Beyond Management: Leadership for Comprehensive Internationalization John Hudzik Michigan State University Elaine Meyer-Lee St. Mary’s College Penelope Pynes University of North Carolina at Greensboro Joël Gallegos University of North Carolina at Charlotte
Beyond Management: Leadership for Comprehensive Internationalization Current Topics Workshop: May 27, 2013 NAFSA: Association of International Educators 2013 Annual Conference St. Louis, Missouri
Presenters John Hudzik Elaine Meyer-Lee Joël Gallegos Penelope Pynes Saint Mary’s Michigan State University of University of University College North Carolina North Carolina at at Charlotte Greensboro
Agenda 9:00 – 9:15 am Welcome and Introduction (Joël) 9:15 – 10:45 am Comprehensive Internationalization (John) 9:15 – 10:00 am Introduction to Basics for Action 10:00 – 10:45 am Elements and Approaches to Action 10:45 – 11:00 am Break 11:00 am – 12:15 pm Understanding the Roll of an SIO SIO Checklist (Elaine) Leadership/Management Continuum (Nell) 12:15 – 1:15 pm Lunch 1:15 – 2:00 pm Personal Strengths: Clues to Talents and Performance (Elaine) 2:00 – 3:00 pm How to Get Started & Reflections (John) 3:00 – 3:30 pm Break 3:30 – 4:10 pm Leadership Challenges (Joël) 4:10 – 4:30 pm Dealing with Setbacks (Nell)
Learning Objectives After this workshop you will be able to: • Outline all areas of responsibility that generally accrue to senior international officers, and describe major objectives for each area of effort. • Understand the role of SIO as change agent, because internationalization implies change. • Describe changes needed in your own leadership context.
Learning Objectives, continued After this workshop you will be able to: • Describe and operationalize the difference between leadership and management and begin to manage relationships throughout the organization to achieve greater campus internationalization. • Articulate your own personal strengths as an SIO and as a leader. What do you hope to take away from this day?
Attendee Demographics
Attendee Demographics Time in Current Position < 1 Years > 5 Years 15% 15% 1 – 2 Years 3 – 5 Years 31% 39%
Attendee Demographics
Comprehensive Internationalization John Hudzik
Senior International Officers and Leadership
Checklist for the Senior International Officer: Roles and Responsibilities • Hiring • Personnel Supervision and Mentoring • Cross-Generational and Cross-Cultural Management • Public Relations (Media, Awards, Publicity, Visibility, Communication) • Fundraising/Development • Negotiation of Strategic Cooperative Agreements/Partnerships • Ethical and/or Legal Analysis (Review of Contracts/Agreements)
Checklist continued for the Senior International Officer: Roles and Responsibilities • Risk Management • Faculty Development • Crisis Management/Response • Institutional Research • Internal Advocacy (Gathering Data, Stories to Make Case, Managing Upwards) • External Advocacy/Government Relations for Sponsored Programs, etc. • Grant-Writing, Corporate and Foundation Relations • Curriculum Development • Language Instruction
Checklist continued for the Senior International Officer: Roles and Responsibilities • Event Planning • Information Technology/Social Networking • Immigration • Inspiration/Cheerleading/Community-Building • Teamwork • Delegation • Resource on all Things International • Visionary, Mission-Focus • Recruitment and Admissions • Student and Scholar Services • Alumni Relations
Checklist continued for the Senior International Officer: Roles and Responsibilities • Grant review and Distribution • Advisory Board Management • Outcomes Assessment • Monitoring Relevant Theory, Trends, and Issues • Scholar • Educator
Roles and Responsibilities • Check off every area that you manage in some way • Group the things you checked into several major roles • Jot down your #1 objective for each role • Share with your neighbor what you noticed • What do your observations say about leading comprehensive internationalization?
Senior International Officers and Leadership • What is an SIO and what do they do? • How do they lead? • What is leadership versus management? • Determining leadership styles? • Identifying stakeholders? • Essential characteristics of global leaders?
Managers and Leaders Managers: • Responsible for money Work mainly within system • Responsible for people Promote stability • Responsible for results Focused on time and budget • Often set unit policy for these things Leaders: • Set high-level policy & direction Future-oriented (strategy) Promote change • Work with other high-level people Focused on relevance and • Add value to the organization meaning • Work mainly through others
“Leadership” is really a continuum. . . Managers Leaders • • • Interpret policy Make policy Maintain essential functions • • Plan Strategic direction • Assure production • • Set standards Add value • Valued for • • Give feedback Focus on people competence and • • Valued for Create meaning for the technical skill teamwork and organization • Accept plans and independent action • Valued for vision and targets • Aligns people in the trust • Focused on the here organization • Concerned with change and now • Focused on the future • “Doing the things • “Doing the right thing” right” “I don’t tell people what to do. I explain to them what needs to be accomplished. Their own energy and creativity takes care of the rest.” General George Patton
Identifying Your Stakeholders Stakeholder : Any group or individual with the power to help, hinder or otherwise influence your work Who are the different groups? What power and influence do they have? Stakeholder Identification What do they need or want from us? What can they contribute to our efforts? What more do we need to know about them?
Working With Stakeholders Stakeholder : Any group or individual with the power to help, hinder or otherwise influence your work High Low Core Actors: Supporters: Uncommitted: Bystanders: Opponents: Their Who do not Who could Groups which Groups involvement control your job become wither tolerate your which will act is key supporters or work, but who to block your opponents will expect activities concessions and benefits from it
Strengths Inventory
Personal Leadership Strengths • Moving from focus on organizational culture/context and role to skills and personal strengths • Resource: Delphi study on critical skills and knowledge • Observations from pre-survey • Gallup organization’s work on strength-based leadership
Principles of Strengths-based Leadership • Awareness/self-knowledge is key • Don’t try to emulate others: there is no one skill set or road map • Sharpen and play to your strengths (on- going process) • Don’t try to fix weaknesses, but hire and network for them • Manage others to maximize their strengths • Builds self-confidence, authenticity, and credibility
Articulating Your Strengths • Resource: http://www.strengthsfinder.com • Five clues to talent • How can you most effectively apply your own personal strengths to lead comprehensive internationalization
Leadership Challenges for the Senior International Officer
Leadership Challenges for the Senior International Officer From my professional experience, the two most important things that I have learned: • There will always be huge challenges in this position and • There will always be enormous challenges in this position.
Leadership Challenges for the Senior International Officer What you do think are some of the greatest SIO challenges?
Leadership Challenges for the Senior International Officer Based on your survey feedback: • Lack of Funding/Resources • Lack of Institutional Support • Lack of Buy-In • Managing Growth
Leadership Challenges for the Senior International Officer Small Group Discussion • In groups of 4-5, discuss these and other possible challenges of a Senior International Officer.
Leadership Challenges for the Senior International Officer Challenge #1 Lead Without Controlling
Leadership Challenges for the Senior International Officer • No one owns International Education, rather, you facilitate, support, enhance, and strengthen it. • Your role is to serve as a bridge. • Your role is to contribute and advise, but not to “steer the ship” on every initiative.
Leadership Challenges for the Senior International Officer Challenge #2: Relationship Building and Cultivation
Leadership Challenges for the Senior International Officer Become the “VALUE - ADDED” international education administrator.
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