McCombs Leadership Development Overview

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Overview of the staff leadership training program at McCombs. Now in its second year of operation.

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McCombs Leadership Development Overview

  1. 1. The McCombs Leadership Growth Program Enhancing Leadership Competencies
  2. 2. Agenda <ul><li>Goal of the Leadership Growth Program </li></ul><ul><li>Structure of the program </li></ul><ul><li>Class experience </li></ul><ul><li>Leadership feedback process </li></ul><ul><li>Reading group experience </li></ul><ul><li>Next steps </li></ul>
  3. 3. Goal of the program <ul><li>Develop and enhance those leadership competencies that are key to success as a leader at McCombs </li></ul><ul><li>Understand the difference between leading and managing </li></ul><ul><li>Establish leadership development as a continuous/active learning process </li></ul><ul><li>Encourage self knowledge and self development </li></ul>
  4. 4. Structure <ul><li>Based on the 67 competencies identified by Lombardo and Eichinger in their Leadership Architect program </li></ul><ul><li>Once-a-week meetings, three-hours in length, for six weeks </li></ul><ul><li>Sessions led by Elida Lee, Del Watson and McCombs faculty members Gaylen Paulson, Kristie Loescher, Janet Dukerich, Paula Murray, Kathy Edwards and Doug Dierking </li></ul><ul><li>Including a 360 ° feedback tool </li></ul><ul><li>Ending with a reading group </li></ul>
  5. 5. Structure <ul><li>Leadership Group </li></ul><ul><ul><li>David Burns, Director of Computer Services </li></ul></ul><ul><ul><li>David Wenger, Director of Communications </li></ul></ul><ul><ul><li>Velma Arney, Director of BBA Career Services </li></ul></ul><ul><ul><li>Tommy Cantrell, Financial Officer </li></ul></ul><ul><ul><li>Steven Burton, Director of Texas MBA at Houston and Dallas </li></ul></ul><ul><ul><li>Angela Dorsey, Assistant Director, Finance </li></ul></ul><ul><ul><li>Lise Burson, Assistant Dean, UPO </li></ul></ul><ul><ul><li>Jennie Loev, Director of Alumni Relations </li></ul></ul><ul><ul><li>Deidre Stephens, Assistant Director, MBA Plus Program </li></ul></ul>
  6. 6. Structure <ul><li>Reading Group </li></ul><ul><ul><li>Carolyn Miles, Director of Development </li></ul></ul><ul><ul><li>Juana Hardwick, Assistant Director, Finance </li></ul></ul><ul><ul><li>Jennifer Parker, Assistant Director, Employer Relations </li></ul></ul><ul><ul><li>Mike Guentzel, Assistant Director  Computer Services </li></ul></ul><ul><ul><li>Monica Thompson, Assistant Director, BBA Career Services </li></ul></ul><ul><ul><li>Nancy Nagle, Director of Custom Programs </li></ul></ul><ul><ul><li>Ariel Comstock, Webmaster </li></ul></ul><ul><ul><li>Cory Leahy, Assistant Director, Communications </li></ul></ul><ul><ul><li>Cindy Benton, Assistant Director, MBA Program Office </li></ul></ul>
  7. 7. Class experience <ul><li>Competencies discussed: </li></ul><ul><ul><li>Delegation </li></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><li>Developing employees/coaching relationships </li></ul></ul><ul><ul><li>Caring about employees </li></ul></ul><ul><ul><li>Strategic agility </li></ul></ul><ul><ul><li>Problem solving </li></ul></ul><ul><ul><li>Decision making </li></ul></ul><ul><ul><li>Managing conflict </li></ul></ul><ul><ul><li>Building effective teams </li></ul></ul><ul><ul><li>Managing diversity </li></ul></ul><ul><ul><li>Motivating others </li></ul></ul><ul><ul><li>Managerial courage </li></ul></ul><ul><ul><li>Integrity and Trust </li></ul></ul>
  8. 8. Class experience <ul><li>Sample of discussion topics: </li></ul><ul><ul><li>The law of process </li></ul></ul><ul><ul><ul><li>Even if a person has great natural talent, one must prepare and train to become successful </li></ul></ul></ul><ul><ul><li>Learning from experience </li></ul></ul><ul><ul><li>Identifying your personal learning style </li></ul></ul><ul><ul><li>Civility, integrity and trust in the workplace </li></ul></ul><ul><ul><li>Establishing communication competence </li></ul></ul><ul><ul><li>Caring, delegating and developing—an overview of best practices from managing generational differences to reinforcement theory </li></ul></ul><ul><ul><li>Tips on motivation and performance feedback </li></ul></ul><ul><ul><li>Thinking strategically and articulating your vision </li></ul></ul>Discussion – Exercises – Journal – Self-Evaluation – Readings
  9. 9. 360 ° leadership feedback <ul><li>Online feedback solicited for each participant from supervisors, peers, direct reports, and others. </li></ul><ul><li>Personal review of results and discussion—putting it in context </li></ul>
  10. 10. Reading group experience <ul><li>Additional group was gathered to participate in a reading group, covering Primal Leadership </li></ul><ul><li>Met every week for four weeks, two-hour discussions </li></ul>
  11. 11. Reading group experience <ul><li>Four emotional intelligence &quot;domains&quot; bridge 18 leadership &quot;competencies&quot; </li></ul><ul><ul><li>Domain 1, Self Awareness includes the competencies of emotional self-awareness, accurate self-assessment, and self-confidence. </li></ul></ul><ul><ul><li>Domain 2, Self-Management includes the competencies of emotional self-control, transparency, adaptability, achievement, initiative, and optimism. </li></ul></ul><ul><ul><li>Domain 3, Social Awareness includes empathy, organizational awareness, and service. </li></ul></ul><ul><ul><li>Domain 4, Relationship Management includes inspirational leadership, influence, developing others, being a catalyst for change, conflict management, and teamwork/collaboration. </li></ul></ul>“ Great leadership works through the emotions.”
  12. 12. Reading group experience <ul><li>Five Steps Towards Learning Leadership Skills. </li></ul><ul><ul><li>Step one is identifying one's ideal self , which is to say, uncovering and listening to one's core values and beliefs to draw a picture of the person one aspires to be. </li></ul></ul><ul><ul><li>Step two is identifying the real self , which is to say, discovering how one appears to others, regardless of how one sees one's self. </li></ul></ul><ul><ul><li>Step three is to make a plan to build on strengths and reduce gaps. </li></ul></ul><ul><ul><li>Step four is to experiment deliberately with and practice new skills to bring about change according to one's step three plan. </li></ul></ul><ul><ul><li>Step five is to develop trust , encouraging relationships that provide support during the learning process. </li></ul></ul>“ How does a leader create resonance in an organization that is sustained over time? …By ensuring that the entire fabric of the enterprise is interwoven with emotionally intelligent leadership.”
  13. 13. Next steps <ul><li>Task force has formed to explore ways to expand the influence of leadership growth throughout the school </li></ul><ul><ul><li>Looking for ways to collaborate across programs and departments </li></ul></ul><ul><ul><li>Serve as a resource to the dean in the development of strategic initiatives in the school </li></ul></ul><ul><ul><li>Propose a structure for long-term leadership growth, and the enhancement of emotional intelligence competencies </li></ul></ul><ul><li>Focus on opportunities and positive use of talent and ideas from across the school </li></ul>
  14. 14. The McCombs Leadership Growth Program <ul><li>Enhancing Leadership Competencies </li></ul>

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