University of New South Wales - - 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)

/htdocs/images/osdsimages/l&MFramework.JPG

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.

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 Capability Development Programs & Activities

What is this series about?

The "Leading and Managing Strategically" suite of workshops 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 series of one and two-day workshops can be attended individually and are tailored specifically to an academic environment.

What does this series include?

Negotiating and Managing Conflict
Leading High Performing Teams
Leading and Managing Change
Developing your Voice *
Creative Ideas for Presentations & Conference Style Delivery *
Developing Creativity and Innovation *

The target audience for these workshops is Senior Professional & Technical staff (HEW Levels 10-14), Heads of Schools, Associate Deans, and Research Centre Directors.

*Note: The programs marked with a star are also open to staff who have completed the Management in Action Programs.

To discuss any of these workshops further, please contact Karen Lindsay, Leadership Development Consultant, on ext 53462.

Leading and Managing Change

The education sector is currently experiencing change at a very rapid pace, due to both external and internal sector influences. More than ever before managers need to be able to lead and manage change in the workplace, through clear communication of the reason for change and be able to gain buy-in from staff in order to implement the change(s) required, to achieve organisational goals.Creating organisational and personal change and dealing with resistance are examined in depth over the 2 day workshop. A range of learning methodologies are used throughout the workshop, to ensure it is inter-active in approach and provides participants with the opportunity to reflect on and apply a range of change management tools to their specific change needs.

Key Content

Change Matrix - Scale of Change and Style of Change leaders - Dunphy & Stace Model
The Change Wheel - core elements of a successful change strategy
Creating a vision and urgency for change
Identifying and managing ours and others response to change
Managing resistance to change

Key Learning Outcomes

Discuss the different approaches and types of change
Identify the critical success factors underpinning successful change
Develop a vision and organisation's readiness for change
Describe and address own and team's personal responses to change
Identify and manage resistance to change
Apply appropriate change tools and frameworks
Recognise the role of the manager in driving successful change

Dates: 2 & 3 June

Time: 9am - 4pm

Developing your Voice

Leaders are often described as having "charisma" or the ability to make others listen when they speak. This workshop will focus on your voice as a tool for communicating effectively and making your presence felt. It will also give you some practical methods for developing and giving effective presentations, both formal and informal.

Key Content

Physical presence

Voice

Presentations

Key Learning Outcomes

Identify the key elements of physical presence
Use your own individual presence to greater effect in communication
Care for your voice and use it effectively in a variety of contexts
Apply a simple structure for impromptu presentations

Date: 31 August

Time: 9am - 4pm

Creative Ideas for Presentations & Conference Style Delivery

This highly interactive workshop explores innovative and engaging techniques to enhance delivery of the more formal style presentation, i.e. communicating to large groups internally, or conference/seminar delivery.

The day focuses on how to prepare, structure and be more creative in the use of visual aids such as power point and media in presentations, as well as how to weave in innovative ideas and performance elements to compliment the content.

A range of tips and techniques, including memory jogging tools, and how to deal with different audience styles and difficult questions are discussed and demonstrated throughout the day.

Key Content:

Using power-point and other visual aids in an innovative way
Avoiding "Death by Power Point" or the use of Power point as a prompt. Using mind-mapping techniques as a memory jogger.
Adjusting the delivery style to suit the style of the audience (based on MBTI model).
Dealing with difficult questions and managing difficult audiences.
Practical use of lecterns and microphones: avoiding the pitfalls of conference delivery.
Creating interactive sessions with an audience.
Practical use of space when communicating to large groups.

Key Learning Outcomes:

Design and structure a powerful presentation.
Engage an audience upfront with a creative opener.
Use story telling, and metaphors and to assist in communicating the message
Identify different audience styles
Deal more effectively with difficult questions

Date: 29 September

Time: 9am - 4pm

Developing Creativity and Innovation

Creativity is not just a "buzzword" but a core competency for leaders and managers and a critical component of an organisation's success, particularly in an increasingly competitive and fast changing environment. The ability to think differently, to develop new and creative solutions to problems, and promote innovative ideas is an important capability for all staff. This workshop will give you a greater understanding of the key principles and practices of innovation with some practical tools for improving your creativity at work.

Key Content

Applied creativity and innovation process
Creativity on demand
Tools for deliberate creative thinking
Application and action
Post workshop webinars

Key Learning Outcomes

Apply new thinking techniques and be able to use a number of thinking tools to find innovative solutions to business challenges
Contribute more to business improvement activities and pro-actively identify and address potential problems through using creative thinking tools
Develop bold new ideas that support organizational innovation
Work more creatively as individuals and participate more effectively in work groups and on projects

Dates: 23 October

Time: 9am - 4pm

Workshops to be scheduled in 2010

Negotiating and Managing Conflict

In today's workplace, managing conflict skillfully and constructively, when interacting with colleagues, staff and students, provides opportunities for positive change and development.Role-plays supported by personalised feedback, ensure this program provides a mix of both theory and practice for managers.

Leading High Performing Teams

This workshop is designed to help managers 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 over the 2 days.The workshop draws on team, leadership and coaching models, to provide a theoretical framework, with the emphasis being on how to apply these models in the workplace. Ample opportunity is also provided for coaching and performance feedback skills practice.

2009 Academic Women in Leadership Program

/htdocs/images/osdsimages/awilframework.JPG

Purpose and Aim

The Academic Women in Leadership Program (AWIL) was conducted in 2006, 2007 and 2008 as a leadership program for academic women to provide support in developing their leadership capabilities. The Program aims to develop a visible cohort of skilled women able to take up both formal and informal leadership roles within the University.

AWIL supports UNSW's Women's Employment Strategy (WES) by contributing to the development of an organisational culture that attracts and retains women.

The overarching Organisational goals of the Program are to contribute to an increase in representation and distribution of academic women:

In level C to E appointments
On key policy and decision-making bodies at UNSW
On external bodies

Objectives

To provide participants with the opportunity to:

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

Themes

The Program is based on 3 themes highlighted below:

Be Seen: Effective leaders are 'visible'. Developing greater confidence to engage in new experiences and 'considered' risk taking, increases 'visibility'.

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

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

Framework

The 2009 AWIL Framework is divided into 3 key components as below:

Individual Development - activities aimed at clarifying career aspirations and developing strategies to meet them.
Communities of Practice - a series of workshops and networking functions designed to enhance interpersonal and leadership skills, and an opportunity to connect with AWIL.
Organisational Awareness - a series of presentations designed to:
- Increase awareness of the University's practice, systems and structure, and the strategic managment issues facing UNSW leadership.
- Meet senior leaders and hear their leadership stories; their challenges, opportunities and career paths.

Each component has Core and Optional activities. It is recommended that participants attend all sessions.

/htdocs/osds/images/AWILFramework2009.jpg

Timeframes

Applications for the 2009 AWIL program closed on Friday 17 April. Final selection is on Friday 15 May. The Program commences on 28 May.

Further Information, contact:

Karen Lindsay
Leadership & Management Consultant, OSDS
Phone: 9385 3464

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.