Session Objectives: National Consortium for Continuous Improvement in Higher Education

Transcription

1 KISS: Learning to Simplify Session Objectives: Change Leadership at Cornell The challenge of leading college and administration realignment at a university What are the complexities of leading change for leaders in higher education? Introducing one University Methodology for Leading Change Illustrating Line of Sight as it applies to change management in a Higher Ed Organization Re imaging Your Work: An experience using simplified tools to determine future work (Participants apply a tool we introduce to their own institutions) Tools for leading change What is being used within Higher Ed? (Audience participation) National Consortium for Continuous Improvement in Higher Education Wrap up and Application: How does this apply at your institution? San Francisco, California, July 22 24, 2010 Kathryn Burkgren, Ph.D.,Director, Organizational Development for Faculty & Staff Chris Halladay, Sr. Director Human Resources/Organizational Effectiveness Cornell University

2 Session Objectives Identify the challenges and complexities of leading college and administration realignment at a university Introduce one methodology for leading university change Illustrate Line of Sight as it applies to change management in a higher ed organization Look at tools you might use to re imagine work Share the tools you use to lead change and consider how this applies to your institution

3 Challenges and complexities of leading university realignment Changing resources financial and human Changing expectations of stakeholders Acting as one in decentralized environments Work realignment Increased need for Performance Management Succession Planning while downsizing Aligning effective structures Ever evolving technology

4 University Methodology to Lead Change

5 University Methodology to Lead Change Target Audience: President Provost Dean Vice Presidents Associate Deans Directors Chairs SME s Directors Supervisors Managers All employees

6 University Methodology to Lead Change Target Audience: President Provost Dean Vice Presidents Deliverables: Strategic Plan with goals, objectives, action plans/ tactics Associate Deans Directors Chairs Annual Plan with objectives and deliverables aligned to the Strategic Plan SME s Directors Supervisors Managers Efficient processes Labor is to allocated to objectives Resource matching Aligned responsibilities Accountability Within budget All employees Action Plan with timelines Align position descriptions Employee goals and deliverables aligned to position description *Change Management = Leading the change, communicating why making the change, focus on outcomes and measurables, transparency, communication & training plan

7 University Methodology to Lead Change Objective: Deepen awareness and skill of leaders at all levels of Cornell to lead change, using Sam Bacharach s research to: Consider the politics of change Engage employees in the work of the institution Identify and involve key people so they feel included, valued and committed to stay Create transparency Develop leadership competencies around change management Create a common language to lead change in higher education

8 University Methodology to Lead Change Objective: Identify and prioritize work assure goals and work are aligned Understand key decision makers goals and objectives to meet them (Board of Trustees, President, Provost, Deans, VP s) Develop communication plan (revisit it often through the change process) Determine Goals Identify work: Must Do s, Should Do s, Nice To Do s, and determine Won t Do s Determine Objectives that align to goals based on work going forward

9 University Methodology to Lead Change Objective: Identify major work processes that align to the goals, improvements needed, and resources required. Develop a process map. Align work. Process map major processes and analyze for improvements, efficiency, quality, timeliness, and cost savings Determine resources to accomplish goals and objectives Align roles and responsibilities into the appropriate buckets of work

10 University Methodology to Lead Change Objective: Implement the change through all levels of the organization Create an Action Plan with measurable deliverables and timelines Review communication plan and revise as needed Align position descriptions Measurable employee goals aligned to the position description Implementation Deliverables: High level description of work Understanding of change metrics Clearly defined job descriptions aligned with University/Unit goals and individual goals Action plan for on going assessment and continuous improvement

11 Line of Sight

12 Tools to Re imagine Your Work 3 Key Tools: Diagnostic Tool Goal Alignment Tool Buckets of Work Other Tools: Best Practice in Change Management Communications Best Practices Checklist Web Site:

13 Tools for Leading Change Questions: What tools are you using at your institutions? How does what we have talked about today apply at your institution?

14 Q &A

15 Thank you, and remember, Keep It Simple!