Leadership and Core Values - Mary Opperman, Cornell University
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Mary Opperman - Cornell University, Speaker at the marcus evans HR Summit Fall 2011, delivers her presentation on Leadership and Core Values
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Leadership and Core Values - Mary Opperman, Cornell University
- 1. Mary George Opperman Vice President for Human Resources and Safety Services 1
- 2. FPO 2
- 3. [Leadership ] “..defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles.” ~John Kotter, Leading Change 3
- 4. Faculty Excellence “Our highest priority proposed for the next five years is to sustain and enhance faculty excellence, with special emphasis given to promoting and recognizing excellence and leadership in research, scholarship, creativity and graduate education.”
- 5. Staff Excellence “Staff excellence is a critical component in virtually all of the university’s academic and nonacademic activities, and attracting a diverse staff is critical to our success. Cornell’s values suggest the creation and maintenance of a workplace that provides respect, dignity, and fairness to all employees across all job classifications and units.”
- 6. Cornell Values Collegiality Stewardship Integrity Excellence Initiative Civility 6
- 7. Challenges Create a “line of sight” Cultivate future leaders Change the workplace climate Develop a culture of change 7
- 8. Leadership Development Tools • Training • Succession Planning • Performance Management • Planning • Assessment • Recognition • Career Development FPO 8
- 9. Components of Effective Leadership Development • Training and development • One voice messages • Active participation • Values-based development 9 Photo Credit: Denis Collette...!!!
- 10. Leading Cornell Program Executive Level Leadership Development Management Development General Manager Track Curriculum Curriculum Building Teams & Leading Change Mastery Level Courses Developing Facilitation Skills Leadership Development Management Development Curriculum Curriculum Harold D. Craft Leadership Program Applying Level Courses Supervisor/Manager Foundational Programs New Supervisor Orientation Certificate Programs, Supervisor Development Certificate Program Front-line Staff Training (Turning Point, Office Professionals, Skillsoft, Workshops)
- 11. Step: 1 Data Gathering and Report (Human Resources) Step 5: Succession Plan Step :2 •Org chart Succession Present Data to •Position/Talent Profiles Senior Leader for •Progression plan Planning assessment Model Step 4: Step 3: Identify development Identify key positions plans for high and high potentials for potentials succession 11
- 12. Career Development Model Create individual development plans High potentials/high performers pursue growth opportunities 12
- 13. Leadership Development Succession Planning Performance Management 13
- 14. Succession Performance Change Training Planning Management Leadership Value Alignment 14
- 15. Mary George Opperman Vice President for Human Resources and Safety Services 15
Editor's Notes
- The economy forced us to make some hard decisions. And many times leadership turned to HR for the answers. I’m sure mostof us had to cut costs, starting with our workforce. But we all were charged with leading change for our organizations during this difficulty time.
- So what is leadership, how do we develop it, and what does it take to lead change? John Kotter in his book, Leading Change, states that leadership “..defines what thefuture should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles.”And it’s during this time that many of us realized the importance of having a sound leadership development and succession planning in place along with an effective performance management system. When done right, these practices can build workplace culture and help lead change. Now is the time to take a step back and take a look at your leadership development programs to see if they are meeting your organization’s objectives. Today I’m going to talk about how we did that at Cornell. We’ve put a focus on leadership development since the 90s. And even through the economic crisis, the development of our workforce didn’t take a backseat. At Cornell, leadership development has helped us face some of our industry’s latest challenges like: replacing the aging workforce with future leaders, creating a climate of empowerment and infusing our organization’s values throughout the entire process.
- And the components of our university’s strategic plan come to life through our organization’s values. Cornell’s core values are defined as commitments that express "who we are as an institution" and what principles or qualities should infuse all practices and activities within the institution. Ourset of core values is :Seek knowledgeSupport free and open intellectual inquiry and expressionSustain excellence in teaching, research, and public engagementUse knowledge to enlighten ourselves and benefit the worldReward and recognize merit, creativity, and innovationTreat all individuals with dignity, respect, and fairnessEmbrace difference and diversityPromote cross-cultural and cross-national understandingBe a collaborative, collegial, and caring communityBe accessible and affordable to all who meet high academic standards
- Our strategic priorities and values align with our challenges in HR…. Creating a line of sight And we want our workforce do the same by having a line of sight between their daily activities and the organization's strategic objectives. And training and development lends itself to instilling your employees with the organizations culture. Cultivating future leadersWe know that replacing the aging workforce is going to be a monumental task. And looking inside our organizations walls we know that there is leadership to be cultivated which will eventually lead to the cost savings associated with hiring from within. Changing the workplace climateWe had a campus-wide downsizing and restructuring that took a toll on the workforce. We saw an opportunity to build a climate of empowerment and create stability for our current and future leaders. Developing a culture of changeWe need to develop a culture of change and innovation to help the current and future needs of our organization. With all of these challenges, we had the opportunity to show leadership that HR can play an important roll in leading change. These challenges could be addressed (at least partially) by reevaluating our leadership development programs. We started by taking a look at the tools we needed to help develop our leaders.
- We reevaluated our training, performance management and succession planning tools to make sure each helped accomplish our challenges of changing the workplace climate, cultivating future leaders, developing a culture of change and creating a line of sight in the best way possible. There were a few components that needed to be added or refined to make these tools more effective and meet our objectives.
- Training and DevelopmentIt’s not enough to just train our leaders. The development piece is a critical. Mentoring, coaching and even the review process support leadership development. Our roleas HR is to assist in building talent management models: identifying, aligning and placing top performers in positions and experiences for optimal growth and productivity, preparing for responsible and transparent succession management. One voice messagesWe created one voice messaging throughout our development tools. This provided an opportunity to have our front line staff to senior leadership using the same leadership language. Active ParticipationApplication of training is key. Applying action to ideas cements understanding (one of the comments on a N2Growth blog posting). Some of our training programs include applied learning sessions and team projects that help solve real organizational challenges. We alsoestablish dynamic self-service options for individuals to increase their ability and accountability to develop their own careers.Values-basedWe need to make sure leadership development aligns with the values of the organization. Leadership training is a good way to show your leaders how they can explain to their employees the importance of the organization’s values and how their work aligns. Our role as HR is to create environments where supervisors will foster growth and retention while explicitly aligning productivity efforts with unit and organizationalpriorities.Now I’m going to tell you about our training, succession planning and performance management tools and show you how they are is rooted in our organization's values.
- Let’s first take a lookat leadership training. There are four frameworks at Cornell that we either refined and expanded to help address our challenges. They are Turing Point, the Leadership Academy, the Management Academy and Leading Cornell. Each is meant for employees in different stages of their careers. But they all have the goal of bettering adaptability, communication, giving and receiving constructive feedback, conflict management, performance success, developing others, ethics and decision making. Turning Point is a five-day leadership program for front-line staff designed to:Increase self-awareness of personal leadership style, attitude, skills, and behavioral impact on others;Improve communication and relationship-building skills for inspiring, engaging and motivating others;Design an individualized learning plan that makes a difference to the individual and organization;Build campus-wide networks and increase partnership, collaboration, and alignment with Cornell’s mission.Leadership Development Academy is a multi-phase experiential program that provides those accepted into the program skills and awareness needed to lead people and programs in a chancing and constrained environment. The Leadership Development Academy program is represented here on the left site. Curriculum includes:The five-day Harold D. Craft Leadership Program (HDCLP) is the first session of a nine-day leadership program. The second, four-day advanced session is Building Teams & Leading Change. This program focuses on individuals as leaders, individual effectiveness, the power of dialogue and communication, personal mastery, and leadership within the Cornell culture.Developing Facilitation Skillshelps participants increase the effectiveness of teams, meetings, workshops, and programs by increasing the quality of facilitation.Management Academy is a series of skill-based programs that ready leaders to manage effectively. The management curriculum is designed so a supervisor may take one course or all courses within the curriculum. We’re offering 21 different courses this year. The purpose of the curriculum is to further develop the skills of current managers in 9 core competencies:Developing Others/CoachingEthicsAdaptabilityCommunicationOrganizational Awareness/Strategic Thinking &Decision MakingFunctional Technical SkillsAligning Performance for Success through Planning, Organizing and DelegationBuilding Relationships/Valuing DiversityConflict Management/Problem Solving Leading Cornell is the newest addition to our training at Cornell. It’s a year-long program aimed at top performers who have been identified as potential future executives. What distinguishes Leading Cornell from our other leadership programs is its emphasis on the application of leadership concepts and methodologies to a real project sponsored by senior leadership, the dialogue between participants and senior leaders, and the accountability for producing measurable results.Participants work on projects that are important to the university while at the same time developing practical leadership and management experiences, with the goal of preparing participants to fill key positions as openings occur.The key program highlights include:Presentations and interaction with senior leaders to more deeply understand the impact that challenges and opportunities within the world and higher education have on leadership;Applied learning sessions on team building, project management, performance management, and organizational development (planned change);Participation on a project team sponsored by senior administration;An evaluation of the leadership experience and project results;Presentation of team project deliverables to Cornell University senior leaders.This program is offered at no direct cost to participants who are nominated to attend.I mentioned before that our leadership training started in the 90s. Some of these programs existed then but they were scattered across the university and not seen as a holistic way to shape our leaders. That’s why we packaged these courses together. It allowed our training to become more fluid. We could also see how each of these programs create a line of site for our workforce, cultivate future leaders, change the workplace climate and develop a culture of change. Too, as a result of these programs we have learned that they serve as retention tools. To date almost 2,000 campus leaders have taken advantage of one or more of these programs.In the last six months we know of three high level high potentials/high performers who turned down offers by other universities because Cornell valued them as evidenced by the emphasis on purposeful growth and development and succession planning. When we add up the dollars, retaining three high potentials/high performers saves us more dollars than the direct costs of offering all of the programs you have just heard about. Even better, our programs don’t impact three people, but instead inspire and lead to greater empowerment of approximately 330 employees per year between the staff and faculty programs (Kathy tallied up the attendance by different people at all of the above programs to get the number figure). We believe the costs are a small price to pay to develop and retain committed and talented employees who strive, as a result of what we offer them, to deliver excellence day-in and day-out.
- While leadership training (when done correctly) is a great retention tool. The key to maintaining a stabilized workforce is succession planning. We use a five step process for effective succession planning:Data gathering and reporting Internal vs. external hiring in FS over a period of 5 yearsColor code org chart red, yellow, green indicating retirement eligible people Facilities internal movement by band, % of people applying for and getting jobs internally Head count demographic info by FS job family and band: age, ethnicity, gender Facilities separations from Cornell by band Estimated cost of hiring: externally vs. internally vs. internal promotion 2. Data presentation to senior leader3. Identify key positions and high potentials for succession 4. Identify development plans for high potentials Which of the 3R strategies do you want to employ? (Recruit, Retain, Restructure)5. Create a succession plan which involves an org chart, position/talent profiles and a progression plan Committee will be responsible for:Identifying key positions within the organizationEstablishing what competencies are necessary for those positionsIdentifying high performers and readiness to be considered for key rolesReview key positions and required skills annuallyReview talent pool annually, add and remove talent as necessaryMonitor progress against identified gaps for talent quarterlyEstablish metrics to support goals
- Here is our career development model. Our approach is that every individual can have room for development and goals depending on their energy and aspirations. You’ll see that reflected in the yellow section on the slide. We try to create individual development plans for all appropriate employees. Once our leaders assess their teams and work with them on their career development plans, they’ll be able to identify high potential performers and identify how to move employees into the high potential category (by moving their position, changing their role, etc.). And what you see on the screen here is that it’s high potential performers that we want to focus our attention. We want these folks to pursue growth opportunities like shadowing, networking, courses and additional training. We also want to make sure these people are in line for critical positions should we need to fill one. We encourage career growth, but that it is about 80% the responsibility of the individual and 20% the responsibility of the supervisor/manager.
- So when we talk about leadership development and succession planning. Who actually owns these pieces? HR can certainly provide the tools. But it’s the organization’s leaders that need to use our performance management process to get the best results. And when done right, performance management creates an environment where change, such as succession planning, can be created and implemented in a positive way. It creates a better workplace climate by laying out the behavioral and technical expectations of a person’s job while being accountable for performance and recognizing their achievements. It also creates a line of sight to the organization’s mission. Employees who see options, who know what success is and who have opportunities to grow, will be more likely to embrace change.
- We found that when our training and succession planning is applied through performance management, we can not only meet our challenges but also drive change leadership. Ultimately, we want our leaders to develop talent so they can help lead change. We want to create a culture of innovation and continuous improvement that is driven by our values. We want to create leaders who can align their teams to the mission of the university and focus on the organization's key objectives. We also want them to empower their staff to develop their own leaderships skills and align themselves with the organization’s goals as well. Our development is driving leadership at Cornell. And it’s change leadership that will help lead us into the future. We believe we can only achieve the overarching aspiration for the university: to be widely recognized as a top-ten research university in the world, and a model university for the interweaving of liberal education and fundamental knowledge with practical education and impact on societal and world problems if we place value on developing our leaders.