IDEAL Leadership Development Session Three March 2, 2012 Video Conference

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Agenda 12:00 – 1:00 Lunch and Change Leader Team Presentations 1:00 – 1:30 Increasing the Impact of Your Change Theme 1:30 – 2:30 Cross University Discussion: Increasing Collaboration and Building Sustainability 2:30 – 2:45 BREAK 2:45 – 3:15 Leadership Vision 3:15 – 4:00 Team Discussion: Implementing the Change Project 4:00 – 4:30 Whole Group Discussion 2

Increasing the Impact of Your Change Theme Across Your University

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Collaboration Checklist (handout)

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Stages of Change

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Framing the Message

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Increasing Impact through Collaboration

Collaboration Checklist  Increase sustainability; mutual interest, mutual benefit (diversity office, IR, Case/Fisk)  Build grassroots support  Develop resources  Embrace those with political or decision-making power  Change Project Template asks you to think of resources needed and potential alliances

Start Where You Are: The Five Stages of Change

1. Pre-contemplation – “ we have always done it this way ” , “ can ’ t lower standards ” ; No dialogue & no resources 2. Contemplation – “ we need to figure out how to keep women and minority faculty ” , “ diversity is excellence ” ; Workshops, discussion, taskforces & committees 3. Preparation – “ I use best practices for hiring women and minority faculty ” ; Resources, training 4. Action – “ I hired my first women Post-doc ” ; Numbers increase, leadership roles increase (deans, chairs etc.) 5. Maintenance – “ I am always recruiting women and minority applicants ” ; Annual data review, policies, rewards/reinforcements for behavior

Start Where You Are: The Five Stages cont.

 Pre-contemplation – No dialogue & no resources      Contemplation Preparation Action Maintenance – Workshops, discussion, committees – Resources, training – Numbers increase, women in leadership roles – Data review, policies, rewards With respect to the ADVANCE goal: – What stage is your university at?

– What stage are your IDEAL departments at?

– How can you use this information help you develop your message about the goals of your theme and current project?

Start Where you Are: Tailor Your Message

 Stage-matched interventions outperform one-size-fits-all interventions in behavior studies.*  Allows everyone to participate in the change even if they are not ready to take action.

 Acknowledges that the power to change already exists and is a choice.  Concrete reflection of how you can move the needle on change. See Pre-Reading, “ Diversity in Academic Medicine: The Stages of Change Model ” , Carnes, Handelsman, Sheridan * “ A Transtheoretical Approach to Changing Organizations ” , Janice M. Prochaska, James O. Prochaska, and Deborah A. Levesque, Administration and Policy in Mental Health, Vol. 28, No. 4, March 2001

Frame Your Message

 Communication is not just information transmission it is the management of complex meaning   “ Framing ” organizes experience and shapes content Where do you want the attention? Clearly define: – The goal of the theme and/or change project – The goal of the communication/meeting (information, persuasion, collaboration, input, celebration) – Mutual purpose, the benefit for all – Specific strategies, actions, or contributions that would move the project forward (if applicable)

Use All the Available Tools

 Framing your message focuses attention where you want it – now use what you have  Hold informational meetings – In all IDEAL departments – With potential collaborators to explore common priorities – With constituents who may be affected (pre-tenure faculty etc.)  Use and adapt prepared IDEAL PPTs, summaries, web pages and publicity  Activate your marketing department university and college wide  Use national events like AAUW report to raise awareness and highlight IDEAL

Cross University Discussion: Increasing Collaboration and Building Sustainability

1:30 – 2:30 pm 10

Leadership Vision

• What is vision?

• The transformative power of vision • Framing your goals to be compelling • Activating campus allies • Building institutionalization into activities • Measuring your transformation 11

Two Important Components of Leadership Vision

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Core Purpose:

The organization ’s fundamental reasons for existence beyond survival 

Envisioned Future:

a clear and compelling dream or ideal state 12

Core Purpose

        Vision defines an organization ’s fundamental purpose It defines the customer and the critical processes Answers the question: What purpose does our existence serve? How do we contribute to a larger system?

What business are we really in? Not in? What is our formula for success - how will we survive, compete, and grow?

What results are we striving for? How will we achieve these?

Is not an objective with a timeline, but rather the overall goal that is accomplished as organizational goals and objectives are achieved 13

Future State

     Defines the desired or intended future state of an organization Answers the question: Who/where do we want to be in the future?

Describes how the organization would like the world in which it operates to be Provides a 'picture' of the organization in the future. Vision is a long term view 14

What Vision Does

 Grabs, pulls, animates, and inspires people  Creates order out of randomness  Generates excitement for the project  Instills confidence  Forces us to take a stand for a preferred future 15

How Leaders Communicate Vision

 They compellingly articulate purpose  They constantly share information about how accomplishing the vision benefits all  They use vision to provide direction and priorities  They keep the vision energized and up to date  They create the environment that supports achieving the vision  They are the champions and stewards of the vision 16

Example of Vision

CWRU ’s Mission (core purpose)

 To improve people creative endeavor. We realize this goal through:  ’s lives through preeminent research, education and Scholarship that capitalizes on the power of collaboration.  Learning that is active, creative and continuous.  Promotion of an inclusive culture of global citizenship.

CWRU ’s Vision (future state)

 We aspire to be recognized internationally as an institution that imagines and influences the future. Toward that end, we will:  Support advancement of select academic fields as well as new areas of interdisciplinary excellence.  Provide students with the knowledge, skills and experiences necessary to become leaders in a world of rapid change and increasing interdependence.  Nurture a community of scholars who are cooperative, collegial and committed to mentoring and inclusion.  Build on our relationships with world-class health care, cultural, educational, and scientific institutions in University Circle and across greater Cleveland.

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ACES (CWRU

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s ADVANCE) Vision

To promote a campus-wide culture characterized by equality, participation, openness, and accountability 18

IDEAL Vision

Commitment and Sustainability Information & Best Practice Sharing University Change Projects Change Leader Development

To increase the number of STEM women and minority faculty in all ranks and leadership at each partner university through:

 Creation of an active change leader community through leadership development of key change agents  Implementation of annual projects to drive change with structures, policies, practices, metrics  Sharing information and best practices across partner universities, including through an annual plenary conference  Commitment and sustainability from senior administration.

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The Transformative Power of Vision

 The Visual Image (clarity)  The Pygmalion Effect (self-fulfilling prophesy)  Heliotropism (attention and energy)  The Hawthorne Effect (mindfulness)  The Halo Effect (focus)  Flow (attuned to context) 20

The Levels of Vision

NSF-ADVANCE IDEAL Partner School Vision Annual Change Project ’ s Vision Increase the representation and advancement of women in academic STEM careers for a more diverse science and engineering workforce.

Each Partner School ’ s Vision of Transformation Each Annual Change Project ’ s Vision 21

Embed Your Vision into the Fabric of the University

 Activate campus allies  Build institutionalization into activities  Embed vision at all levels, University Leadership, School/Department, Campus  Permeate the university with your vision 22

Embed Your Vision: Activate your Allies and Build Institutionalization

 Hold regular meetings of the IDEAL project team and invite relevant others to attend  Weave a coalition of campus allies to move IDEAL goals forward and embed the project in a sustainable way – Indictor data can strengthen IR capabilities to measure and document transformation – “ NSF cannot be your IR ” comment at mid-project site visit led to expanded department  Think now about institutionalization - How will IDEAL changes and momentum be sustained?

– E.g. Faculty Diversity Specialist position and Women ’ s Center staff position from soft money to permanent

Examples of Embedded Aspects of ACES (now ACES+)

Commitment of Senior Administrators Accountability of Deans Provost ’ s Annual Leadership Retreat University Leadership Search Committee Supports School and Department Level Coaching and networking for women faculty Coaching, training & development of deans, chairs in S&E and other depts.

Opportunity Grants for Faculty New Policies, Structures & Procedures Campus Level Hotline Coaching for Women faculty 24

Embed Your Vision: Connect the Dots and Share Information

 Link IDEAL to your university ’ s strategic plan and/or diversity plan  Bring up IDEAL in various venues and meetings on campus  Share information with IDEAL departments and schools through websites, flyers, brochures, university publicity  Hold special update meetings with concerned constituents (e.g. women faculty, women faculty of the school of medicine,  Hold events to build community (e.g., speakers like Bernice Sandler, annual ACES Theater Party, Provost ’ s Leadership Retreats)

Provost Leadership Retreats 2004 - 2010

2004 “ NSF-ACES Year One ” 2005 – “ Things That Work!

” 2006 - "Leading Change: Creating Tomorrow's University ” 2007 “ Competing for the Academic Workforce in a Global Environment.

” 2008 “ Consolidating Our Gains, Shaping Our Future ” 2009 – “ Tomorrow ’ s Faculty: Trends, Opportunities and Actions ” 2010 “ Building Cooperative Capacity in Academic Departments ” 26

Link Your IDEAL Theme and Project to NSF-ADVANCE Goals

NSF-ADVANCE IDEAL VISION National Priority: Increase the representation and advancement of women in academic STEM careers for a more diverse science and engineering workforce. IDEAL PROJECTS BGSU CWRU KSU CSU UT Adapt & disseminate ADVANCE successes and create a community of Change Leaders UA Change Projects drive Transformational Themes at IDEAL Partner Schools

Team Discussion: Implementing the Change Project

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Clarify your change project vision (core purpose and future state) building on the institutional change theme

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Frame your agenda

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Define how the theme and project benefit all

Report out at 4:00 p.m.

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Scheduling & Next Session

Please complete your session evaluation

Suggestions for topics for Final Leadership Session Tuesday, April 10 th at BGSU Plenary Conference: Friday, September 28 th 9:30 – 4:00 pm at CWRU www.case.edu/provost/ideal/plenary.html

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