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A successful leadership development initiative

in your Faculty

A key challenge for leadership

development in your Faculty

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Development & Implementation of a Leadership Framework

Presented to:Association of Asia-Pacific Business Schools (AAPBS)

20 November 2017

Melanie Moorcroft, Organisational Development ConsultantPeople & Organisational Development, Human Resources

Sense-making and Wayfinding

• Background• Development of the Leadership Framework

o Strategic alignment & challenges

• Leadership Developmento Focus areas; resources

• 5D Framework and Wayfinding Leadership• Integration of 5D Leadership and the People

Modelo Next Steps

• Insights• Panel – Q & A

Session Outline

Vice Chancellor Professor Stuart McCutcheon

5D Leadership Framework

Professional Staff EVOLVE Competencies

Academic Leadership Framework

20122009/10

1. Build high performance culture

2. Enhance the brand

3. Allocate resources to support strategy

4. Increase global focus

5. Enhance offerings(product)/ service quality

6. Enhance organisational talent

Drivers for the framework -Leadership Priorities

The University of Auckland Mission, Charter, Values

The University of Auckland Mission, Charter, Values

Identification of University DriversIdentification of University Drivers

Senior Leaders CapabilitiesSenior Leaders Capabilities

Other Leader CapabilitiesOther Leader Capabilities

Leadership Framework5 Dimensions

Leadership Framework5 Dimensions

Strategic PlanStrategic Plan

Research and D

esign

• Feedback from focus groups 2009/10

• Using a research-informed capability tool (DDI)

• Adapted to University environment

• Referenced against other international universities

5D Leadership Framework Development

The 5D Leadership Framework

Capability

Championing Equity: Leads strategic decision making and implementation for Te Tiriti o Waitangi and equity objectives, and values the capabilities and insights of those with diverse backgrounds, styles, abilities, and motivation.�

Key behaviour Associated Action

Advocates the value of inclusiveness

Ensures that the capabilities and insights of those with diverse backgrounds, styles, abilities and motivation are valued and supported within the faculty/service; confronts inappropriate behavior and challenges exclusionary practices.

Personal Leadership Leaders of Others Leader of LeadersResponsibility>Scope>Context>Impact

Developing self, others and teams so they can realise the University's strategy and values.

Objective 1Commitment to clear expectations, development of potential, inclusiveness, high achievement and rewarding performance

Objective 2An engaging culture

Strategic Plan 2013-2020

Objective 3Distributed leadership is valued and developed

ASPIRATIONAccomplished and well supported staff

PerformanceAchievementEngagement

Where to begin to achieve these foundational Strategic Objectives?

Leadership Culture

PURPOSE of leadershipTo create an environment where people can do their best work.Adapted from Human Synergistics

Myers Briggs Personality Type Indicator

5D Leadership Capability Self-Assessment

Group Styles Inventory (GSI)

Life Styles Inventory (LSI) 1 & 2

Assessments

PerformanceAchievementEngagementLeadership Culture

An integrated approach to Capability, Leadership and Organisational Development

Focus was on Exhibiting Personal LeadershipTeam Development

Change Management

Exhibiting Personal Leadership• Authentic Leadership• Behavioural Styles ‘Bosting the Blue’ – 360 Assessment• Reflections on Values and Trust Building • Leadership Presence• Peer Group Presentations

Achieving Results• Courageous Decision

Making - a Dean’s Perspective

Innovating & Engaging• Vice Chancellor’s Forum &

Dinner • Networking opportunities

with peers across the University

Enabling People• Coaching Conversations • Ethical Dilemmas and

Leadership• Organisational/Departmental

Culture • Individual Coaching• Peer Coaching Groups

Setting Direction• Leadership in a Modern

University• External Funding, Finance &

Budgeting• University Administration -

the Big Issues • Strategic Engagement &

Thinking

Academic Leaders Programme 2017

Comments from staff

5D Leadership Capability Self-Assessment

Resources & Career Development Workshops

70:20:10 approach to development5D Team Engager Kit

5D Card Sort

Director of Human Resources

Challenges of 5D Leadership Implementation

• No clear understanding of ‘distributed leadership’

• Tendency for traditional top-down people policy changes

• Industrial relations context

• Major reviews and restructures

• Perception by faculty staff of increasing control and centralisation

• Third capability level for technical/trades not fully developed

5D Framework and Wayfinding Leadership

Rangatira involves weaving a group together. Every person is a thread in the whole fabric of a community – each lending their own specialness, expertise, and effort. The task of the leader is to weave the group together into a unified whole.

Spiller, Barclay-Kerr and Panoho (2015). Wayfinding Leadership: Ground-breaking Wisdom for Developing leaders. Buy the book from www.huia.co.nz/huia-bookshop/bookshop/wayfinding/

The future is in each moment and a task of leadership is creating a clear, shared and meaningful future in the present.


Wayfinding requires that we become ‘explorers of our world’ and set sail beyond the compass of our existing knowledge to traverse uncharted waters in ourselves and in the world.


Photo: John Panoho

The true gift of wayfinding is not arrival at a destination; it is who we become along the way.


Photo: John Panoho

Wayfinding Leaders develop integrative thinking and perceptiveness, and see connections between things that possibly others don’t see, making sense of complexity


PLANRoles, structures and people processes maximize success.

1.1 Workplace planning

1.2 Organisational design

1.3 Processes and technology

1.4 Strategic reviews

1.5 People metrics and analytics

ATTRACTAttract and retain talented people.

2.1 University brand

2.2 Talent acquisition

2.3 Appointments

DEVELOPExcellent leaders and capable people.

3.1 Induction and

orientation

3.2 Capability and career

development

3.3 Leadership development

3.4 Succession planning

3.5 Assessments, coaching

and mentoring

ACHIEVEHigh achieving people and teams.

4.1 Expectations and achievements

4.2 Performance management

4.3 Rewards and recognitions

SUPPORTEquitable, inclusive, safe and healthy environment.

5.1 Equity and inclusiveness

5.2 Safe and healthy workplace

5.3 Transitions

ENGAGEOutstanding staff experience and high levels of engagement.

6.1 Communications

6.2 Organisational culture

6.3 Change management

6.4 Employment relations

People Strategy

Leadership Context - People Model

Flou

rish

ing

at t

he U

nive

rsity

of

Auc

klan

d

Connecting the People Strategy to individual and team well-beingthrough people processes and leadership behaviours

Pre-Headship

Head Designate

New Academic

HeadTransitioning

HeadExperienced

Head

Academic Heads Role Review

Next steps

• Individual• Team• Faculty/Service

• 360 Assessments• 3rd Capability Tier

Leadership development A LD programme at all levels for academic and professional staff

Culture Programmes Promoting a constructive culture at departmental level

People StrategyPolicies, systems alignment

to support leaders and leadership development

Create an integrated framework

Insights

Engage senior sponsors

Focus on a few key aspects

Leverage what is already working well

Acknowledge cultures, promote collaboration

and communication

Panel and Questions

Dr Allen Bartley, Head of School,School of Counselling, and Social Work, Faculty of Education and Social Work

Linda Thompson, Director of Faculty Operations,Faculty of Science

[email protected]

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