Dr. Kathryn Burkgren Director, Organizational Development for Faculty & Staff, Cornell University President, National Consortium for Continuous Improvement (NCCI) Co-Director, Higher Education, Bacharach Leadership Group (BLG)

“Individual leadership that benefits the long-term good of society by positively influencing people, creating change, and demonstrating values that support the highest principles of society.”

Dr. Kathryn Burkgren

1. Self-Awareness

“Your thoughts determine your character . . . The first person you lead is you.”

John C. Maxwell

1. Self-Awareness 2. Ethics & Integrity

“When the master makes a mistake, she realizes it. Having realized she admits it. Having admitted it, she corrects it. She considers those who point out her faults as her most benevolent teachers. “

Tao Te Ching

1. Self-Awareness 2. Ethics & Integrity 3. Respect & Honor Others

“People do not care how much you know until they know how much you care.”

John C. Maxwell

1. Self-Awareness 2. Ethics & Integrity 3. Respect & Honor Others 4. Align & Measure

“The most successful leader of all is the one who sees another picture not yet actualized.”

Mary Parker Follett

1. Self-Awareness 2. Ethics & Integrity 3. Respect & Honor Others 4. Align & Measure 5. Value Personal Growth

“Don’t judge the day by the harvest you reap, but by the seeds you plant.”

Robert Louis Stevenson

1. Self-Awareness 2. Ethics & Integrity 3. Respect & Honor Others 4. Align & Measure 5. Value Personal Growth 6. Focus on Team

“If a team is to reach its potential, each player must be willing to subordinate his personal goals to the good of the team.”

Bud Wilkinson

1. Self-Awareness 2. Ethics & Integrity 3. Respect & Honor Others 4. Align & Measure 5. Value Personal Growth 6. Focus on Team 7. Deliver Excellence

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.”

Aristotle

“I have not failed. I’ve just found 10,000 ways that won’t work.”

Thomas Edison

Inputs:   Operate from a Values-based foundation

Inputs:   Operate from a Values-based foundation   Align strategic priorities and challenges to the mission and

vision

Inputs:   Operate from a Values-based foundation   Align strategic priorities and challenges to the mission and

vision   Develop a shared common language

Inputs:   Operate from a Values-based foundation   Align strategic priorities and challenges to the mission and

vision   Develop a shared common language   Set clear expectations

Inputs:   Operate from a Values-based foundation   Align strategic priorities and challenges to the mission and

vision   Develop a shared common language   Set clear expectations   Ensure a commitment to growth, development, and talent

management

Inputs:   Operate from a Values-based foundation   Align strategic priorities and challenges to the mission and

vision   Develop a shared common language   Set clear expectations   Ensure a commitment to growth, development, and talent

management   Give and receive on-going feedback and measurement

aligned to performance management

Inputs:   Operate from a Values-based foundation   Align strategic priorities and challenges to the mission and

vision   Develop a shared common language   Set clear expectations   Ensure a commitment to growth, development, and talent

management   Give and receive on-going feedback and measurement

aligned to performance management   Encourage discovery, respectful questioning and continuous

innovation

Inputs:   Operate from a Values-based foundation   Align strategic priorities and challenges to the mission and

vision   Develop a shared common language   Set clear expectations   Ensure a commitment to growth, development, and talent

management   Give and receive on-going feedback and measurement

aligned to performance management   Encourage discovery, respectful questioning and continuous

innovation Output:   EMPOWERED EMPLOYEES WHO DELIVER RESULTS!

“If your actions inspire others to dream more, learn more, do more, and become more, you are a leader.”

John Quincy Adams

Experiential Job-Specific Leadership

Provides functional

development opportunities for specific

jobs

Spans across all

contribution types and

career levels

Applicable to Developing &

Managing Others

contribution type

Management

Develops

through work experience

opportunities

Experiential

Develops

through work experience

opportunities

Committees

Involvement

Stretch Assignments

Rotations

Presentations Cross Training

Projects

Task Forces

Job Shadowing

Cross Training

Leadership Development Building Teams Leading Change Developing Facilitation Skills

Management Development Mastery Level Courses

Leadership Development Harold D. Craft Leadership Program Executive HDCLP Faculty Leadership Program Management Institute for Academics

Management Development Applying Level Courses Effective Interactions in Organizations for Chairs Advance Sessions

Faculty/Supervisor/Manager Foundational Programs and Training Effective Interactions in Organizations for Faculty at Large New Supervisor Orientation Certificate Programs Supervisor Development Certificate Program Additional Job Specific Skill Building

Individual Contributor Training (Turning Point, Office Professionals, Skillsoft, Additional Job Specific Skill Building)

Gen

eral

Man

ager

Tra

ck

Leading Cornell Program

Executive Level

Step: 1 Data Gathering and

Report (Human Resources)

Step :2 Present Data to

Senior Leader for assessment

Step 3: Identify key

positions and high potentials for succession

Step 4:

Identify development plans for high

potentials

Step 5:

Succession Plan •Org chart

•Position/Talent Profiles

•Progression plan

University Methodology to Lead Change

Strategic Planning

Goal Alignment

Process Improvement

Implementation & Continuous Improvement

Change Leadership

University Methodology to Lead Change

“The bottom line is that leadership shows up in the inspired action of others. We traditionally have assessed leaders themselves. But maybe we should assess leadership by the degree to which people around leaders are inspired.”

Dr. Jack Weber

Dr. Kathryn Burkgren Director, Organizational Development for Faculty & Staff, Cornell University President, National Consortium for Continuous Improvement (NCCI) Co-Director, Higher Education, Bacharach Leadership Group (BLG)