In addition to the modules described below, the program also includes the opportunity to schedule one-on-one meetings plus group discussions with faculty members.
What’s on your VC’s mind?
One of your existing skills is that you have demonstrated the capacity to come up with answers to tough questions. Now lets reverse the process and challenge you to come up with a list of questions: What are the opportunities and challenges on your Vice Chancellor’s (VC’s) mind? What are the strategic prospects for your own university and all of higher education? At the same time, what are the current threats to your institution’s reputation that must be managed to realize the VC’s vision for the future?]
And where does Information Technology (IT) fit in all this? What do effective IT leaders do to ensure that they are “part of the solution,” and not the problem? And what skill sets support their success?
This session will provide a higher-level strategic awareness of a broad spectrum of higher education issues, trends and institutional decision-making drivers. Participants will learn about IT’s relationship to the overall institution and sector while becoming acquainted with competencies of IT leaders in higher education.
We all work in large and complex organisations. The art of navigating institutional structures and understanding organizational behaviour is a key dimension of leadership. For aspiring senior leaders, making the transition from leading a functional team to leading an organisation comprising diverse teams with sometimes competing agendas is a challenge.
This session explores the differences between managing a team and managing an organization, how to develop an effective culture, and how and when to reshape an organisation. We also look at the psychology of group and organisational behaviour. Using frameworks including the Belbin team roles and an interactive activity, participants will be better equipped to craft effective organisations.
Leading in a State of Flux
If you reflect back over the last few years, much has changed in the world - technology innovations, change in Government, death of legends, the birth of a prince, great sporting triumphs and tragic ecological disasters – change is a natural part of life.
In spite of this, it is interesting that, for many of us, embracing change seems incredibly hard and more difficult still is the role of the leader in steering the ship through the choppy and sometime troubled waters of change. This session recognises that innovation requires Information Service Leaders to be nimble and agile in the face of many competing demands and high expectations. To be at the leading edge, or even just to keep up requires change after change – to our practice, services, delivery models, structures and thinking. The reality is that we are in a constant state of flux.
Transition through changes needs careful management and benefits from some scaffolding through the use of best practice tools such as PROSCI. This session will explore some of the common mistakes leaders make in the management of change and help you to overcome these in order to become an agent of positive change.
Your Communication Style
The single most costly “breakdown” that occurs in today’s workplace is a breakdown in communication. When people communicate poorly in the workplace, they waste time, squander resources, fail to accomplish goals and damage working relationships.
Keys to effective communication include: recognising the communication context, understanding personal communication behavioural styles, learning to diagnose the communication needs of others and mastering the art of communication with others in ways that are sensitive to those needs.
This session will examine these key elements, with a particular focus on communication behavioural styles, with the aim of making each participant more aware of how she/he perceives and is perceived by others in the communication process. Participants will also learn “tricks of the trade” to overcome nervousness and to present themselves with confidence.
Decision-Making in Ambiguity
Organisations and their leaders work in an environment that often more ambiguity than clarity. With increasingly complex and rapidly changing political and economic environments, technological capabilities, and competition, as well as the agendas and priorities of new senior administrators, more decisions will have to be made with less data and certainty. CIOs and other senior leaders need to help their organisations make effective decisions and move forward even though the future is not obvious.
Effective decision-making affects the ability of an organisation to achieve its goals and guides the deployment of time, energy, attention, and other scarce resources. This session will explore some of the fundamental issues of power and authority, organisational culture, and strategies for influence, as well as some useful frameworks through which to consider the decision-making process, as well as the interrelationships between organisational structures, vision, mission, culture, and strategy.
Participants will gain an understanding of their role in defining and resolving ambiguity in the decision-making process, and their role in providing clarity, sense-making, and a firm commitment to resolving the problem state.
Crucial and High-Impact Communications
In the long run, professional success depends on your ability to make connections that reach up, across and outside your own organisation.
This session will explore strategies for crucial conversations – including negotiation, difficult communications, executive communications, and other sensitive communications.
There will be techniques for preparing for executive communications, making a short executive pitch, communicating a difficult or highly charged message, speaking to media, and the best use of different media formats for different situations.
Leading with Emotional Intelligence
One of the most positive characteristics of a good leader is the ability to successfully manage a wide variety of relationships with people connected to his or her work. Professional relationships are built upon many commonly recognized factors, but they are also affected by our own emotions and the emotions of others within the workplace.
Emotional Intelligence (EI) in a leadership role describes the ability of an individual to understand and manage their emotions in order to create better outcomes through their organization. The key concepts of EI include understanding our own capabilities, self-worth, and emotional state (self-awareness), managing our emotions and controlling our actions (self-management), understanding our interpersonal connections with others (social awareness), and ultimately understanding how these all contribute to effective and positive relationships (relationship management). Mastery of EI is essential to successful business relationships and delivering outstanding performance.
This session will examine the key elements of Emotional Intelligence, with a particular focus on the awareness, skills, and emotional maturity required of CIOs and senior IT leaders. The session will help provide a framework with which to improve our understanding of various situations and the ways we engage other people, including those we manage and those to whom we report.
You possess an ambition and talent for advancement, but does your experience cut it when it’s time to apply for executive leadership roles? Planning, goal setting, strategic and tactical actions and assessment are necessary ingredients for success in career management.
Preparation for the executive recruitment process is much more than an interview. In the contemporary world, you will be required to demonstrate a proven track record of transformative leadership, performance outcomes and stamina across a range of situations.
This session will provide participants with insight to key points of difference in moving between management roles to that of an executive; what it takes to create a high level and diverse portfolio of experience, demonstrating impactful leadership. There will be time for authentic reflection on priority development areas for advancement.
By truly understanding the reasons “why” behind our work we can inspire teams to coalesce around a common deeply held mission. You can become a stronger leader and your teams will deliver more meaningful and sustained results.
This session will cover leading with why and how you can better understand and share the mission behind your organization.
A related concept we will cover is to develop close alignment of your personal values and your role as a leader. This will help you be a more authentic and resilient leader.
Understanding yourself (through introspection), your motives and values, and your unique capacity to contribute to the world and to your organisation will help you and your organisation make it through difficult times. Courage and resilience start with an honest examination of yourself and why you do the work you do.
The Higher Education Landscape influences decisions our institutions take, and hence the scope and extent of activities we undertake. Understanding leadership in the Higher Education landscape and its impact on our institution’s strategies provides us with context for our planning.
This session will incorporate input from a keynote speaker and from you. The keynote speaker will present insights into leadership within the higher education sector and how information technology can be used to advance an institution’s leadership strategies. Following the keynote remarks the guest speaker will be presented with a number of questions submitted by participants and there will be opportunity for discussion and insights into leadership, more broadly.
The second part of the session will involve an interactive discussion between participants and the CLI faculty members. Participants will have the opportunity to freely ask questions relating to all aspects of leadership and receive practical advice from faculty members, and share experiences amongst each other.
Over the course of the week, you will work together in teams on a case study problem that will allow you to tie together the concepts and principles discussed at the Institute in consideration of a real-world problem that might occur in any of our institutions. On Friday, your group will present your case study solution to the faculty and participants as a capstone learning event.