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Academic Heads Leadership Induction Program 2008

The Academic Heads Induction Leadership Program is scheduled for the 13 and 14 February at Balgownie Estate, Yarra Glen.

The outcome of this two-day residential program is to build leadership and management capability in Academic Heads. It is ultimately a program which focuses on practical application and skill development to enable participants to fulfil the requirements of their role.

The program will offer participants the opportunity to:

  • Understand the expectations of the Head of Department role and to learn from other Head’s experience in planning, organising and prioritising
  • Engage people in a team approach to change and innovation to maximise productivity
  • Demonstrate strategic thinking in the development of systemic solutions and approaches to challenging situations
  • Identify the skills for managing resources, people and time, including the use of self management, delegation and performance management techniques
  • Take time to identify issues and develop an Action Plan.

Guest Speakers – Stories from the Field

One of the major features of this program will be the involvement of internal speakers, who will share their experience and stimulate practical discussions about the importance of the role of Academic Head at Monash.  Their “Stories from the Field” will include insights about personal experiences, transition into the role of HoD, challenges and key lessons for success. Speakers for this program are:

  • Professor Edwina Cornish, Deputy Vice-Chancellor (Research)
  • Associate Professor Gordon Sanson, Head of Department, School of Biological Sciences, Faculty of Science
  • Professor Brett Inder, Head of Department, Department of Econometrics and Business Statistics, Faculty of Business and Economics

Course Content

DAY ONE - PLANNING

  • Systems thinking - a framework for managing in turbulent, complex and uncertain times
  • The Monash/Department context - SWOT analysis of the current Department/organisation environment
  • Strategic Thinking – the case for meaningful strategic, business and workforce planning, including creating engagement for the Department vision and goals
  • Managing expectations and competing demands – relationship management strategies and stakeholder analysis
  • Creating an outcome focus – being purposeful, responsive and accountable
  • The importance of self awareness

PROFESSIONAL ORGANISATION

  • Priority management, time management and diary management
  • Balancing efficiency and effectiveness – establishing clear expectations and a measurement framework for success
  • Effective communication, team development and relationship management
  • Transparent practice – being consistent and identifying consequences
  • Delegation - How to use assistants effectively

DAY TWO - PERFORMANCE DEVELOPMENT

  • Influencing thinking – rather than controlling results
  • Defining behavioural expectations and the need for congruent modelling
  • Performance management – giving and receiving feedback
  • Courageous conversations
  • Developing skill and capability- manager as coach
  • Performance plans – learning and development opportunities

EVALUATING AND IMPROVING

  • Measuring success – key performance indicators and success factors
  • Continuous learning – debriefing practices
  • Seizing opportunities – entrepreneurial, cultural and educational
  • Managing turbulence - change and transition
  • Evaluating learning effectiveness – presentation of individual Action Plans