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do not use2

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Lisa Donaldson

on 18 June 2017

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Transcript of do not use2

Goals for Today’s Session
Provide guidelines, techniques, and resources
to help you:

become more effective in your role
take charge of your day
increase your productivity
achieve professional growth and advancement
provide excellent experiences in each interaction to help your institution achieve its desired results
Guiding Principles
Extend your networks by building relationships
Acknowledge and understand culture
Ensure your decisions and actions align with the vision, mission, and values of your unit and institution
Know your role; seek to understand expectations
Be a leader
Practice cybernetic leadership (Birnbaum, 1988)

Engaged Leadership
According to Peter Drucker (2004), an effective leader:

Asks what needs to be done
Creates action plans
Takes responsibility for decisions and communicating
Thinks and says “We,” instead of “I”
Focuses on opportunities, not problems
Has productive meetings
Personal and Professional Growth
Take Charge of Your Day and
Achieve Professional
Development along the Way

Upper Midwest Association of Collegiate Registrars and Admissions Officers (UMACRAO)

November 4-6, 2015

Cybernetic Leadership (Birnbaum, 1988)

When facing undesirable behavior, ask “what am I doing that may be influencing what is happening?” (p. 210)
Upon encountering a problem ask “what is within my power to do to solve this problem that will not create more serious problems in the future? (p. 211)
Achieves status by being able to sincerely articulate the unspoken concerns of others
Key Concept:

you’re still responsible
for the outcome
• Have a method for
tracking delegated tasks
• Tell the person when
you will check
back with them
Ways to prevent going
to a meeting
• Eliminate meetings that do
not directly affect your roles
and responsibilities
• If you are unsure why you have
been invited to a meeting, ask.
•Offer to send your feedback
or ideas via email instead of
attending meeting
•Send a delegate, if appropriate
Limiting your time
at meetings
• Limit the length and/or
frequency of reoccurring meetings
• Ask for an agenda
• Which portion of the meeting
is most important for you to attend?
• Ask to be either first or last
on the agenda
• Ask for the inviter to
consider a shorter meeting
(e.g. 30 or 45 minutes)
• Arrive on time
If you:

show leadership;
get along well with others;
consistently demonstrate a high
quality and quantity of work; and
have a willingness to learn and adapt to change...
Then, you will achieve
Birnbaum, R. (1988). How colleges work. San Francisco: Jossey-Bass.

Collins, J. (2001). Good to Great: Why some companies make the leap... and others
don't. New York: HarperBusiness.

Crenshaw, D. (2014, September 1). The Myth of Multitasking Test. Retrieved November 2, 2014, from <youtube.com/watch?v=BCeGKxz3Q8Q>

Drucker, P. F. (2004). What Makes an Effective Executive. (cover story). Harvard Business
Review, 82(6), 59.

McIntosh, M. (2012). Productivity Tips. Reno: Emphasis on Excellence, Inc

Michael Scott - Leadership. (2012, October 4). Retrieved July 31, 2014, from <youtube.com/watch?v=El9kXmwP2sc>

Rath, T. & Conchie B. (2008). Strengths based leadership. New York: Gallup Press.

Wright, J. (2002, June). Time management: The pickle jar theory. A List Apart, 146, 1-5.


Nicole Rovig, Ph.D.
University Registrar, Michigan State University and Vice President for Information Technology, AACRAO
Rovig@msu.edu
(517) 355-8700
Presented by: Dr. Nicole Rovig, University Registrar,
Michigan State University and
Vice President of Information Technology, AACRAO

Michael Scott - Leadership
Leadership
Encourages open communication and listens
THINK peaceful, predictable productivity (McIntosh, 2012)
Pickle jar theory (Wright, 2002)
What gets scheduled gets done (McIntosh, 2012)
Learn to say no; develop a stop doing list (Collins, 2001)
Block time for processing, planning, and completing projects
Work in 60-90 minute intervals
Handle items one time
Reduce distractions and brain clutter
Examine your meeting schedule
Stop “multi-tasking”
Take Charge of Your Day
• Get the right people on the bus (Collins, 2001)
• Create a pocket of greatness (Collins, 2001)
• Build on strengths; what makes you feel strong
(Rath & Conchie, 2008)
• Identify small changes that can have a large impact
(Birnbaum, 1988)
• Open and close your day
• Timing is everything
Tips for Getting Things Done
Key Concept:
you must be able to accomplish
goals by working through others.

Establish, communicate, and enforce:


What
: verbal and written expectations

How
: consistently for all employees

When
: at least twice a year

Why
: both employees and supervisors know
what is expected and therefore, have the opportunity to meet or exceed those expectations
Performance
Expectations
Keep your resume up-to-date
Identify accomplishments
An “accomplishments” section of a resume is a must
Build and maintain peer relationships
View education through multiple lenses (Birnbaum, 1988)
Professional Growth and Advancement
Track your professional development activities

Apply what you learn

share your knowledge with others

Create a system to stay organized

Contribute to the profession

Demonstrate your ability to learn, grow, and develop
Summary
References
Yellowstone Lake, Yellowstone National Park, May 2014
Reflections
Willing to provide constructive criticism

Available for questions, accessible, and responsive

Friendly, caring, and understanding

Words and actions align

Is competent and hard working

Knows his/her employees

Articulates and supports a vision

Consistently demonstrates effective communication

Values your time and everyone else’s time (McIntosh, 2012)

Low maintenance

Consistently demonstrates high quality and quantity of work

Shows initiative

Is competent and knowledgeable

Gets along well with others

Keeps the boss well informed
http://www.jimcollins.com/media_topics/all.html#audio=13

http://www.jimcollins.com/media_topics/all.html#audio=13
Think you're good at multitasking? Take this test.
Full transcript