Module Leader Development Session

Had a short, informal session with my line manager and programme leader about various aspects of the University’s processes around being a module leader and the new responsibilities I have. I found it really useful to get more details about things like completing reports for the external examiner and the required paperwork for our module boards which are imminent.

Winging It

country_profiles

I’m having one of those periodic feelings that I’ve been neglecting the blog a little, so some updates on what I’ve been up to:

Ramifications of the department restructure in July continue, as the programme leader for our Academic Practice PG Cert – and my informal mentor – decided to leave the institution in December for new pastures. That has meant that I’ve been thrown out of the frying pan a little. I’m no longer the informal module leader on the digital technology module, learning the ropes, it is all mine. Officially. Now. Whether I know what I’m doing or not. I’m slowly coming to realise jus how much of academia is people winging it as best the can. So far it’s going well. Half the taught sessions were done last year, and the first assignment submission is due shortly. I’ve also continued to provide a number of bespoke sessions here and there, including digital skills for Sociology students and WordPress for postgrad researchers.

On the other side of my job I’m working on formalising exactly what work we can do for academics in terms of developing their content which will comprise of a new set of Service Standards for Learning Materials Development, a low-key project management system for organising the team’s workload similar to what we used to have when we had access to Jira, and a dashboard for reporting what we’ve done. That’s something we definitely need more of, we do a lot of good work that doesn’t get shouted about enough. I’m also pushing for hardware and software updates. We’re still on Storyline 2 which is getting on a bit, and an upgrade to 3 should be fairly straightforward to get through, and I would like to run a pilot of Adapt or Evolve.

I’ve been working with our Medical School again to source and integrate a series of anatomy and physiology eLearning content units developed by an external company into a number of our Canvas modules. I made an interactive world map in ThingLink to showcase country health profiles written by students for an assessment on a sociology module which will build up over the next few years (above). I was down at our London Campus again in October to help with the selection and recruitment of a new VLE support officer there who then visited us in December for a few days training with myself and the team here. Finally, getting outside of strictly work, I’ve reached the denouement of my social media alienation. On the 31st of December, to go into the new year fresh, I deleted Twitter and Facebook from all of my devices, consigning my accounts to the same dark cupboard where LinkedIn and Google+ lurk, still in existence but wilfully ignored.

Session 3: Strategic Leadership, and Culture and Context Part 1

This was the first of two days covering the topics of strategic leadership, and culture and context, with today’s session also having a distinctive theme of reflection running through it. This started with a pre-sessional task to complete a short template document reflecting on an issue of leadership which you had faced at the university, this was then used as a basis for discussion in a group task on the day. I chose the integration of the Turnitin LTI into our VLE, a project which had stalled at the point at which I joined the university, but picked up and drove through to completion. The template we were asked to fill in was very helpful for getting me to think about this issue as a problem of leadership, rather than something technical to be overcome.

The first photo attached to this post shows the result of our morning group exercise, to create a visual depiction of what it means to us to be a middle manager. As a group effort there are various things going on in our drawing; to the bottom left is a comfortable paradise which we are shown to be leaving on our journey to become leaders, the kind that can conquer wild dire wolves. In the middle is someone on a boat, caught in a storm and frantically bailing out water which symbolises the pressures we can be put under, and for some reason there are a couple of people having a birthday party on the beach, celebrating success I think.

One part of this session that I particularly enjoyed was learning about different management styles, the various management theories that have come and gone over the past century or so, and talking about the differences between managing and leading, and how leading can inspire a team and be used to build people up, something we’ll be returning to during the sessions on coaching later in the year. As an aside, I also learned that the origin of ‘leadership’ comes from the Anglo-Saxon word ‘laedhere’ meaning guide, and the oldest known written record of this comes from Bede’s ‘Ecclesiastical History of the English People’ written in Monkwearmouth!

In the afternoon we turned to culture, values and contexts, with topics including the intersections between personal and corporate values, how cultures are defined or formed organically in organisations and the difficulties they face if they wish to change their culture, and how cultures and values can change or be forced to change as the result of external pressures such as, in an HEI context, governmental drive for a return on investment and increasing marketisation, and the changing perceptions, values and desires of students.

The day ended with a discussion on why and how to seek feedback on yourself as a manager and leader. One of the techniques introduced to us was the Johari Window – a concept which defines four aspects, or windows, to knowing ourselves. In the first window, or room, there is that which is public and which we also know about ourselves; secondly, there is that which is public but which we don’t know about ourselves, our blind spot; thirdly there is that which is known to us but no-one else, our private space; and finally the mysterious window of things about ourselves which are not consciously known to either ourselves or anyone else. An exercise we were given to shed light into the blind spot window was a list of adjectives which you give to trusted colleagues and ask them to pick the seven words they think best describe you. I used this technique after the session, giving the list to all of my team and another half dozen people I work closely with, and then collected the responses anonymously. Those responses were then collated to produce the rather re-assuring Wordle above.

The final image for this post is a photo of a disconcertingly simple chart that was drawn during the session showing how managers spend their time, with less time ‘doing’ and more time managing or leading the higher up you go. This has resonated and stuck with me because it helps to make sense of some of the tensions I’ve had in my new role as I am no longer able to spend as much time as I would like doing content creation style work and customer support. How to resolve this tension? Time, experience and this course is helping. It’s helped to define and demonstrate the value and need for my role which is making me more comfortable leading my team and in doing the kind of work that now takes up more of my time. Another option for me, looking a little further ahead, is to cross the line into academia proper, a minor career realignment that I’ve seen many people in my position doing.