WACUBO. The Western Association of College and University Business Officers. On Boarding for Multi Campus Project Teams

Transcription

1 WACUBO The Western Association of College and University Business Officers On Boarding for Multi Campus Project Teams Taking Some of the Guess Work Out of Building High Performing Project Teams Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc.

2 The Landscape Pressure to create Imaginative Solutions to address a range of emerging challenges. 54% of presidents disagree and 14% strongly disagree when asked if higher education will be similar to the way it is today, 10 years from now. (page 9) Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 2

3 The Landscape When given the option of evolutionary change or disruptive change, two thirds of the presidents favor massive or moderate disruption a dramatic change from the way campuses have traditionally conducted their business through evolutionary change. (page 10) Two thirds of the presidents surveyed say the pace of change is too slow. (page 13) Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 3

4 The Landscape Two thirds of the record $33.8 billion in philanthropic dollars that were provided to higher education last year went to campuses with endowments over $1 billion. Source: The Innovative University: What College Presidents Think About Change in American Higher Education. Chronicle of Higher Education Report (2014) Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 4

5 Inconvenient Truths 1. Public private and/or multi campus partnerships are a fact of life. 2. Such alliances are living systems in which interdependent relationships, not just tasks, must be nurtured. 3. Team members must be willing to be both project managers and people managers to leverage the collective skills of project team members. Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 5

6 Common Project Team Performance Derailers Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 6

7 When Shared Services fail, it can usually be traced to an inordinate amount of attention on the mechanics and a failure to deal with the cultural issues. Source: Shared Services: Mining for Corporate Gold (page 173) Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 7

8 Lack of Trust 1. Lack of an agreed upon shared purpose and collective buy in (in writing.) 2. Competitive self interest (e.g. making my constituents happy vs. a win win ) versus shared ownership. 3. Turfs! Failing to move beyond parochial interests and advocacy for team members own campus/division/unit. Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 8

9 Lack of Trust 4. A fear of a loss of resources or staff as a project outcome and failure to consider ways to manage the impact (e.g. through attrition or phasing in efficiencies.) Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 9

10 STYLE DIFFERENCES 1. Intellectual arrogance Head of the Class. 2. Over utilizing a preferred style and/or style incompatibility (e.g. the need to be in charge vs. can t we all just get along? ) 3. A focus on task without adequate relationship building. Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 10

11 STYLE DIFFERENCES 4. Mistakes were made but not by me! An unwillingness to give and receive feedback and/or being hyper critical of team, skills or process. 5. Assuming that leadership requirements are universal. Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 11

12 INSTITUTION BARRIERS 1. Lack of buy in and a clear project champion. 2. Valuing and rewarding individual performance versus team performance on a synergy project. 3. Cultural and political undiscussables. 4. Insufficient emphasis on the professional development opportunities inherent in the synergy project. Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 12

13 Why On Boarding? Nobody anticipated the size and scope of the problems we experienced once the site launched. White House Spokesperson Eric Schultz commenting on the HealthCare.gov website. Source: J. Eilperin and S. Somashekhar, Private Consultants warned of risks before HealthCare.gov s October 1 launch. Washington Post, November 18, 2013 Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 13

14 WHAT IS On Boarding? Critical insider knowledge of interpersonal dynamics, sacred cows, shared governance practices, positional authority, cultural norms and political realities Source: Executive On boarding: The Unwritten Rules of Success, Barbara Kaufman, Ph.D.; business.com/article/executive onboarding Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 14

15 On boarding is more than understanding the roles of the position and having the skill sets. It involves understanding the deep culture of the organization; understanding the interpersonal networks, not just the organizational chart, and it means knowing how to honor tradition and legacies while influencing organizational change. Source: Karen Haynes, President, CSU, San Marcos in Executive On boarding: The Unwritten Rules of Success. By Barbara Kaufman, Ph.D. University Business 11/13 Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 15

16 How to Avoid Project Derailment Build and Maintain Trust between and among Team members by engaging in more deliberate on boarding that sets clear deliverables and leverages diversity of team strengths and weaknesses. Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 16

17 Start with a Small Committed Group To prevent log jams that can occur when many stakeholders with competing goals try to work together, start by convening a small founding circle of participants This group develops the project vision and selectively invites subsequent tiers of participants into the project as it develops. Ultimately all stakeholders should be represented. Source: The Collaborative Imperative. Harvard Business Review (April 2014, p. 83.) Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 17

18 On Boarding Tools

19 On Boarding Tool #1 Representative On Boarding Questionnaire (for use in a Round Robin at 1 st Project Team Meeting) 1. What is your understanding of the project desired outcome and timeline? To what degree do you have desired buy in from your campus leadership? Key constituents? If not, why not? 2. What are your strengths in contributing to this project team? What strengths do you tend to over utilize? Under utilize? How can you leverage team strengths? Fill in the skill gaps? Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 19

20 On Boarding Tool #1 Representative On Boarding Questionnaire (for use in a Round Robin at 1 st Project Team Meeting) 3. How would you describe your style and to what degree do you demonstrate style flexibility? 4. How effective are you at giving and receiving feedback? 5. When there are differences of opinion among team members, how will you resolve differences? What model will you use? Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 20

21 On Boarding Tool #1 Representative On Boarding Questionnaire (for use in a Round Robin at 1 st Project Team Meeting) 6. How would you describe your campus culture related to shared decision making, e.g. the degree to which collaboration is actively used between and among divisions? What are the implications for our project team? 7. What are your campus sacred cows that we need to get on the table? Is there a common challenge that we need to address? Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 21

22 SUMMARY QUESTIONS Knowing what you know today about each other, how can we Develop rules of engagement regarding a commitment of how we ll work together in the coming months? Define roles that minimize role ambiguity or conflict? Use appreciative inquiry to focus on strengths and possibilities and build trust Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 22

23 Key Initiative (e.g. Commencement, space planning, etc.) On Boarding Tool #2 Project Team Responsibility Charting Key Decision (Or Task) Key Decision (Or Task) Key Decision (Or Task) Key Decision (Or Task) Key Decision (Or Task) CODES: 1 = Sole Decision Maker 2 = Shared Decision 3 = Shared Implementation 4 = Expert Knowledge Input 5 = Consult with (Pre Decision) 6 = Veto 7 = Inform

24 On Boarding Tool #3 Kinds of Conflict TASK CONFLICT focuses on issues and can result in open and rigorous debate of problems Active participation and productive debate Creative solutions Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 24

25 On Boarding Tool #3 Kinds of Conflict RELATIONSHIP CONFLICT focuses on finding out who s to blame for a problem more than (or instead of) how to solve it Heated emotions Bad feelings Appeals to others to support your point of view Unresolved issues Flight or fight behavior Attributing motives Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 25

26 Managing Conflict Effectively 1) Cool Down 2) Slow Down Increase your self awareness about what got you angry in the first place Going to the balcony (withdraw from the discussion to give yourself time to cool down, reflect on what has happened and why you feel so strongly) 3) Engage Constructively Understand other points of view Inquire and actively listen Learn something Source: Runde, C. E. & T. A. Flanagan. Conflict Competent Leadership. Leader To Leader. Winter 2008, p Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 26

27 Managing Conflict Effectively 4) Express Emotions Disclose your feelings versus blaming 5) Reach Out Take the lead (and the risk) to get the conversation going again 6) Create Solutions Brainstorm solutions that both parties can endorse Source: Runde, C. E. & T. A. Flanagan. Conflict Competent Leadership. Leader To Leader. Winter 2008, p Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 27

28 Broader Uses for On Boarding Why On Boarding for Newly Appointed Campus Administrators? On boarding is slowly transitioning from the business world into the Academy Community. Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 28

29 If you want to use on boarding for newly appointed administrators, Here are Key Steps: Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 29

30 STEP 1 1. Hold an initial meeting with the newly appointed senior administrator. Have the administrator s boss discuss in detail how things really get done around here, what works and what doesn t work. Be honest about shared governance, policies and practices (written and unwritten ones), and expected levels of collaboration, especially across boundaries. Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 30

31 STEP 2 2. Provide the new hire with the list of key constituents and background information. Assist the new hire in booking meetings with cabinet colleagues and other key constituents. Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 31

32 STEP 3 3. For the next three months, help the new hire to build relationships and to understand the campus consultative process, role boundaries, and cross divisional collaboration expectations. Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 32

33 STEP 4 4. Assign a skilled buddy" to facilitate introductions. This will help the new hire clarify and understand campus life, unwritten norms, etc. Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 33

34 STEP 5 5. Suggest a key committee role for the new hire, and support his or her efforts. For example, consider the university budget council or IT governance committee or committee for a campus strategic initiative. Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 34

35 STEP 6 6. Assign a lunch buddy to meet with regularly. This step enables the new hire to receive feedback about his or her progress, receive constructive criticism, and get advice on how to be more effective on campus. Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 35

36 STEP 7 7. Schedule and follow up with an informal midyear self assessment to discuss strengths and additional development needs. Ask the newly appointed administrator to give the president (or boss, if not the president) a one page assessment on what the individual has learned and what his development needs are at this time. Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 36

37 Reference & Reading List Kanter, R. Collaborative Advantage: The Art of Alliances. Cambridge, MA: Harvard Business Review, July August, Kaufman, B. Executive Onboarding: The Unwritten Rules of Success onboarding (2012) Keil, Mark, etal. The Pitfalls of Project Status Reporting. Cambridge, MA: MIT Sloan Management Review, Spring Lencioni, Patrick. The Five Dysfunctions of a Team. San Francisco, CA: Jossey Bass, April Nidumolu, E. and Whalen, B. The Collaborative Imperative. Harvard Business Review (April 2014). Runde, C.E. and T.A. Flanagan. Conflict Competent Leadership. San Francisco, CA: Leader to Leader, Winter Stone, D. and Heen, S. Thanks for the Feedback: The Science and Art of Receiving Feedback Well. Viking, New York, Created and Presented by Barbara Kaufman, Ph.D., President, ROI Consulting Group, Inc. 37