Western Carolina University UAC Leadership Committee
Jan Gilbert, Chair
LC Riouff
Casey Hurley
Christopher Dahlquist
John Ritchie
Jenni Giles
Dianne Lynch
Keith Corzine
Andy Degrove
Roger Turk
Malcolm Loughlin
Saretta Tatum UAC Leadership Committee
Report on Visioning & Strategic Planning Retreat held on February 5, 2002
Eighteen representatives from 3 of the 4 constituencies of the WCU community came together in a meaningful and informative half-day dialogue about the topic of leadership on our campus; specifically about the UAC Leadership Committee’s mission/goals/objectives within the broader WCU mission & aspirations. Three major areas were addressed:
- Evaluating Our Mission
- SWOT Analysis
- Where we are now as a committee in reference to our Strengths, Weaknesses, Opportunities, & Threats
- Recommendations (Action Planning Steps)
Our Mission:
Discussions revealed that most present saw our mission as linked to the broader UAC & University mission statements through common threads such as broad community participation, collaboration, academic freedom, leadership development (except in the overall university mission to be addressed by strategic planning), communication, teaching/learning (except in the UAC mission), civility, honesty, & integrity. A suggestion was made to add four values to the current statement of values:
- Stewardship
- Wellness
- Diversity
- Creativity
While examining linkages/alignment among the mission statements, we also examined accountability/accomplishments. Discussions concluded that we needed to:
- Measure the reality against our perceptions in regards to programs offered, attitudes, participation, skills/knowledge and leadership values
- Attract students/faculty to participate to a greater extent, consider diversity within the culture & recognize/reward exemplary leadership attributes when they surface
- Sustain the initiatives already begun in collaboration with HR
- Differentiate distinct differences between management and leadership
- Examine whether or not the LC can be effective without being aligned with the accountability structure of the University. If we believe effectiveness is limited because of not being aligned, we have several options:
- Find a way to align better with the university structure.
- Disband because the leadership development role we are pursuing is something the UAC does as a natural part of its mission.
- Inform senior level administrators about the mission/goals & objectives of the committee and enlist their support
SWOT Analysis:
Strengths:
- Historical perspective of culture
- Inclusiveness
- Collaboration
- Commitment/passion of members
- Support from UAC
- Question & challenge the status quo
- Respect for each other/listening
- Bold mission statement
- Rich/Solid base of skills in membership
Weaknesses:
- No identified and/or demonstrated needs
- No resources identified/requested
- No students/low faculty participation
- Questionable influence or impact
- No input currently in strategic planning for University
- No clear working ties to the "upper levels of administration"
- Lack of direction/focus/strategies to accomplish mission
Opportunities:
- To become a change agent
- To become a clearinghouse for leadership information/ideas
- Combine resources with HR
- Impact 7,000+ people
- At a crossroads/NOW is the time for input
- Fill a void
- Enhance faculty/staff camaraderie
- Improve climate/influence working atmosphere
- Request/utilize current consultant data in planning
Threats:
- Budget crisis
- Timidity/Risk of Failure/Quit too soon
- Lack of credibility
- Failure to get support/endorsement
- Seen as ineffective leading to burnout
- Lack of forward movement
- Restrictive state policies limit what can be done
- Status quo/change is a threat
Action Planning Steps:
- Make this report at the next UAC meeting on 2/12.
- At the same meeting, advise the UAC that the UAC LC & Exec Council will sit down with the VC’s at one of their upcoming weekly meetings, quickly educate them to history/current mission of the committee, outline the issues, garner their input regarding their own leadership challenges and present a plan with our suggestions for leadership direction and activities; asking for their support and endorsement. Also, request any consultant information reported which may potentially affect leadership activities. Possible suggestions presented were to have a leadership retreat for upper management, incentives (for SPA/EPA) for attendance at LI/MASE training, dual paths (career & leadership tracks), leadership development series, Leadership Guild, etc.
- Depending on the outcome of that meeting:
- If support is apparent, continue with step four
- If support is not forthcoming, disband committee and consider incorporating it within UAC or instead, renaming it as an HR advisory committee
- Meet on 2/19 at the regular Leadership Committee meeting and determine strategies/specific activities for carrying out our mission.
Musing from the Chair:
In reflecting on the events of the day and following several brief, yet pointed discussions with participants, I feel a need to theorize less and focus more on the next steps. I realized that we (the Leadership Committee) have been approaching this task as though we were metaphorically attempting to "eat an elephant". We cannot, as a committee, be all things to all people/constituencies. What we could accomplish as a project is to develop a cohesive force of "internal consultants" who reinforce and model the leadership mission and values we espouse. Instead of just trying to train the "line staff" to be better leaders, we also embark on a 3-5 year project (in concert with these other efforts by HR) to develop a core group of "leadership consultants", including at least 3-4 from each constituency group. They would then become the "champions" and role models within their own arenas and inculcate leadership values/concepts through their passion, and personal leadership skills. Preferably, these "internal consultants" are high enough in the organizational structure within each constituency group to have some power and authority to affect the desired mission/goals/values and philosophy. Perhaps the leadership committee’s role is simply to be the match that ignites and fans an eternal flame by sponsoring/organizing training for these consultants.
Jan Gilbert |
