dr. kathryn burkgren · 2013. 11. 1. · value personal growth “don’t judge the day by the...
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Dr. Kathryn Burkgren Director, Organizational Development for Faculty & Staff, Cornell University President, National Consortium for Continuous Improvement (NCCI) Co-Director, Higher Education, Bacharach Leadership Group (BLG)
“Individual leadership that benefits the long-term good of society by positively influencing people, creating change, and demonstrating values that support the highest principles of society.”
Dr. Kathryn Burkgren
1. Self-Awareness
“Your thoughts determine your character . . . The first person you lead is you.”
John C. Maxwell
1. Self-Awareness 2. Ethics & Integrity
“When the master makes a mistake, she realizes it. Having realized she admits it. Having admitted it, she corrects it. She considers those who point out her faults as her most benevolent teachers. “
Tao Te Ching
1. Self-Awareness 2. Ethics & Integrity 3. Respect & Honor Others
“People do not care how much you know until they know how much you care.”
John C. Maxwell
1. Self-Awareness 2. Ethics & Integrity 3. Respect & Honor Others 4. Align & Measure
“The most successful leader of all is the one who sees another picture not yet actualized.”
Mary Parker Follett
1. Self-Awareness 2. Ethics & Integrity 3. Respect & Honor Others 4. Align & Measure 5. Value Personal Growth
“Don’t judge the day by the harvest you reap, but by the seeds you plant.”
Robert Louis Stevenson
1. Self-Awareness 2. Ethics & Integrity 3. Respect & Honor Others 4. Align & Measure 5. Value Personal Growth 6. Focus on Team
“If a team is to reach its potential, each player must be willing to subordinate his personal goals to the good of the team.”
Bud Wilkinson
1. Self-Awareness 2. Ethics & Integrity 3. Respect & Honor Others 4. Align & Measure 5. Value Personal Growth 6. Focus on Team 7. Deliver Excellence
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.”
Aristotle
“I have not failed. I’ve just found 10,000 ways that won’t work.”
Thomas Edison
Inputs: Operate from a Values-based foundation
Inputs: Operate from a Values-based foundation Align strategic priorities and challenges to the mission and
vision
Inputs: Operate from a Values-based foundation Align strategic priorities and challenges to the mission and
vision Develop a shared common language
Inputs: Operate from a Values-based foundation Align strategic priorities and challenges to the mission and
vision Develop a shared common language Set clear expectations
Inputs: Operate from a Values-based foundation Align strategic priorities and challenges to the mission and
vision Develop a shared common language Set clear expectations Ensure a commitment to growth, development, and talent
management
Inputs: Operate from a Values-based foundation Align strategic priorities and challenges to the mission and
vision Develop a shared common language Set clear expectations Ensure a commitment to growth, development, and talent
management Give and receive on-going feedback and measurement
aligned to performance management
Inputs: Operate from a Values-based foundation Align strategic priorities and challenges to the mission and
vision Develop a shared common language Set clear expectations Ensure a commitment to growth, development, and talent
management Give and receive on-going feedback and measurement
aligned to performance management Encourage discovery, respectful questioning and continuous
innovation
Inputs: Operate from a Values-based foundation Align strategic priorities and challenges to the mission and
vision Develop a shared common language Set clear expectations Ensure a commitment to growth, development, and talent
management Give and receive on-going feedback and measurement
aligned to performance management Encourage discovery, respectful questioning and continuous
innovation Output: EMPOWERED EMPLOYEES WHO DELIVER RESULTS!
“If your actions inspire others to dream more, learn more, do more, and become more, you are a leader.”
John Quincy Adams
Experiential Job-Specific Leadership
Provides functional
development opportunities for specific
jobs
Spans across all
contribution types and
career levels
Applicable to Developing &
Managing Others
contribution type
Management
Develops
through work experience
opportunities
Experiential
Develops
through work experience
opportunities
Committees
Involvement
Stretch Assignments
Rotations
Presentations Cross Training
Projects
Task Forces
Job Shadowing
Cross Training
Leadership Development Building Teams Leading Change Developing Facilitation Skills
Management Development Mastery Level Courses
Leadership Development Harold D. Craft Leadership Program Executive HDCLP Faculty Leadership Program Management Institute for Academics
Management Development Applying Level Courses Effective Interactions in Organizations for Chairs Advance Sessions
Faculty/Supervisor/Manager Foundational Programs and Training Effective Interactions in Organizations for Faculty at Large New Supervisor Orientation Certificate Programs Supervisor Development Certificate Program Additional Job Specific Skill Building
Individual Contributor Training (Turning Point, Office Professionals, Skillsoft, Additional Job Specific Skill Building)
Gen
eral
Man
ager
Tra
ck
Leading Cornell Program
Executive Level
Step: 1 Data Gathering and
Report (Human Resources)
Step :2 Present Data to
Senior Leader for assessment
Step 3: Identify key
positions and high potentials for succession
Step 4:
Identify development plans for high
potentials
Step 5:
Succession Plan •Org chart
•Position/Talent Profiles
•Progression plan
University Methodology to Lead Change
Strategic Planning
Goal Alignment
Process Improvement
Implementation & Continuous Improvement
Change Leadership
University Methodology to Lead Change
“The bottom line is that leadership shows up in the inspired action of others. We traditionally have assessed leaders themselves. But maybe we should assess leadership by the degree to which people around leaders are inspired.”
Dr. Jack Weber
Dr. Kathryn Burkgren Director, Organizational Development for Faculty & Staff, Cornell University President, National Consortium for Continuous Improvement (NCCI) Co-Director, Higher Education, Bacharach Leadership Group (BLG)