team and individual personality styles

Managing Change

The ability to lead and manage staff through continual organization change is an important aspect of a leadership role. In managing change in your area we can assist you to:

Define and articulate your vision for change
Map out a framework and plan for managing the change
Identify and successfully manage resistance to change

The types of activities we can source or provide you with, in relation to the topics highlighted above include:

Workshops
Information sessions
Advice and development options
Facilitation of residential and strategic planning days
Mediation/ facilitation of conflict resolution sessions or staff meetings
Sourcing of appropriate speakers on leadership issues
Engagement of appropriate external facilitators experienced in higher education

Leadership Communities of Practice

Networks

Networking is one of the most effective ways to develop your leadership knowledge and capabilities. Networking can be both formal and informal. You may choose to be a member of a professional group, which may meet regularly to exchange ideas, or you could network more informally, by sharing thoughts and ideas with people you come across in the course of your work, in both internal and external meetings, at leadership programs and workshops or simply in staff meetings by sharing ideas and knowledge.

An informal network provides the opportunity to:

Foster collegial interaction and cross disciplinary exchange of ideas and information sharing
Address issues facing leaders in an academic environment
Provide informal mentoring/ coaching

A number of formal networks already exist at UNSW, including the Heads of Schools VCAC Forum meetings, the Technet and Adminet staff networks.

If you are interested in either starting a leadership network relevant to your profession or connecting with other leaders/ managers within UNSW, please contact OSDS staff.