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Leadership for
Comprehensive
Internationalization:
Beyond Management
Leadership for Comprehensive Internationalization: Beyond Management
Current Topics Workshop: May 28, 2012
NAFSA: Association of International Educators
2012 Annual Conference
Houston, Texas
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
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
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
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
Attendee Demographics
Attendee Demographics
Attendee Demographics
Comprehensive Internationalization
John Hudzik
Senior International Officers and Leadership
11
• 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
• 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
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
“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
Stakeholder: Any group or individual with the power to help,
hinder or otherwise influence your work
Identifying Your Stakeholders
Stakeholder: Any group or individual with the power to help,
hinder or otherwise influence your work
Working With Stakeholders
LEADERSHIP CHALLENGES
FOR THE SENIOR
INTERNATIONAL OFFICER
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
What you do think are some of the greatest SIO
challenges?
Leadership Challenges for the Senior International Officer
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
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
Challenge #1
Lead Without Controlling
Leadership Challenges for the Senior International Officer
• 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
Challenge #2:
Relationship Building and Cultivation
Leadership Challenges for the Senior International Officer
Become the “VALUE-ADDED” international education
administrator.
Leadership Challenges for the Senior International Officer
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
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
Challenge #3
Creative Entrepreneurship
Leadership Challenges for the Senior International Officer
• 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
Challenge #4
Serving as Everything to Everyone
“Master of all Trades”
Leadership Challenges for the Senior International Officer
Challenge #5
In this role…….You have numerous “bosses”
Leadership Challenges for the Senior International Officer
• 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
Challenge #6
Leading a Multigenerational Workforce
Leadership Challenges for the Senior International Officer
“A Tale of Two Offices”
“A Tale of Two Offices”
“A Tale of Two Offices”
“A Tale of Two Offices”
“A Tale of Two Offices”
Challenge #7
Developing and Empowering a Strong Team
Leadership Challenges for the Senior International Officer
• 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
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
Strengths Inventory
• 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
• 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
• 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
Being Ready for Setbacks
• 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
• 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?
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
Listing The Takeaways For The Day
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?
The Next Step: What Will You Do When You Get Home?
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
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