Organizational Matchmakers identifying and “fitting” faculty to leadership roles as they are opened or created |
1) Constant surveillance for potential by |
a) Participation in campus events |
b) Conversations with colleagues |
c) Taking note of people who “bubble up” in conversations about leadership and “step up” to smaller leadership activities |
d) Considering recommendations of colleagues |
e) Attention to search committee processes |
2) Noticing diversity of background, experience and thought |
3) Judging qualifications with regard to |
a) Credibility in scholarly work |
b) Characteristics of personality and work style |
c) Collaboration with diverse team members |
d) Communication across various modes |
e) Organizational thinking that considers institutional needs |
4) Determining “fit” |
a) Matching characteristics, abilities, and experience to open opportunities |
b) Assessing timing for the individual within his/ her career trajectory |
Mentors advising and supporting and Sponsors leveraging their positions to advance emerging leaders |
1) Mentorship: identifying goals, broadening scope of work and expanding networks; protection from overcommittment |
2) Coaching: talking through pending and hypothetical situations, providing feedback, setting goals and expectations |
3) Formal leadership training for skill development |
4) Sponsorship into new roles: |
a) Assigning/ nominating to positions that increase influence, visibility, and responsibility |
b) Advocating for selection through positive and un-pressured input to search committees |
c) Advocating for early success through conversations with colleagues in the unit that leader is joining. |
d) Providing transition support of resources and mentoring |
e) Acknowledging support publicly, admonishing and correcting privately |
Institutional Strategist advancing organizational goals, minimizing risk to reputations (university, protégé, and self), ensuring stability of institutional operations |
1) Supervising and conducting performance evaluations: |
a) Setting goals and providing resources |
b) Stepping in early with feedback appropriate to degree of error/ challenge |
2) Collaborating when possible; managing when necessary; separating if no other option |
3) Managing risk: |
a) Protecting institution from fiscal/ legal risk; |
b) Protecting individuals from reputational risk |