Leadership on Deck Institute (LDI)
Leadership on Deck Institute (LDI) This academic year-long administrative training is limited to 10 participants, who will commit to exploring opportunities for administrative advancement and to being included on a roster of faculty who have been vetted for key administrative roles, e.g., associate chairs/chairs, assistant/associate deans/deans, academic program leaders, and assistant/associate/vice provosts.
The opportunity is designed to allow faculty who have not served in an administrative role to reflect on their strengths and shortcomings relative to an administrative career; to introduce them to various leadership roles; to cultivate core leadership skills; to develop and capitalize on a commitment to promoting diversity, equity, and inclusion; to provide an opportunity to demonstrate preparation by completing a self-led leadership project; and to complete a Leadership Statement and final assessment. Training will begin with a personality inventory. The program will include opportunities for mentoring and networking.
The LDI class will meet one Friday per month in September, October, November, January, February, March, and April. The April meeting will feature presentations, an assessment, and a celebration. Each session will focus on a specific topic, offer a guest lecture by an experienced administrator, present an engaged/active learning opportunities, and allow abundant interaction among participants. By holding the LDI annually, participating faculty will grow the ranks of faculty prepared to accept leadership positions, either as an interim or on a permanent basis.
2022-2023 LDI Working Schedule
Additional potential topics:
- Impacts of social media
- Emotional intelligence
- Evaluation and tracking
- Gender and leadership
- Transformation, leadership and change
- Enneagram/personality traits?
- Board meeting attendance
Sample Leadership on Deck Session
Conducting Crucial Conversations
- Conducting crucial conversations (CC) and communicating clearly
- Motivating unit members through crucial conversations
- Dealing with disagreement and difficult individuals
- Dissolving the relationship and involving third parties
Before the session
- Crucial Conversations: Tools for Talking When Stakes Are High, Kerry Patterson, et al.
- “Taking the stress out of stressful conversations” HBRJuly-August 2001, pp. 113-119
- Guided reading reflection
|1:00-1:30||Discussion of readings|
|1:30-2:00||Interview with experts from Office of University Counsel, Disability and Access Center, Human Resources|
|2:00-2:30||Conducting difficult conversations. Multiple roles plays in small groups.|
|2:45-3:30||What do you do when promises for new behavior fall through? How to adjust/dissolve a relationship through termination or other methods|
|3:30-4:00||Summary, takeaways, and actions steps|
Session Learning Outcomes
Following the session participants will be able to do the following:
- Describe barriers affecting effective interpersonal communication
- Describe strategies for enhancing interpersonal communication in the workplace
- Use crucial conversations principles to motivate others
- Create a strategy to dissolve a relationship