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Leading Engagement

A fully engaged service

Doug Parkin Programme Director

@LFHE_Doug

• Leading student engagement

• Leading staff engagement

• Leadership development

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LF: Catalysing Change, 2015 – 2020

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Provides a dedicated service of support and advice on

leadership, governance and management for universities

and higher education colleges

www.lfhe.ac.uk

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Three leadership frontiers

Leading engagement

Leading enterprise

Leading innovation

Shaping the

future

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Engagement

• Transactional – meeting needs

• Transformational – energy and connection

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Mental Physical Emotional Spiritual

Align the energy of others behind an attractive goal

(Bennis and Nanus, 1985)

Engagement a ‘give and get’ relationship

Engagement – roots and branches 6

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Habit forming change is heart inspired

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To reshape action in the future you must reshape both thinking and feeling in the present

Real change forms new habits that last!

Make me care…

Head, mind and heart

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People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that

influences their feelings

(The Heart of Change, Kotter and Cohen, 2002)

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Collective commitment

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Leading student engagement

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The engagement deficit • To what extent are you satisfied, or not, with the overall quality

of your course?

– Not at all satisfied – 2% – Not very satisfied – 10%

– Fairly satisfied – 59% – Very satisfied – 28%

• Good or very good value for money? – 35% (England, n = 10,865)

• What do students want in a teacher:

– Training in how to teach – 39% ranked first

– Relevant industry or professional experience – 44% ranked first

– Currently active researchers in their subject – 17% ranked first

• Where would you most prefer your university to save money?

– Sport and social facilities – (largest score) 46%

– Learning facilities – (smallest score) 5%

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(The HEPI-HEA 2015 Student Academic Experience Survey.

15,129 respondents)

What do students need? Experience

Motivation Relationships

Environment Resources

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Students and their experience

Motivation Relationships

Environment Resources

Tutors

Fellow students

Materials

Rich

Timely

Clear Accessible

Physical

Psychological

Intrinsic

Extrinsic

Competitive Social

Flexible

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Learner motivation • Want to learn

• Need to learn

• Have to learn

• Should learn

• Could learn

• May learn

• Won’t learn

• Can’t learn

Wanting goes right to the heart of human urges, emotions and feelings. When there is such a powerful factor at work… the results can be spectacular (Phil Race, 2001)

We need to ask what students want rather than second guessing (Mick Healey, 2015)

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The learning environment “A university is just a group of buildings gathered around a library” (Shelby Foote)

“The virtual student believes that high-quality learning can happen anywhere and anytime” (Palloff and Pratt, 2003)

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Martini Information Literacy

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Anytime, anyplace, anywhere

Resources and information: how does this expectation change what Information Literacy means?

(Andrew Walsh, LILAC 2011)

Digital literacy, the ability of students to use

online resources and technology and work

effectively in a virtual environment, is one of the

most widespread themes of the CLL project

(Changing the Learning Landscape, 2014)

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How does your service...

• Support and enhance student motivation?

• Strengthen the opportunity for rich and rewarding

learning relationships?

• Enable the right learning resources to be available in

the right way at the right time?

• Create a safe but stimulating learning environment

that adapts to the needs of the learner(s)?

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Engaged students learn how to learn

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“I forgot to make a back-up copy of my brain so everything I learned last semester was lost”

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Leading staff engagement

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Pressures on the HE sector

DRIVERS

Funding and competition

Global – international

Quality, diversity and fairness

Technology

Stakeholder expectations

Students – students – students

Sustainable futures

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Forecasting the future is tough • Sir Alexander Graham Bell (1897)

– This invention will be so significant it’s likely we will see one in every...

• A prominent banker advising Henry Ford (1903) – The horse is here to stay but the automobile is only a

novelty – a fad • Thomas Watson, Chairman, IBM (1943)

– I think there is a world market for about... computers

• Ken Olson, Chairman, Digital Corp (1977) – There is no reason for any individual to have a computer in

their home • Sir Alan Sugar (2005)

– Next Christmas the iPod will be dead, finished, kaput

town

five

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Innovation and change

What are the bridges?

– Technology

–New business models

– Efficiency agenda

– Empowering the user

–Approach to leadership

Development of effective leaders at all levels of the organisation

is the number one priority for UK and global organisations

(Deloitte survey of CEOs and HR leaders – 2500 orgs. in 90 countries, 2014)

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Disengagement

Gallop “State of the American Workplace Report 2013”

70 % of workers in the USA

are not engaged in their work. Defined as essentially sleep walking throughout their day.

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The engagement deficit

The UK has an employee engagement deficit. Survey after survey indicates that only around one third of UK workers say they are engaged – a figure which leaves the UK ranked ninth for engagement levels amongst the world’s twelfth largest economies as ranked by GDP (Kenexa 2009)

(Engage for Success website)

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Engaging for Success report Four enablers of engagement:

• Visible, empowering leadership providing a strong strategic narrative about the organisation, where it’s come from and where it’s going

• Engaging managers who focus their people and give them scope, treat their people as individuals and coach and stretch their people

• There is employee voice throughout the organisations, for reinforcing and challenging views, between functions and externally, employees are seen as central to the solution

• There is organisational integrity – the values on the wall are reflected in day to day behaviours. There is no ‘say –do’ gap

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You are here...

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Getting connected Connecting with yourself – personal values,

priorities and emotional makeup

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Connecting with the organisation/change – values, priorities and emotional climate

People

Projects

Rewards

Progress

Recognition

Results Shared purpose

My goals/plan

Energ

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Tenacity Clarity

Energ

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Releasing potential...

...and setting performance free 30

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Leading performance

Leading performance v

Managing performance

When was the last time you heard someone say

“what we need around here is less leadership and more management”

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Carry inspiration with you

• Find things that actively inspire you...

• Visit them frequently

• Carry them with you all day long

The singer The runner The leader

The dreamer The fighter The winner

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Seeking inspiration

• Personal

• Professional

• Organisational

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The troll under the bridge

The troll under the bridge who says you cannot cross!

On the way up the hillside, the three billy goats Gruff came to a river.

On the other side of the river was a beautiful meadow with the finest grass they had ever seen.

There was a wooden bridge over the river, but under the bridge there lived an ugly troll. People were afraid to cross the bridge because of the troll.

Every time he heard footsteps on the bridge, he jumped out, roared and gobbled up the person who was trying to cross.

(Three Billy Goats Gruff – a Norse fairytale first collected and published between 1841 and 1844) 34

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Leadership Development

Future Leaders Programme overview

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Future Leaders - key facts!

• Who for? People who aspire to a strategic role within professional services and have proven management experience

• Takes place over a full 12-months

• Collaboration with UCISA, SCONUL, JISC and the British Library

• Ten cohorts since 2006 (groups of between 12 and 21)

• IT services, library services, learning technologists and student services

• Participants – 171 (12 are current)

• Number of known promotions – 93

Nothing could have prepared me for the impact this programme has had!!

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Personal, team, and organisational challenges in professional services

360 Assessment Review

FLP Overview

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The three modules Module 1 (March) – Personal Foundation of Leadership

– Self-awareness

– Leadership capabilities

– Leadership inquiry

Module 2 (July) – Leadership Behaviours, Team Dynamics and Org. Politics

– Leadership behaviours – leading teams

– Communication skills and influencing

– Conflict and holding difficult conversations

– Emotional intelligence

Module 3 (November) – Leading Organisations and Change

– Strategic decisions

– Organisational change

– Threats and opportunities

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Leadership Foundation Programmes

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True potential – true talent

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Thank you

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Doug Parkin Programme Director

@LFHE_Doug

www.lfhe.ac.uk