Executive Level Leadership Development Report

Transcription

1 Executive Level Leadership Develpment Reprt Executive Summary Prtland Cmmunity Cllege 5/24/2013 Innvative Grwth Slutins

2 Prtland Cmmunity Cllege Executive Level Leadership Develpment Executive Summary Purpse The Prtland Cmmunity Cllege (PCC) Bard identified a need t plan fr successin fr executive level psitins because f the ptential fr turnver in this key grup and need fr cntinuity in leadership. PCC engaged the services f an external cnsultant, Innvative Grwth Slutins (IGS), and appinted a Steering Team f PCC leaders t define an executive level management assessment and develpment prcess t leverage existing leadership develpment prgrams and t strengthen prfessinal develpment planning fr ptential executive level leaders. Business Case fr Successin Planning Turnver rates at the CEO level in bth public and private sectr rganizatins - are at a histric high as members f the baby bmer generatin are nw reaching retirement age. It is predicted that cmmunity clleges will lse ver 75% f key leaders ver the next decade (American Assciatin f Cmmunity Clleges 2013). A shrtage f qualified leaders, cmpetitin fr talent, and barriers t advancement such as rigid career ladders - make planning fr leadership successin a pririty fr rganizatinal sustainability and institutinal effectiveness. PCC s Apprach PCC s Steering Team (including representatives f Cabinet, Human Resurces and Staff and Organizatinal Develpment) wrked with the cnsultants t define the prject apprach: Strategy Prcess Be strategic Link the leadership develpment plan t the rganizatin s strategic utlk. Define leadership cmpetencies t bridge frm the present realities t future pssibilities. Hnr the essence f the rganizatin Nurture develpment f key rganizatinal values in future leaders. Start with the tp levels f the rganizatin t address the greatest risk t leadership cntinuity. Determine cre cmpetencies needed t meet future challenges and pssibilities. Research crucible experiences f current executives breakthrugh experiences that resulted in significant leadership grwth - and incrprate learning frm these experiences t supplement the traditinal apprach f training and mentring future leaders. Build the bench by develping a leadership pipeline f ptential candidates. Identify and mitigate rganizatinal barriers t learning, develpment and prmtin. PCC Executive Level Leadership Develpment Page 1

3 Scpe f Wrk It is the intent f the Cllege t cnduct an initial small-scale pilt prgram fcused n develpmental planning targeted at executive level psitins. Learning frm this prject may prvide PCC with insight n ptential develpmental activities fr ther leadership psitins in the future. An verview f the prject schedule fllws: Phase One: Develp Prgram Dec June 2013 Frm PCC Steering Team t guide prgram Define cmpetencies f executive level psitins Cnduct research f best practice in planning fr successin Recmmend prgram enhancements Cmmunicate t Cabinet and prvide status reprt t PCC Bard Phase Tw: Implement Prgram June 2013 Jan T be determined based n phase ne - may include: Cmmunicate t cnstituents Engage ptential leaders in creating develpmental plans Prvide training and caching fr managers and ptential leaders Identify gaps and recmmend strategies Phase Three: Evaluate Prgram and Recmmend Next Steps Feb. March 2014 Methdlgy The cnsultants cnducted research t identify best practice in cmmunity cllege leadership successin planning, interviewed current PCC executives t understand cre leadership cmpetencies, cmpared PCC s current develpmental prgram against best practice and identified pprtunities t leverage existing prgrams t supprt develpmental planning. Fllwing is a summary f findings and recmmended next steps. Best Practice in Cmmunity Cllege Leadership Develpment Findings PCC has in place a fairly rbust leadership develpment strategy, supprted by a number f innvative, effective prgrams that mdel cmmunity cllege best practice. Fllwing is a brief descriptin f best practice cmpared t current PCC prgrams. A mre thrugh gap analysis is presented beginning n page 19 f the attached reprt. Cmmitment frm Bard and executive leadership team. The PCC Bard has articulated supprt fr executive level leadership develpment, and executives have demnstrated supprt by participating in and/r spnsring PCC s leadership develpment prgrams. Identify key psitins that are critical t meet future need. The Steering Team has identified 8 key executive psitins that are critical t meet future need. (See page 6) PCC Executive Level Leadership Develpment Page 2

4 Identify leadership cmpetencies. PCC has adpted the AACC cre leadership cmpetencies and executives have prvided feedback t identify the mst critical cmpetencies. Identify ptential candidates create individual develpmental plans. The Steering Team has identified apprximately 20 feeder psitins f ptential leadership candidates t participate in a small-scale pilt prgram t create individual develpment plans as a supplement t the management assessment prcess. Create and implement leadership develpment prgrams. PCC has in place an excellent array f leadership develpment prgrams that mdel best practice. Create applied leadership pprtunities. PCC ffers applied leadership pprtunities thrugh a variety f resurces, including The LEAD Academy, Leadership Internship, and PEAK prgrams. There may be future pprtunities t leverage these prgrams further and t make a mre cnscius link t PCC s strategic initiatives. Assess effectiveness f leadership develpment prgrams. Leadership develpment prgrams are regularly evaluated and adjusted based n feedback frm participants and executives. Perspectives f PCC Executives Key Themes The cnsultants interviewed PCC executives t gain their perspectives n executive level leadership develpment strategies needed fr PCC. Fllwing is a summary f cmmn themes: AACC Cre Cmpetencies are a relevant descriptin f cmpetencies needed fr executive level leaders at PCC. Executives emphasized that Cmmunicatin and Cllabratin are the mst imprtant cmpetencies and g hand-in-hand with Visin, Strategy and Advcacy. Experience is the best teacher. Cnsistent with findings f best practice research, executives cnfirmed that experience is the number ne factr in develpment f leadership cmpetencies. Crucible experiences are key in develping leadership qualities. Executives cnsistently prvided examples f significant grwth and develpment gained by either respnding t r seeking ut challenging experiences. Cnclusins The need fr strategic leadership develpment is paramunt t ensure rganizatinal sustainability and institutinal effectiveness. Best practice research indicates that a successful frmula fr leadership develpment includes develpmental planning, training, caching/mentring and experience gained thrugh challenging assignments that develp leadership skills. PCC has in place a strng framewrk f leadership develpment prgrams and pprtunities that mdel best practice. Given the ptential fr turnver in key leadership psitins, PCC wuld benefit frm enhancing its current prgrams by building the pipeline f ptential candidates fr tp leadership psitins. The fllwing themes frm the research shuld be cnsidered in planning enhancements t PCC s current prgrams. PCC Executive Level Leadership Develpment Page 3

5 Cntinue t stress imprtance f leadership develpment frm the tp - link t strategic plan. Cntinue t advcate leadership develpment frm the tp and link t the strategic directin f the cllege. Engage executive leaders in fstering a develpmental mindset thrughut the rganizatin by creating a netwrk f supprt fr leadership develpment, which may include apprpriate cmmittee, prject and interim assignments t prvide crss functinal develpment and/r caching f ptential candidates. Value and leverage the prgrams already in place. PCC has best practice features fr a successful leadership develpment prgram already in place and functining well. PCC wuld benefit frm heightening the awareness f these prgrams. Emphasize individual drive as a key success factr. Cntinue t emphasize that leadership develpment is a partnership in which the individual prvides the impetus and the rganizatin guides and supprts develpment. Have a reasnable tlerance fr risk. Prvide strategic pprtunities fr leaders t take n challenging assignments, with supprt frm executive level leaders, t bst grwth and develpment. Have a tlerance fr calculated risk and cntinue t supprt ptential leaders even when everything desn t wrk ut as planned. Encurage diversity in thught and clear the way fr innvatin. Cntinue t encurage staff t think creatively and bring their innvatins t the table in supprt f strategic initiatives. Recmmended Next Steps Given the ptential fr turnver at the tp levels f the Cllege, PCC will need t accelerate develpment f ptential leaders t build the bench f candidates prepared t meet the leadership challenges f the future. T this end, it is recmmended that PCC supplement its slid fundatin f current leadership develpment prgrams by ffering develpmental planning and caching targeted fr ptential executive-level leaders. In additin, it will be imprtant t engage the executive team in cllectively leveraging the Cllege s leadership develpment prgrams and creating a netwrk f supprt fr leadership candidates acrss the District. The fllwing next steps are recmmended: Pilt develpmental planning fr leaders. Thrugh implementatin f a small-scale pilt prgram, create intentinal develpmental plans and prvide caching fr ptential executivelevel leaders. The prpsed prgram: Creates a partnership in which executives cach and supprt leadership candidates identified fr the pilt prgram in creating and implementing individualized develpmental plans. The initial pilt grup is prpsed n page 6. Engages executives in spnsring the pilt prgram. It is prpsed that executives wrk cllectively t prvide supprt fr leadership candidates. This may invlve supprting develpmental gals and cllabrating n apprpriate develpmental pprtunities (such as cmmittee, prject and interim assignments) that may prvide crss-functinal experiences t develp cnnectins and relatinships acrss the District. Develp a managerial skill set in caching and develpmental planning that can be applied in the future t supprt cntinued develpment f the leadership pipeline at all levels. PCC Executive Level Leadership Develpment Page 4

6 At the cnclusin f the pilt prgram, participants will assess the results f the pilt and suggest apprpriate next steps fr PCC. Leverage current leadership develpment prgrams. Executive leaders prvide supprt, guidance and visibility fr leadership develpment prgrams. Integrate leadership develpment with rganizatinal strategy by linking applied learning prjects (such as LEAD Capstne, leadership internship, and PEAK) t the Cllege s strategic initiatives. Expand supprt fr cnferences and ther pprtunities t develp netwrks, learn frm best practice and influence the natinal educatin agenda. Supprt participatin in external executive develpment prgrams as apprpriate fr ptential leaders wh have availed themselves f PCC s develpmental prgrams. Future Cnsideratins The cnsultants als identified ptential future cnsideratins fr further enhancement f PCC s leadership develpment prgrams. The fllwing enhancements are nt included in the scpe f wrk fr this prject, but may be apprpriate fr cnsideratin fllwing cmpletin f the initial recmmendatins. Emphasize cre leadership cmpetencies in current in-huse prgrams. PCC s LEAD Academy is already framed by the AACC cre cmpetencies listed in this reprt and cnfirmed by PCC s executives. Learning frm interviews with executives can be incrprated int future fferings f the LEAD Academy and will prvide valuable insights fr participants. Cntinue the learning. Expand n currently ffered leadership wrkshps t prvide nging pprtunities fr leadership develpment. Prvide increased visibility fr leadership develpment. Engage executives in defining ways t raise the prfile f PCC s leadership develpment prgrams and prvide increased pprtunity and visibility fr leadership candidates as well. Supprt HR in cntinuing t addressing the challenges identified classificatin, pay, interim assignments and ensure that the perspectives f HR, Staff and Organizatinal Develpment, and Cabinet Executives are cnsidered in making any revisins t rganizatinal plicy r practice. Be strategic in making develpmental and interim assignments Executives and HR wrk cllabratively t leverage develpmental and interim assignments fr greatest impact and success. PCC Executive Level Leadership Develpment Page 5

7 Selectin Criteria: Rster f Key Psitins Pilt Develpmental Planning fr Executive Level Leaders The PCC Steering Team develped the fllwing criteria t select psitins t participate in a pilt prgram f develpmental planning and caching t build the pipeline f executive level leaders: Direct Reprt t Cabinet Level psitin. Oversees District-wide prgram with brad scpe. Executive Level leadership is ptentially in career path. SUMMARY ROSTER OF KEY POSITIONS BY CLASSIFICATION Tier 1 Tier 2 Classificatin - Executive Classificatin (Nn-Exec) - P Classificatin - O Psitin # Psitin # Psitin # District President 1 Assc. VP Int. Adv. 1 DOI Sylvania 1 District VP 1 Assc. VP Finance 1 DOI RC (interim) 1 Acad/Student Affairs VP 1 Assc. VP Technlgy 1 DOI Cascade 1 Admin Services VP 1 DOI SE 1 Campus Pres. Sylvania 1 DOS Sylvania 1 Campus Pres. SEC/ELC 1 DOS RC 1 Campus Pres. RC (interim) 1 DOS Cascade 1 Campus Pres. Cascade 1 DOS SE 1 Dist. Acad. Affairs Dean 1 Dist. Stud. Affairs Dean 1 Dist. Libraries- Directr 1 Dist. Bnd Prgram Dir. 1 Dist. FMS Dir. (interim) 1 Dist. HR Directr 1 Subttal 8 Subttal 3 Subttal 14 Ttal Tier 1 Psitins = 8 Ttal Tier 2 Psitins = 17 Ttal Tiers 1 and 2 25 Tier 3 Classificatin N Classificatin M Psitin # Psitin # Dir. Affirm. Actin (vacant) 1 Dist. Grants Dir. (vacant) 1 Dist. Inst/Effect. Directr 1 Dist. Aux. Services Directr 1 Subttal 3 Subttal 1 Ttal Tier 3 4 Ttal All Psitins 29 PCC Executive Level Leadership Develpment Page 6

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