leadership in research workshop · 2019-06-11 · we are innovative: we foster an environment of...

LEADERSHIP IN RESEARCH WORKSHOP

Monday, June 3, 2019

St. Louis, MO

COURSE OBJECTIVES, AGENDA, & INTRODUCTIONS

Session Purpose:

To give you the opportunity to have conversations with your

peers about the challenges and opportunities you face in

running your research or LMI shops and to provide you an

opportunity to share best practices about potential ways for

addressing those challenges and opportunities.

Operating Principles:

• Informal Session – If you need to take a break, take it or if you have a question, ask it.

• Active Participation – Please actively participate and share your own knowledge and experience.

• “Be Present While You Are Here” o Please turn your cell phones off or on “silent” mode – If you have to take a call

please excuse yourself

o Limit replying to emails and texting

• Have Fun and Make Friends!

AGENDA: MORNING DAY 1 • Introductions, Course Objectives & Agenda8:00 – 8:45

• Determining the Research Function’s Role within an Organization

8:45 – 10:00

• Break10:00 – 10:15

• Balancing Leadership & Administrative Management10:15 – 11:30

• Lunch & Building and Protecting the Research Budget

11:30 – 1:00

ICEBREAKER INTROS

DETERMINING THE RESEARCH FUNCTION’S ROLE WITHIN AN ORGANIZATION

Drew Conrad, CEcD, CERPDirector, Institute for Decision Making

The University of Northern Iowa

Vision

“If you don’t know where you are going, any road will take you there.”

~ Will Rogers

“The future will not just happen if one wishes hard enough.

It requires decision—Now.It imposes risk—Now.It requires action—Now.”

~ Peter Drucker

What is a Vision

Describes what we aspire to become/achieve.

Reminds us of what we are trying to build.

Provides a source of inspiration.

Describes why it is important to achieve our Mission.

Defines changes we wish to create for the future of our organization/community/world.

IDM’s External Vision

IDM is a visionary, valued and versatile partner in Iowa’s pursuit for

economic growth and strong communities. IDM is well known for

adapting to trends and innovations and for elevating the standards in

development practices. IDM is an active economic and community

development leader in Iowa and beyond, recognizing the needs and

opportunities of Iowa’s communities as its priority.

IDM’s Internal Vision

In the year 2024, the Institute for Decision Making is….◦ Innovatively meeting the current and anticipated future needs of our clients

◦ Highly visible and has brand recognition among its clients and others

◦ Providing value to our clients through a talented staff with superior knowledge, skills and experiences

◦ Positively impacting the growth of the profession and practice of economic development

◦ Maintaining and growing strong partnerships within UNI

◦ Effectively growing strong collaborations outside of UNI by working with a larger and more diverse group of collaborators

◦ A sustainable organization, both professionally and financially, with an effective business model and business operations

What is a Mission

It answers:◦ Who are we?

◦ What is our purpose/what is our WHY – why do we exist?

◦ What business are we in?

◦ Who do we serve?

◦ How are we unique?

A mission:◦ Defines our “lane”

◦ Gives permission to say “no” (avoid Mission-creep)

◦ Reminds others why you exist and why you are important

IDM’s Mission

IDM empowers Iowans as they make decisions

and take organized action to improve their

communities through results-oriented and

innovative economic and community

development.

Principles, Values & Expectations

Values/Principles

◦ Are guiding principles, beliefs and underlying assumptions that guide the

organization.

◦ A value statement should communicate how the organization will conduct itself -

(aligns the heart with the head).

◦ Can serve as the foundation for decision making

Expectations

◦ Organizational norms or expected behavior

Black Hawk County Health Department’s Values

We are Accountable: We accept our individual and team responsibilities and meet the needs of our commitments. We expect to be evaluated by the successful execution of our commitments.

We are Effective: We utilize resources in ways that consistently produce desired results.

We are Responsible: We address the changing needs and trends that affect our diverse public. We are sensitive to the cultural and equity factors influencing health. We take responsibility for our performance in all of our decisions and actions.

We are Collaborative: Through effective partnerships and transparent communication, we practice collaboration internally and externally, vertically and horizontally, with public and the private sector, as a leader and as a team player.

We are Efficient: We maximize the benefits from our resources within a rapidly changing culture and economy to deliver services to the public economically without sacrificing quality.

We are Innovative: We foster an environment of continuous quality improvement where as we plan, do, study, and act upon evidence-based research, creative, open and resourceful changes to how we work.

We are Adaptable: We are flexible while remaining regulatory compliant and ethical.

IDM’s ExpectationsOur Expectations as an IDM Team:

A. We expect team members to provide an equal and consistent effort in working toward achieving IDM’s vision, mission and goals.

B. We expect team members to be respectful, honest, inclusive and supportive of and with each other.

C. We expect team members to be an active member of the team, to communicate appropriately and to be accountable for their actions and efforts.

D. We expect team members to continually work to raise their skills, knowledge and expertise, and to share those skills, knowledge and expertise with the rest of the team.

E. We expect team members to identify and maintain projects, clients and funding sources that not only sustains IDM but allow us to be innovative to create new methods, tools, services and processes e.g., laborshed, modifying Heartland etc.

F. We expect team members to always represent themselves, IDM, BCS and UNI professionally and ethically.

G. We expect team members to continue to create an awesome, fun, and inspiring place to work.H. To seek out opportunities to always help and support each other on the projects they may be

working on.

Your Group’s Role within the Larger Organization

Supporting Goal 3: Community Engagement -Create opportunities for

students, faculty, and staff to build external

relationships that enhance local and global learning

experiences and contribute to the cultural and

economic vitality of the Cedar Valley and Iowa

GOAL 4: Expand Direct Linkages to Academic Programs and Expand Student Experiential

Learning Opportunities

Student Success: Provide high-impact learning experiences and

professional credential opportunities that validate the

strength of the UNIBusinesseducation and promote the success

of our students.

Goal 5: Maintain and grow strong

partnerships within UNI

Discussion Questions

1. What is your team’s mission or purpose? Is it clearly defined and do you review it regularly? How do you inform new team members of it?

2. How do and your team articulate how you are helping your larger organization achieve its mission and vision?

3. Takeaway Question: If our team is successful over the next 5 years, what will that success look like and what will you accomplish? How will that us achieve our shared vision? How will it help achieve the organization’s vision?

BREAK!

BALANCING LEADERSHIP & ADMINISTRATIVE MANAGEMENT

Adrienne JohnstonChief, Bureau of Workforce Statistics & Economic Research

Department of Economic Opportunity

Hannah TaphornDirector, Research

REDI Cincinnati

Balancing Leadership & Administrative Management:

3 Signs of a Miserable Job

• Personal Leadership Style• Why do you want to be a manager/leader?• Recognize your strengths and weaknesses & balance them

• May use communication style, other team members, structure, etc.

• Effective Management Style• Find a framework that works for you

• Be intentional about workflow, delegation and communication• Flexibility- not all people and situations are managed the same way

• Empower & equip team to make decisions they need to

• Motivation, Morale, & Mobility• Set clear expectations (this is hard)

• Consistent accountability & discipline (this is harder)• Yes, I said discipline

• Engage other leaders or champions• Use training & organization structure to facilitate and reinforce

Group Questions:

“It’s the job of the manager not to light the fire of motivation, but to create an environment to let each person’s personal

spark of motivation blaze.”

• How can I illustrate what “good enough” looks like?

• How can I seek out dissenting viewpoints, and be open to new ideas?

• How can I make it clear why what my team does matters?

Knowyourteam.com

BUILDING AND PROTECTING THE RESEARCH BUDGET

Benjamin LasiewiczResearch Manager

Wisconsin Economic Development Corporation

MISSION

To advance and maximize opportunities

in Wisconsin for businesses, communities

and people to thrive in a globally

competitive environment.

Having tools means having a budget

But what if the tools were in too many budgets?

FISCAL YEAR 2019CHANGES

RESEARCH AND TOOLS OPTIMIZATION

RTO MISSIONTo bring about a collaboration of researching processes and

researching tools within the Wisconsin Economic Development

Corporation (WEDC).

RTO VISIONTo provide uniform responses to requests for information by

fostering a professional environment with an increased awareness

of the knowledge, skills, and abilities of WEDC research staff and

the data sources, software tools, and research methods used to

support economic development in Wisconsin

REVIEW FY19 RESEARCH TOOLS

18 Tools across the WEDC’s Five Pillars and BIA, BCD, IBD, and OPP Divisions.

FY19 Budget: $273,800

FY19 YTD Budget: $272,818 (+$10,000 Reserve)

FY19 Projected Budget: $278,947

REVIEW FY19 RESEARCH TOOLS

Takeaways◦ Creation of the Research and Tools Optimization Committee.

◦ Cleaned up numerous Research Tools documentation for Accounting to process all Research Tools

◦ Missing FY19 Research Tools Budget issues have been resolved with Accounting.

◦ Continue to collaborate to avoid Budget misappropriation.

How do you protect your budget

PROTECTING YOUR BUDGET - DEMONSTRATING VALUE

Know Your Business◦ Tracking, Tracking, Tracking

◦ Usage per project

◦ Usage per landed project

◦ Publications used to attract leads

◦ Substantiating Cost and Value◦ No. of RFIs needing information

◦ New leads from source

◦ Evaluate Annually

◦ Comparing Products

92%

8%

Total Projects Landed Using X Source

X Source

CRM -1200+ requests

PROTECTING YOUR BUDGET – TRACKING - POOR MAN

A WHOLE NEW WORLD - CRM & DATA ANALYTICS

My implementation…

A Poorer Man’s Version

A Poorer Man’s Version

TAKE-AWAYS

Know what you know◦ What are your tools

◦ Can they be used outside of what they are currently being used?

◦ How much are you spending ◦ Is there duplication with tools?

◦ Tracking, tracking, tracking◦ Provides snapshot in to metrics that can be used for defense of budget, defense of

tools, defense of research position, and performance

Benjamin Lasiewicz, CERP

Research Manager

608.210.6823

benjamin.lasiewicz@wedc.org

LUNCH!

BREAK!

AGENDA: AFTERNOON DAY 1

• Break1:00 – 1:30

• Building Your Team and Communicating with Customers 1:30 – 2:45

• Open Discussion & Wrap-up2:45 – 3:00

OPEN DISCUSSION & WRAP-UP

DiscussionWhat if your organizational leadership does not value the research function?

How might you deal with attempts to negate or undermine it?

What if high standards for data integrity are not valued by organizational leadership?

THANK YOU!

See you tomorrow morning at 10:00AM !

LEADERSHIP IN RESEARCH WORKSHOP

Tuesday, June 4, 2019

St. Louis, MO

WELCOME BACK & AGENDA

Session Purpose:

To give you the opportunity to have conversations with your

peers about the challenges and opportunities you face in

running your research or LMI shops and to provide you an

opportunity to share best practices about potential ways for

addressing those challenges and opportunities.

Operating Principles:

• Informal Session – If you need to take a break, take it or if you have a question, ask it.

• Active Participation – Please actively participate and share your own knowledge and experience.

• “Be Present While You Are Here” o Please turn your cell phones off or on “silent” mode – If you have to take a call

please excuse yourself

o Limit replying to emails and texting

• Have Fun and Make Friends!

AGENDA: DAY 2• Welcome Back & Agenda10:00 – 10:15

• Activating the Research Component of the Organization’s Strategic Plan

10:15 – 11:15

• Managing Work Flow11:15 – 12:15

• Collaborating with Outside Partners & Lunch12:15 – 1:30

• Break1:30 – 2:00

• Managing Transition & Change2:00 – 3:30

• Open Discussion & Wrap-Up3:30 – 4:30

ACTIVATING THE RESEARCH COMPONENT OF THE ORGANIZATION’S STRATEGIC PLAN

Neal Young, CERPEconomic Analysis Director

Minnesota Dept of Employment and Economic Development

What can you offer?▪ Identifying key customers—easier said than done—need to find a middle

ground between everyone and only the squeakiest wheels

▪ What do they need/want?

▪ Regular reports, rapid prospect response, BIG initiative support and leadership, time-sucking ad hoc requests, etc.

▪ Which things are highest priority?

▪ Do you package same information differently based on the customers?

▪ What are similar research teams doing?

Reactionary vs. Proactive▪ Developing Formal Planning Process

▪ How do you incorporate ad hoc requests after the plan is developed?

Building a Dynamic Product & Services Portfolio

Make▪ Slower Process▪Higher Quality, More Current (sometimes)▪ Staff training/transition▪Hidden costs

Buy▪Quick response▪Mixed Quality▪ Less People -> Buy More▪Explicit cost▪Outsource a Major Research Project? Benefits & Cost

Do You Make vs. Buy?

Team DiscussionDiscuss and Report Out:

How formal is your research unit’s workplan? What is the process used to develop it?

What happens to projects that come up that weren’t on the plan?

New boss asks “What 2 things does your team do best?” What do you say and why?

Have you seen a make vs buy decision that went wrong?

What are your best make vs buy decisions and tips you would tell others

MANAGING WORK FLOW

Dave RileyDirector, Business Intelligence and Research

The Right Place

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DR. STRANGEFLOW or: HOW I LEARNED TO STOP WORRYING AND

LOVE THE JOB

Dave Riley

Director, Business Intelligence and Research

rileyd@rightplace.org

The Right Place, Inc

Grand Rapids, MI

80

Today’s Flow

• Who am I and what’s my background?

• What’s the role of self-awareness?

• What is actually important anyway?

• What’s the relationship between ownership and leadership?

• What are some specific tool, strategies, tactics, etc?

• Please chime in and share your experiences and lessons

learned.

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82

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84

85

86

87

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Self-Awareness and Leadership

• For once, this is truly all about you!

• “The one constant factor in all your endeavors is you; understanding

yourself is therefore paramount.”

• “Self-awareness is empowering because it arms you with knowledge

and enables you to make better choices — to change or grow.”

• Is there a connection between self-awareness and managing workflow?

• How does one become self-aware?

• Move to Denver?

Source: Great Leadership Starts With Self-Awareness by Chinwe Esimai

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Individual and group discussion

• What self-discovery assessments, tools, experiences have been

valuable (or not valuable) to you as a leader? And why?

• What did you learn about yourself (or what was clarified to you

about yourself) that changed the way you approach managing

workflow?

• 2 minutes for self-reflection

• 3 minutes table discussion

• 5 minutes whole group discussion

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What’s important and what’s not?

Franklin Covey’s Time Matrix

1 2

3 4IMPORTANT + URGENT IMPORTANT NOT URGENT

URGENT NOT IMPORTANT NOT IMPORTANT OR URGENT

IMP

OR

TAN

CE

URGENCY

Franklin Covey’s Time Matrix

1 2

3 4IMPORTANT + URGENT IMPORTANT NOT URGENT

URGENT NOT IMPORTANT NOT IMPORTANT OR URGENT

Crises and pressing problems Strategies and values

Interruptions and busy work The trivial and wasteful

DEMAND + NECESSITYDAILY FIRE-FIGHTING

BE QUICK TO DELEGATE

OPPORTUNITY + PLANNING

CRITICAL THINKINGCONSIDER THE MACRO

ILLUSION + DECEPTIONNOT YOUR EMERGENCYMINIMIZE INVESTMENT

ESCAPE + WASTEENTERTAINMENT ONLY

USE TO MINIMIZE STRESS

IMP

OR

TAN

CE

URGENCY

Source:http://creativesource.com.ph/try-stephen-coveys-secret-to-getting-things-done/

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Individual and group discussion

• Reflecting on Franklin Covey’s Time Matrix, Please reflect on

your initial reactions and thoughts on this model.

• Please provide 2-4 ways in which you could leverage this

paradigm to prioritize your work load?

• How does this paradigm relate to the prior self-awareness

discussion?

• 2 minutes for self-reflection

• 3 minutes table discussion

• 5 minutes whole group discussion

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Ownership and Leadership• “When leaders don’t take ownership of their work, the impact is

far-reaching: Results aren’t achieved, forward progress doesn’t

occur and those being led aren't inspired toward continuous

improvement.”

• Define Accountability

• Ownership is a driving force of accountability.

• Start With The End In Mind

• What is the end goal of what you need to own?

• Know it, define it and don’t try to change it if it isn’t

achieved. Stay accountable to it.

• Don’t Be Afraid

• “I learned that courage was not the absence of fear, but the

triumph over it.” - Nelson MandelaSource: Ownership Is Leadership: Three Steps

To Owning Your Outcomes And Being A Better

Leader – Jared Narlock

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Individual and group discussion

• Reflecting on Ownership and Leadership

• How does ownership affect your views on workflow

management?

• What are 1-2 ways in which you’ve owned or NOT owned

workflow related situations? What was the result? What did

you learn?

• 2 minutes for self-reflection

• 3 minutes table discussion

• 5 minutes whole group discussion

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Specific Tool and Tactics • Full Group Discussion

What else?

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Wrap Up

• There is no off-the-shelf solution

• It starts with SELF-AWARENESS

• Know what IS important and what IS NOT important

• It’s up to YOU to OWN it

• Test, Explore, Ask for Feedback, Be Creative, etc

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COLLABORATING WITH OUTSIDE PARTNERS

Eric P. CanadaCEO

Blane Canada Ltd

©© Blane, Canada Ltd. Realizing Community Potential

Eric P. Canada

Collaborating with

Outside Partners

©© Blane, Canada Ltd. Realizing Community Potential

Collaboration

©© Blane, Canada Ltd. Realizing Community Potential

Engagement Levels

Help… deliver part

of the work

Partner… share full

responsibilities of

delivering outcome

Provider…to deliver

the full project to

spec.

Work Group

©© Blane, Canada Ltd. Realizing Community Potential

Work Scope

▪ Define and communicate your vision, goals and deliverables

– Data included?

– Budget parameters

▪ Specify roles and levels of participation

– Frequency of interaction

– Influence on the final product

▪ Set timelines and mileposts

– Realistic?

– Flexible!

▪ Cost sharing option?

– Maintain scope?

10%Rule

▪ Creative Component?

‒ Explore & deliver the unexpected?

©© Blane, Canada Ltd. Realizing Community Potential

Current Collaboration

Wo

rk P

rod

uc

t o

f

Ec

on

om

ic D

ev

elo

pm

en

t

What is the…

©© Blane, Canada Ltd. Realizing Community Potential

Metrics

▪ Jobs

▪ Cap x

▪ Wages

▪ Taxes

Incentives

©© Blane, Canada Ltd. Realizing Community Potential

Metrics

▪ Jobs

▪ Cap x

▪ Wages

▪ Taxes

Incentives

©© Blane, Canada Ltd. Realizing Community Potential

Work Product of EconDev?

▪ Marketing/Sales▫ Prospect management/services

▫ Opportunity pipeline

▫ Closing ratio

▪ Business Retention▫ Client management/services

▫ Full interviews

▫ Quick interviews

▫ Growth pipeline

▪ Entrepreneurship & Business Development▫ Assistance

▫ Programs

▫ Launch pipeline

▪ Product Development

▪ Administration & Operations

©© Blane, Canada Ltd. Realizing Community Potential

Partner Candidates

▪ State Agencies

– LMI Agencies

– ED Agencies

▪ Utilities

– Research staff

– Funding partner?

▪ Colleges & Universities

– Outreach Programs

– Faculty

– Student Class Projects

▪ Consultants/Business

– Local vs National

– Topic Expert vs Generalist

▪ Local/Regional EDOs

– Research staff

– Funding partner?

▪ Councils of Government/ Planning Organizations/Local Governments

▪ Non-Profits

©© Blane, Canada Ltd. Realizing Community Potential

Is Collaboration Right for Me?

What are the benefits of collaboration?

Am I OK with letting go of all or part this

project?

Does time allow?

What are the risks involved?

Will the final product be equal to or better

than a solo approach?

LUNCH!

WORKSHOP SURVEYPLEASE TAKE THE WORKSHOP SURVEY! WE DEPEND ON YOUR

FEEDBACK TO PLAN FUTURE TRAININGS/ WORKSHOPS.

https://www.surveymonkey.com/r/LeadershipSTL2019

We will also email a link to all attendees after the course.

MANAGING TRANSITION & CHANGE

George Harben, CERPDirector, Existing Business

Prince William County Department of Economic Development

Managing Transitions

William Bridges

Graduate from high school

Graduate from college

First real job

First date

Marriage

First child

Career change

Retirement

Commonly Acknowledged Transitions

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1st crush

1st love

1st pet

Child potty trained

Spouse career change

Last child goes to college

First grandchild

Less Obvious Transitions

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Leadership resignation/retirement

New boss

New leadership

New board

New grant

New initiative

Promotion

New hire

Business Transitions

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Leadership in Research – Managing Transitions -2

Table Questions

You made a transition from a subordinate to a manager. What do you wish someone would have told you about the transition?

Hopefully you read the suggested book. Which temptation is the one you struggle with the most? What do you do to compensate?

What can leaders do to best prepare coworkers for work-centered changes? Whether that be restructuring, becoming a leaner team, welcoming new team members, etc.

How can an effective leader help a coworker or employee when they notice an outside of work life transition experienced by the coworker?

How do you reward your stars? Does this cause resentment? If so, how have you handled it?

Transitions is like a MarathonMarathon Effect

But can feel like thisMarathonEffect

Ending

NeutralZone

NewBeginning

impatience

anger

resentment

fear

anxietyloss

confusion

disconnectedness

sadness

anticipationconfidence

satisfaction

ease

renewal

energy

curiosity

receptivity

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excitement

denial

disorientation

completion

In Summary…Phases of Transition

Ending

• Letting go

• Getting closure

• Saying good-bye

New Beginning

• Renewal

Being “with it”

• The new chapter

Neutral Zone

• In-between time

• Confusion

• Clean slate

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OPEN DISCUSSION & WRAP-UP

Wrap-Up Ideas• Open mic: what else do you want to know/

talk about?

• What else could be useful?

• Other resources, issues, challenges that haven’t surfaced?• Anything you’ve found helpful that you want

to share?

• Key Takeaways

THANK YOU FOR LEARNING AND

LEADING WITH US!