Embed Size (px)
Citation preview
LEADERSHIP IN RESEARCH WORKSHOP
Monday, June 3, 2019
St. Louis, MO
COURSE OBJECTIVES, AGENDA, & INTRODUCTIONS
Session Purpose:
To give you the opportunity to have conversations with your
peers about the challenges and opportunities you face in
running your research or LMI shops and to provide you an
opportunity to share best practices about potential ways for
addressing those challenges and opportunities.
Operating Principles:
• Informal Session – If you need to take a break, take it or if you have a question, ask it.
• Active Participation – Please actively participate and share your own knowledge and experience.
• “Be Present While You Are Here” o Please turn your cell phones off or on “silent” mode – If you have to take a call
please excuse yourself
o Limit replying to emails and texting
• Have Fun and Make Friends!
AGENDA: MORNING DAY 1 • Introductions, Course Objectives & Agenda8:00 – 8:45
• Determining the Research Function’s Role within an Organization
8:45 – 10:00
• Break10:00 – 10:15
• Balancing Leadership & Administrative Management10:15 – 11:30
• Lunch & Building and Protecting the Research Budget
11:30 – 1:00
ICEBREAKER INTROS
DETERMINING THE RESEARCH FUNCTION’S ROLE WITHIN AN ORGANIZATION
Drew Conrad, CEcD, CERPDirector, Institute for Decision Making
The University of Northern Iowa
Vision
“If you don’t know where you are going, any road will take you there.”
~ Will Rogers
“The future will not just happen if one wishes hard enough.
It requires decision—Now.It imposes risk—Now.It requires action—Now.”
~ Peter Drucker
What is a Vision
Describes what we aspire to become/achieve.
Reminds us of what we are trying to build.
Provides a source of inspiration.
Describes why it is important to achieve our Mission.
Defines changes we wish to create for the future of our organization/community/world.
IDM’s External Vision
IDM is a visionary, valued and versatile partner in Iowa’s pursuit for
economic growth and strong communities. IDM is well known for
adapting to trends and innovations and for elevating the standards in
development practices. IDM is an active economic and community
development leader in Iowa and beyond, recognizing the needs and
opportunities of Iowa’s communities as its priority.
IDM’s Internal Vision
In the year 2024, the Institute for Decision Making is….◦ Innovatively meeting the current and anticipated future needs of our clients
◦ Highly visible and has brand recognition among its clients and others
◦ Providing value to our clients through a talented staff with superior knowledge, skills and experiences
◦ Positively impacting the growth of the profession and practice of economic development
◦ Maintaining and growing strong partnerships within UNI
◦ Effectively growing strong collaborations outside of UNI by working with a larger and more diverse group of collaborators
◦ A sustainable organization, both professionally and financially, with an effective business model and business operations
What is a Mission
It answers:◦ Who are we?
◦ What is our purpose/what is our WHY – why do we exist?
◦ What business are we in?
◦ Who do we serve?
◦ How are we unique?
A mission:◦ Defines our “lane”
◦ Gives permission to say “no” (avoid Mission-creep)
◦ Reminds others why you exist and why you are important
IDM’s Mission
IDM empowers Iowans as they make decisions
and take organized action to improve their
communities through results-oriented and
innovative economic and community
development.
Principles, Values & Expectations
Values/Principles
◦ Are guiding principles, beliefs and underlying assumptions that guide the
organization.
◦ A value statement should communicate how the organization will conduct itself -
(aligns the heart with the head).
◦ Can serve as the foundation for decision making
Expectations
◦ Organizational norms or expected behavior
Black Hawk County Health Department’s Values
We are Accountable: We accept our individual and team responsibilities and meet the needs of our commitments. We expect to be evaluated by the successful execution of our commitments.
We are Effective: We utilize resources in ways that consistently produce desired results.
We are Responsible: We address the changing needs and trends that affect our diverse public. We are sensitive to the cultural and equity factors influencing health. We take responsibility for our performance in all of our decisions and actions.
We are Collaborative: Through effective partnerships and transparent communication, we practice collaboration internally and externally, vertically and horizontally, with public and the private sector, as a leader and as a team player.
We are Efficient: We maximize the benefits from our resources within a rapidly changing culture and economy to deliver services to the public economically without sacrificing quality.
We are Innovative: We foster an environment of continuous quality improvement where as we plan, do, study, and act upon evidence-based research, creative, open and resourceful changes to how we work.
We are Adaptable: We are flexible while remaining regulatory compliant and ethical.
IDM’s ExpectationsOur Expectations as an IDM Team:
A. We expect team members to provide an equal and consistent effort in working toward achieving IDM’s vision, mission and goals.
B. We expect team members to be respectful, honest, inclusive and supportive of and with each other.
C. We expect team members to be an active member of the team, to communicate appropriately and to be accountable for their actions and efforts.
D. We expect team members to continually work to raise their skills, knowledge and expertise, and to share those skills, knowledge and expertise with the rest of the team.
E. We expect team members to identify and maintain projects, clients and funding sources that not only sustains IDM but allow us to be innovative to create new methods, tools, services and processes e.g., laborshed, modifying Heartland etc.
F. We expect team members to always represent themselves, IDM, BCS and UNI professionally and ethically.
G. We expect team members to continue to create an awesome, fun, and inspiring place to work.H. To seek out opportunities to always help and support each other on the projects they may be
working on.
Your Group’s Role within the Larger Organization
Supporting Goal 3: Community Engagement -Create opportunities for
students, faculty, and staff to build external
relationships that enhance local and global learning
experiences and contribute to the cultural and
economic vitality of the Cedar Valley and Iowa
GOAL 4: Expand Direct Linkages to Academic Programs and Expand Student Experiential
Learning Opportunities
Student Success: Provide high-impact learning experiences and
professional credential opportunities that validate the
strength of the UNIBusinesseducation and promote the success
of our students.
Goal 5: Maintain and grow strong
partnerships within UNI
Discussion Questions
1. What is your team’s mission or purpose? Is it clearly defined and do you review it regularly? How do you inform new team members of it?
2. How do and your team articulate how you are helping your larger organization achieve its mission and vision?
3. Takeaway Question: If our team is successful over the next 5 years, what will that success look like and what will you accomplish? How will that us achieve our shared vision? How will it help achieve the organization’s vision?
BREAK!
BALANCING LEADERSHIP & ADMINISTRATIVE MANAGEMENT
Adrienne JohnstonChief, Bureau of Workforce Statistics & Economic Research
Department of Economic Opportunity
Hannah TaphornDirector, Research
REDI Cincinnati
Balancing Leadership & Administrative Management:
3 Signs of a Miserable Job
• Personal Leadership Style• Why do you want to be a manager/leader?• Recognize your strengths and weaknesses & balance them
• May use communication style, other team members, structure, etc.
• Effective Management Style• Find a framework that works for you
• Be intentional about workflow, delegation and communication• Flexibility- not all people and situations are managed the same way
• Empower & equip team to make decisions they need to
• Motivation, Morale, & Mobility• Set clear expectations (this is hard)
• Consistent accountability & discipline (this is harder)• Yes, I said discipline
• Engage other leaders or champions• Use training & organization structure to facilitate and reinforce
Group Questions:
“It’s the job of the manager not to light the fire of motivation, but to create an environment to let each person’s personal
spark of motivation blaze.”
• How can I illustrate what “good enough” looks like?
• How can I seek out dissenting viewpoints, and be open to new ideas?
• How can I make it clear why what my team does matters?
Knowyourteam.com
BUILDING AND PROTECTING THE RESEARCH BUDGET
Benjamin LasiewiczResearch Manager
Wisconsin Economic Development Corporation
MISSION
To advance and maximize opportunities
in Wisconsin for businesses, communities
and people to thrive in a globally
competitive environment.
Having tools means having a budget
But what if the tools were in too many budgets?
FISCAL YEAR 2019CHANGES
RESEARCH AND TOOLS OPTIMIZATION
RTO MISSIONTo bring about a collaboration of researching processes and
researching tools within the Wisconsin Economic Development
Corporation (WEDC).
RTO VISIONTo provide uniform responses to requests for information by
fostering a professional environment with an increased awareness
of the knowledge, skills, and abilities of WEDC research staff and
the data sources, software tools, and research methods used to
support economic development in Wisconsin
REVIEW FY19 RESEARCH TOOLS
18 Tools across the WEDC’s Five Pillars and BIA, BCD, IBD, and OPP Divisions.
FY19 Budget: $273,800
FY19 YTD Budget: $272,818 (+$10,000 Reserve)
FY19 Projected Budget: $278,947
REVIEW FY19 RESEARCH TOOLS
Takeaways◦ Creation of the Research and Tools Optimization Committee.
◦ Cleaned up numerous Research Tools documentation for Accounting to process all Research Tools
◦ Missing FY19 Research Tools Budget issues have been resolved with Accounting.
◦ Continue to collaborate to avoid Budget misappropriation.
How do you protect your budget
PROTECTING YOUR BUDGET - DEMONSTRATING VALUE
Know Your Business◦ Tracking, Tracking, Tracking
◦ Usage per project
◦ Usage per landed project
◦ Publications used to attract leads
◦ Substantiating Cost and Value◦ No. of RFIs needing information
◦ New leads from source
◦ Evaluate Annually
◦ Comparing Products
92%
8%
Total Projects Landed Using X Source
X Source
CRM -1200+ requests
PROTECTING YOUR BUDGET – TRACKING - POOR MAN
A WHOLE NEW WORLD - CRM & DATA ANALYTICS
My implementation…
A Poorer Man’s Version
A Poorer Man’s Version
TAKE-AWAYS
Know what you know◦ What are your tools
◦ Can they be used outside of what they are currently being used?
◦ How much are you spending ◦ Is there duplication with tools?
◦ Tracking, tracking, tracking◦ Provides snapshot in to metrics that can be used for defense of budget, defense of
tools, defense of research position, and performance
LUNCH!
BREAK!
AGENDA: AFTERNOON DAY 1
• Break1:00 – 1:30
• Building Your Team and Communicating with Customers 1:30 – 2:45
• Open Discussion & Wrap-up2:45 – 3:00
OPEN DISCUSSION & WRAP-UP
DiscussionWhat if your organizational leadership does not value the research function?
How might you deal with attempts to negate or undermine it?
What if high standards for data integrity are not valued by organizational leadership?
THANK YOU!
See you tomorrow morning at 10:00AM !
LEADERSHIP IN RESEARCH WORKSHOP
Tuesday, June 4, 2019
St. Louis, MO
WELCOME BACK & AGENDA
Session Purpose:
To give you the opportunity to have conversations with your
peers about the challenges and opportunities you face in
running your research or LMI shops and to provide you an
opportunity to share best practices about potential ways for
addressing those challenges and opportunities.
Operating Principles:
• Informal Session – If you need to take a break, take it or if you have a question, ask it.
• Active Participation – Please actively participate and share your own knowledge and experience.
• “Be Present While You Are Here” o Please turn your cell phones off or on “silent” mode – If you have to take a call
please excuse yourself
o Limit replying to emails and texting
• Have Fun and Make Friends!
AGENDA: DAY 2• Welcome Back & Agenda10:00 – 10:15
• Activating the Research Component of the Organization’s Strategic Plan
10:15 – 11:15
• Managing Work Flow11:15 – 12:15
• Collaborating with Outside Partners & Lunch12:15 – 1:30
• Break1:30 – 2:00
• Managing Transition & Change2:00 – 3:30
• Open Discussion & Wrap-Up3:30 – 4:30
ACTIVATING THE RESEARCH COMPONENT OF THE ORGANIZATION’S STRATEGIC PLAN
Neal Young, CERPEconomic Analysis Director
Minnesota Dept of Employment and Economic Development
What can you offer?▪ Identifying key customers—easier said than done—need to find a middle
ground between everyone and only the squeakiest wheels
▪ What do they need/want?
▪ Regular reports, rapid prospect response, BIG initiative support and leadership, time-sucking ad hoc requests, etc.
▪ Which things are highest priority?
▪ Do you package same information differently based on the customers?
▪ What are similar research teams doing?
Reactionary vs. Proactive▪ Developing Formal Planning Process
▪ How do you incorporate ad hoc requests after the plan is developed?
Building a Dynamic Product & Services Portfolio
Make▪ Slower Process▪Higher Quality, More Current (sometimes)▪ Staff training/transition▪Hidden costs
Buy▪Quick response▪Mixed Quality▪ Less People -> Buy More▪Explicit cost▪Outsource a Major Research Project? Benefits & Cost
Do You Make vs. Buy?
Team DiscussionDiscuss and Report Out:
How formal is your research unit’s workplan? What is the process used to develop it?
What happens to projects that come up that weren’t on the plan?
New boss asks “What 2 things does your team do best?” What do you say and why?
Have you seen a make vs buy decision that went wrong?
What are your best make vs buy decisions and tips you would tell others
MANAGING WORK FLOW
Dave RileyDirector, Business Intelligence and Research
The Right Place
79
DR. STRANGEFLOW or: HOW I LEARNED TO STOP WORRYING AND
LOVE THE JOB
Dave Riley
Director, Business Intelligence and Research
The Right Place, Inc
Grand Rapids, MI
80
Today’s Flow
• Who am I and what’s my background?
• What’s the role of self-awareness?
• What is actually important anyway?
• What’s the relationship between ownership and leadership?
• What are some specific tool, strategies, tactics, etc?
• Please chime in and share your experiences and lessons
learned.
81
82
83
84
85
86
87
88
Self-Awareness and Leadership
• For once, this is truly all about you!
• “The one constant factor in all your endeavors is you; understanding
yourself is therefore paramount.”
• “Self-awareness is empowering because it arms you with knowledge
and enables you to make better choices — to change or grow.”
• Is there a connection between self-awareness and managing workflow?
• How does one become self-aware?
• Move to Denver?
Source: Great Leadership Starts With Self-Awareness by Chinwe Esimai
89
Individual and group discussion
• What self-discovery assessments, tools, experiences have been
valuable (or not valuable) to you as a leader? And why?
• What did you learn about yourself (or what was clarified to you
about yourself) that changed the way you approach managing
workflow?
• 2 minutes for self-reflection
• 3 minutes table discussion
• 5 minutes whole group discussion
90
What’s important and what’s not?
Franklin Covey’s Time Matrix
1 2
3 4IMPORTANT + URGENT IMPORTANT NOT URGENT
URGENT NOT IMPORTANT NOT IMPORTANT OR URGENT
IMP
OR
TAN
CE
URGENCY
Franklin Covey’s Time Matrix
1 2
3 4IMPORTANT + URGENT IMPORTANT NOT URGENT
URGENT NOT IMPORTANT NOT IMPORTANT OR URGENT
Crises and pressing problems Strategies and values
Interruptions and busy work The trivial and wasteful
DEMAND + NECESSITYDAILY FIRE-FIGHTING
BE QUICK TO DELEGATE
OPPORTUNITY + PLANNING
CRITICAL THINKINGCONSIDER THE MACRO
ILLUSION + DECEPTIONNOT YOUR EMERGENCYMINIMIZE INVESTMENT
ESCAPE + WASTEENTERTAINMENT ONLY
USE TO MINIMIZE STRESS
IMP
OR
TAN
CE
URGENCY
Source:http://creativesource.com.ph/try-stephen-coveys-secret-to-getting-things-done/
93
Individual and group discussion
• Reflecting on Franklin Covey’s Time Matrix, Please reflect on
your initial reactions and thoughts on this model.
• Please provide 2-4 ways in which you could leverage this
paradigm to prioritize your work load?
• How does this paradigm relate to the prior self-awareness
discussion?
• 2 minutes for self-reflection
• 3 minutes table discussion
• 5 minutes whole group discussion
94
Ownership and Leadership• “When leaders don’t take ownership of their work, the impact is
far-reaching: Results aren’t achieved, forward progress doesn’t
occur and those being led aren't inspired toward continuous
improvement.”
• Define Accountability
• Ownership is a driving force of accountability.
• Start With The End In Mind
• What is the end goal of what you need to own?
• Know it, define it and don’t try to change it if it isn’t
achieved. Stay accountable to it.
• Don’t Be Afraid
• “I learned that courage was not the absence of fear, but the
triumph over it.” - Nelson MandelaSource: Ownership Is Leadership: Three Steps
To Owning Your Outcomes And Being A Better
Leader – Jared Narlock
95
Individual and group discussion
• Reflecting on Ownership and Leadership
• How does ownership affect your views on workflow
management?
• What are 1-2 ways in which you’ve owned or NOT owned
workflow related situations? What was the result? What did
you learn?
• 2 minutes for self-reflection
• 3 minutes table discussion
• 5 minutes whole group discussion
96
Specific Tool and Tactics • Full Group Discussion
What else?
97
Wrap Up
• There is no off-the-shelf solution
• It starts with SELF-AWARENESS
• Know what IS important and what IS NOT important
• It’s up to YOU to OWN it
• Test, Explore, Ask for Feedback, Be Creative, etc
98
COLLABORATING WITH OUTSIDE PARTNERS
Eric P. CanadaCEO
Blane Canada Ltd
©© Blane, Canada Ltd. Realizing Community Potential
Eric P. Canada
Collaborating with
Outside Partners
©© Blane, Canada Ltd. Realizing Community Potential
Collaboration
©© Blane, Canada Ltd. Realizing Community Potential
Engagement Levels
Help… deliver part
of the work
Partner… share full
responsibilities of
delivering outcome
Provider…to deliver
the full project to
spec.
Work Group
©© Blane, Canada Ltd. Realizing Community Potential
Work Scope
▪ Define and communicate your vision, goals and deliverables
– Data included?
– Budget parameters
▪ Specify roles and levels of participation
– Frequency of interaction
– Influence on the final product
▪ Set timelines and mileposts
– Realistic?
– Flexible!
▪ Cost sharing option?
– Maintain scope?
10%Rule
▪ Creative Component?
‒ Explore & deliver the unexpected?
©© Blane, Canada Ltd. Realizing Community Potential
Current Collaboration
Wo
rk P
rod
uc
t o
f
Ec
on
om
ic D
ev
elo
pm
en
t
What is the…
©© Blane, Canada Ltd. Realizing Community Potential
Metrics
▪ Jobs
▪ Cap x
▪ Wages
▪ Taxes
Incentives
©© Blane, Canada Ltd. Realizing Community Potential
Metrics
▪ Jobs
▪ Cap x
▪ Wages
▪ Taxes
Incentives
©© Blane, Canada Ltd. Realizing Community Potential
Work Product of EconDev?
▪ Marketing/Sales▫ Prospect management/services
▫ Opportunity pipeline
▫ Closing ratio
▪ Business Retention▫ Client management/services
▫ Full interviews
▫ Quick interviews
▫ Growth pipeline
▪ Entrepreneurship & Business Development▫ Assistance
▫ Programs
▫ Launch pipeline
▪ Product Development
▪ Administration & Operations
©© Blane, Canada Ltd. Realizing Community Potential
Partner Candidates
▪ State Agencies
– LMI Agencies
– ED Agencies
▪ Utilities
– Research staff
– Funding partner?
▪ Colleges & Universities
– Outreach Programs
– Faculty
– Student Class Projects
▪ Consultants/Business
– Local vs National
– Topic Expert vs Generalist
▪ Local/Regional EDOs
– Research staff
– Funding partner?
▪ Councils of Government/ Planning Organizations/Local Governments
▪ Non-Profits
©© Blane, Canada Ltd. Realizing Community Potential
Is Collaboration Right for Me?
What are the benefits of collaboration?
Am I OK with letting go of all or part this
project?
Does time allow?
What are the risks involved?
Will the final product be equal to or better
than a solo approach?
LUNCH!
WORKSHOP SURVEYPLEASE TAKE THE WORKSHOP SURVEY! WE DEPEND ON YOUR
FEEDBACK TO PLAN FUTURE TRAININGS/ WORKSHOPS.
https://www.surveymonkey.com/r/LeadershipSTL2019
We will also email a link to all attendees after the course.
MANAGING TRANSITION & CHANGE
George Harben, CERPDirector, Existing Business
Prince William County Department of Economic Development
Managing Transitions
William Bridges
Graduate from high school
Graduate from college
First real job
First date
Marriage
First child
Career change
Retirement
Commonly Acknowledged Transitions
115
1st crush
1st love
1st pet
Child potty trained
Spouse career change
Last child goes to college
First grandchild
Less Obvious Transitions
116
Leadership resignation/retirement
New boss
New leadership
New board
New grant
New initiative
Promotion
New hire
Business Transitions
117
Leadership in Research – Managing Transitions -2
Table Questions
You made a transition from a subordinate to a manager. What do you wish someone would have told you about the transition?
Hopefully you read the suggested book. Which temptation is the one you struggle with the most? What do you do to compensate?
What can leaders do to best prepare coworkers for work-centered changes? Whether that be restructuring, becoming a leaner team, welcoming new team members, etc.
How can an effective leader help a coworker or employee when they notice an outside of work life transition experienced by the coworker?
How do you reward your stars? Does this cause resentment? If so, how have you handled it?
Transitions is like a MarathonMarathon Effect
But can feel like thisMarathonEffect
Ending
NeutralZone
NewBeginning
impatience
anger
resentment
fear
anxietyloss
confusion
disconnectedness
sadness
anticipationconfidence
satisfaction
ease
renewal
energy
curiosity
receptivity
121
excitement
denial
disorientation
completion
In Summary…Phases of Transition
Ending
• Letting go
• Getting closure
• Saying good-bye
New Beginning
• Renewal
Being “with it”
• The new chapter
Neutral Zone
• In-between time
• Confusion
• Clean slate
122
OPEN DISCUSSION & WRAP-UP
Wrap-Up Ideas• Open mic: what else do you want to know/
talk about?
• What else could be useful?
• Other resources, issues, challenges that haven’t surfaced?• Anything you’ve found helpful that you want
to share?
• Key Takeaways
THANK YOU FOR LEARNING AND
LEADING WITH US!
