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Sessions Two and Three Assignments Overview 1. Use what you've learned. Your primary assignment is to go back and apply what you have learned or rediscovered during the initial session. The sooner you get into action, the more likely you are to see progress. 2. Submit your initial goals and action steps. It will be helpful for you to reflect on your draft goals, to consult your manager and to finalize the initial goals you want to accomplish this year. Please send an electronic version of your goals and action steps to your coach by February 19th. 3. Finalize your team’s write up on deliverables and share this with your sponsor or your sponsor's designee. 4. Prepare your group presentation to be delivered in Session Two or Three. Participants will be provided the opportunity to express
Group Presentation Assignments Each of you elected to join a group that will work together to create a presentation on a specific topic. Further below, you will find a table that lists all the members of your group. Typically, the group assigned to each topic will:
The steps outlined here are simply guidelines. If your group wants to go in a different direction, please explore this possibility and consult with Brian as you start to shape your approach. Finally, the information for each of the topics below should also be taken as suggestions. Please feel free to use Jim, Brian and any of your colleagues as resources. Group Presentation Topics The following topics will be the subject of group presentations. Further details about each topic appear below. Strategies for Developing People/Capability Delivering Results, What Really Matters: How to Measure Results in IT Persuasion and NegotiationBuilding Your Business and Financial Acumen
Strategies for Developing People/Capability - Session Two Leaders need to be able to develop the people around them. Growing the capability of the people is essential if you are interested in increasing capacity, or delegation or engaging people in the changes required to ensure the future. This team’s assignment is to help your colleagues develop a plan or practices to enhance the likelihood this will happen. Possibilities include a self-assessment or inventory each individual could use to determine his/her baseline in this area. In addition, the team may want to develop, or have the group develop, the strategies or practices that will be most effective for supporting the growth of direct reports and others. The group may ultimately want to offer participants a menu of strategies and/or practices and encourage each person to select from it what he or she thinks will best increase the likelihood of his or her success in this arena.
Persuasion and Negotiation - Session Three Leaders need to be capable of advancing a position and articulating their ideas. Making a persuasive case can determine the support a leader obtains, the funding IT receives -and even helps diffuse the inevitable crises that emerge from time to time. Persuasion can cross the line and evolve into negotiation without anyone declaring this is so. What do leaders need to be able to negotiate effectively? Identify some typical situations where IT leaders need to make a persuasive case. Offer some suggestions on how to go about this. Consider role-playing. Consider using real-life examples of successful and unsuccessful attempts at persuasion that vividly illustrate the lessons you are trying to impart.
Communication - Session Three Every leader needs to be an effective communicator, regardless of their position. This group needs to determine what it takes to be an effective communicator and conduct a session designed to enhance each individual’s competency in this area. This segment links to the theme, “Presence and Presentation,” mentioned in Session One. For any of us who hope to operate in leaderly ways, presence and presentation make a difference. Consider linking your session back to questions in the 360° survey. Consider designing an exercise that will make this “real” versus a theoretical exploration. Having participants illustrate or practice ways to communicate more effectively will be helpful.
Delivering Results, What Really Matters: How to Measure Results in IT An important responsibility leaders have is to ensure the organization delivers the results required to fulfill its commitments. At the end of the day and at the end of the year, results do matter. The question in IT oftentimes is “what results matter?” This subgroup is asked to help determine what results are important in IT and how can we measure the areas designated as priorities. At this session, you will need to address:
Please determine how your subgroup wants to approach this task. There are many different possibilities. You could explore what is currently measured at the your schools and contrast this with an analysis of what should be measured. You could find examples of best practices where IT organizations are presently measuring results in exemplary ways. Then you need to figure out how to engage your colleagues in this exploration including helping each person in ITLP figure out what this means for his or her area of responsibility.
Building Your Business and Financial Acumen - Session Four It is important for any IT leader to have a solid understanding of IT business. Revenue concerns, budget preparation, planning for capital expenses, and managing operational costs are all major parts of a leader's responsibilities. IT leaders also need to think strategically about the financial resources required to fund both current and future IT needs at their institutions; advocating for appropriations to support IT services that will help your university stay competitive. This team could consider presenting anything from Finance 101, which helps people understand a budget and balance sheet, to a more sophisticated analysis of IT finances and what everyone needs to understand to be effective in their roles. After discussing this in your workgroup, you could propose topic areas you might want to cover and a potential design for presenting on those areas. Please note that an overview on the universities' finances will be provided as a backdrop for the session in which this topic is presented. In addition, a case study will examine how to pay for some of the long-term costs related to IT and how to make a case for funding such a priority.
Sessions Two, Three and Four Participants will be provided the opportunity to express preferences for their assignment during Session One.
* Indicates group lead for this topic Session Two Readings Three Perspectives on Organizations This reading provides some insight for a segment and simulation on Wednesday. This latter piece is the only “academic paper” you will be asked to review. For those who are pressed for time or aren’t inclined to read longer academic chapters, our suggestion is that you read: Perspective 1, pages 1-3; Perspective 2, pages 1-5; and Perspective 3, pages 1-5. For those who are taking longer flights or are more studious, you might like to read on. By Deborah Ancona, Tom Kochan, John Van Maanen, Eleanor Westney, Southwest Publishing, 2004
Management Time: Who's Got the Monkey? As described in HBR: "Many managers feel overwhelmed. They have too many problems--too many monkeys--on their backs. All too often, they say, they find themselves running out of time while their subordinates are running out of work...This article describes how the manager can delegate effectively to keep most monkeys on the subordinate's back. It offers suggestions on the care and feeding of monkeys and on how managers can transfer initiative. In his accompanying commentary, Stephen R. Covey discusses both the enduring power of this message and how theories of time management have progressed beyond these ideas." By William Oncken , Jr. and Donald L. Wass
Session Three Readings Three Cultures of Management By Ed Schein 3Cultures_of_Mgmt.pdf (388 KB)
What Makes a Leader By Daniel Goleman What_Makes_a_Leader.pdf (608 KB)
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