Leadership for Comprehensive Internationalization: Beyond ... 2012 Presentation - Leadership...
Transcript of Leadership for Comprehensive Internationalization: Beyond ... 2012 Presentation - Leadership...
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Leadership for
Comprehensive
Internationalization:
Beyond Management
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Leadership for Comprehensive Internationalization: Beyond Management
Current Topics Workshop: May 28, 2012
NAFSA: Association of International Educators
2012 Annual Conference
Houston, Texas
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Presenters
John Hudzik
Michigan State
University
Elaine Meyer-Lee
Saint Mary’s
College
Joël Gallegos
University of
North Carolina
at Charlotte
Penelope Pynes
University of
North Carolina at
Greensboro
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9:00 Welcome and Introduction (Joël)
Review agenda
Setting the stage
Refer to slide with attendee demographic
9:15 – 12:00 Comprehensive Internationalization (John)
9:15 to 9:35 CI and moving toward action
9:35 to 9:45 Introduce and case study
9:45 to 10:15 First group session (group work and report out)
10:15 Break
10:30 to 10:50 Second group session
10:50 to 11:40 Third group session
11:40 to 12:00 Elements of leadership for internationalization and summary
12:00 – 1:00 Lunch
1:00 – 2:15 Understanding the Role of an SIO
SIO Checklist (Elaine)
Leadership/management Continuum (Nell)
2:15 – 3:00 Leadership Challenges (Joël)
3:00 – 3:30 Break
3:30 – 4:00 Personal Strengths: Clues to talents and performance (Elaine)
4:00 – 4:30 Dealing with Setbacks (Nell)
4:50 – 5:00 Wrap Up, Introduction of IEL mentorship initiative, Takeaways (All)
Agenda
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After this workshop you will be able to:
• Outline all areas of responsibility that generally
accrue to senior international officers, and describe
major objectives for each area of effort.
• Understand the role of SIO as change agent,
because internationalization implies change.
• Describe changes needed in your own leadership
context.
Learning Objectives
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After this workshop you will be able to:
• Describe and operationalize the difference between
leadership and management and begin to manage
relationships throughout the organization to achieve
greater campus internationalization.
• Articulate your own personal strengths as an SIO
and as a leader.
What do you hope to take away from this day?
Learning Objectives, continued
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Attendee Demographics
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Attendee Demographics
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Attendee Demographics
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Comprehensive Internationalization
John Hudzik
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Senior International Officers and Leadership
11
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• Check off every area that you manage in some way
• Group the things you checked into several major roles
• Jot down your #1 objective for each role
• Share with your neighbor what you noticed
• What do your observations say about leading
comprehensive internationalization?
Checklist for the Senior International Officer: Roles and Responsibilities
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• What is an SIO and what do they do?
• How do they lead?
• What is leadership versus management?
• Determining leadership styles?
• Identifying stakeholders?
• Essential characteristics of global leaders?
Senior International Officers and Leadership
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Managers:
• Responsible for money
• Responsible for people
• Responsible for results
• Often set unit policy for these things
Leaders:
• Set high-level policy & direction
(strategy)
• Work with other high-level people
• Add value to the organization
• Work mainly through others
Managers and Leaders
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“Leadership” is really a continuum. . . Managers Leaders
• Maintain essential
functions
• Assure production
• Valued for
competence and
technical skill
• Accept plans and
targets
• Focused on the here
and now
• “Doing the things right”
• Interpret policy
• Plan
• Set standards
• Give feedback
• Valued for
teamwork and
independent action
• Aligns people in
the organization
• Make policy
• Strategic direction
• Add value
• Focus on people
• Create meaning for the
organization
• Valued for vision and
trust
• Concerned with change
• Focused on the future
• “Doing the right thing”
“I don’t tell people what to do. I explain to them what needs to be
accomplished. Their own energy and creativity takes care of the rest.”
General George Patton
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Stakeholder: Any group or individual with the power to help,
hinder or otherwise influence your work
Identifying Your Stakeholders
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Stakeholder: Any group or individual with the power to help,
hinder or otherwise influence your work
Working With Stakeholders
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LEADERSHIP CHALLENGES
FOR THE SENIOR
INTERNATIONAL OFFICER
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From my professional experience, the two most
important things that I have learned:
• There will always be huge challenges in this
position and
• There will always be enormous challenges in this
position.
Leadership Challenges for the Senior International Officer
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What you do think are some of the greatest SIO
challenges?
Leadership Challenges for the Senior International Officer
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Based on your survey feedback:
• Lack of Funding/Resources
• Lack of Institutional Support
• Lack of Buy-In
• Managing Growth
Leadership Challenges for the Senior International Officer
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Small Group Discussion
• In groups of 4-5, discuss these and other possible
challenges of a Senior International Officer.
Leadership Challenges for the Senior International Officer
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Challenge #1
Lead Without Controlling
Leadership Challenges for the Senior International Officer
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• No one owns International Education, rather, you
facilitate, support, enhance, and strengthen it.
• Your role is to serve as a bridge.
• Your role is to contribute and advise, but not
to “steer the ship” on every initiative.
Leadership Challenges for the Senior International Officer
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Challenge #2:
Relationship Building and Cultivation
Leadership Challenges for the Senior International Officer
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Become the “VALUE-ADDED” international education
administrator.
Leadership Challenges for the Senior International Officer
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There are many ways to form these relationships:
• Joint or interdisciplinary initiatives
• Grant proposals
• Leading study abroad programs
• Asking colleagues to serve on your committees
• You serving on faculty and other campus committees
• Having regular meetings and updates with your campus and community constituencies
• Including them in visits of incoming delegations
• Advocate for faculty and staff travel grants
• Delivering workshops to support staff on campus
Leadership Challenges for the Senior International Officer
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Recognition
• International Education Awards for Faculty and Staff
• University Service Awards
• Recognition Luncheons for faculty
• Articles about them in your office newsletter and
also in campus newsletters
• Develop a Phi Beta Delta Chapter on campus
Leadership Challenges for the Senior International Officer
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Challenge #3
Creative Entrepreneurship
Leadership Challenges for the Senior International Officer
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• Need to identify resources: grants, ESL programs
and other innovative programs that generate funds.
• The more creative you are in this category, the
more you can impact internationalization on your
campus.
Leadership Challenges for the Senior International Officer
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Challenge #4
Serving as Everything to Everyone
“Master of all Trades”
Leadership Challenges for the Senior International Officer
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Challenge #5
In this role…….You have numerous “bosses”
Leadership Challenges for the Senior International Officer
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• Provost (often “real” boss or direct reporting line)
• President (or CEO)
• Deans (other major academic stakeholders)
• Other Vice Presidents (Business Affairs, Student Affairs)
• Donors
• Community Leaders
Leadership Challenges for the Senior International Officer
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Challenge #6
Leading a Multigenerational Workforce
Leadership Challenges for the Senior International Officer
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“A Tale of Two Offices”
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“A Tale of Two Offices”
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“A Tale of Two Offices”
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“A Tale of Two Offices”
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“A Tale of Two Offices”
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Challenge #7
Developing and Empowering a Strong Team
Leadership Challenges for the Senior International Officer
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• Catch your team “doing things right”
• Let them know how each role contributes to the big
picture
• Grow competencies
• Develop skill sets
• Support professional development
Leadership Challenges for the Senior International Officer
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Challenge #8
Learning to dance between the “micro” and the
“macro” as well as between the “managing” and
the “leading” areas of your work.
Leadership Challenges for the Senior International Officer
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Strengths Inventory
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• Moving from focus on organizational culture/context
and role to skills and personal strengths
• Resource: Delphi study on critical skills and
knowledge
• Observations from pre-survey
• Gallup organization’s work on strength-based
leadership
Personal Leadership Strengths
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• Awareness/self-knowledge is key
• Don’t try to emulate others: there is no one skill set
or road map
• Sharpen and play to your strengths (on-going
process)
• Don’t try to fix weaknesses, but hire and network for
them
• Manage others to maximize their strengths
• Builds self-confidence, authenticity, and credibility
Principles of Strengths-based Leadership
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• Resource: http://www.strengthsfinder.com
• Five clues to talent
• How can you most effectively apply your own
personal strengths to lead comprehensive
internationalization
Articulating Your Strengths
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Being Ready for Setbacks
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• Failure is a much larger event than a mistake.
• Failures usually involve substantial loss of some
sort: reputation, self-esteem, money, power.
• Failure is much more disruptive than a mistake.
• It often closes off options.
Source: Dr. Riall Nolan
Setbacks Aren’t Mistakes
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• Poor interpersonal skills
• Not paying attention to surroundings
• Bad decision-making
• Bad strategy
• Difficult learning
• Wrong place, wrong time
Source: Dr. Riall Nolan
Why Do People Fail?
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What can you do about it?
• Step One: Look objectively at the facts. What
happened?
• Step Two: How did your feelings drive your actions?
• Step Three: Why did things happen as they did?
• Step Four: What lessons can you learn here?
• Step Five: What version of events will be helpful?
*If it’s right for you, go through these steps with a
counselor.
Source: Dr. Riall Nolan
Recovering from Mistakes
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Listing The Takeaways For The Day
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Jot down the main things that you got from
participating in this workshop today that were new or
helpful to you in your work:
• Concepts, definitions, understanding, ah-has?
• Intrapersonal reflection, growth, confidence?
• Strategies, tools, contacts, resources, action items?
Share at least one takeaway with the whole group
What will you take away?
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The Next Step: What Will You Do When You Get Home?
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Given…
• the challenges you have identified,
• your role in influencing change,
• your personal relationships and strengths, and
• what you’re taking away today…
Jot down one thing you are committed to doing when
you get home to further your organization’s
comprehensive internationalization!
What’s Next