Yeaaahhh… Not my management inspiration, I promise!
… same as the old boss!
I’m pleased to be able to officially announce that following a successful little shuffle and a re-grading, as of January 1st I am now the new Learning Design Manager in CELT.
This is very good, I am very happy. I’ve been at the top of my grade for a couple of years now, but I like CELT, I’m surrounded by a great team, and the new gaffer has been working out very well, so this is going to keep me settled at Sunderland for the foreseeable future.
Not a lot is going to change for me as a result. Back in 2014 (yikes) I was originally hired to be a team supervisor, but over the years I’ve ended up with more and more line and project management responsibilities, so this is a recognition of the situation as is more than anything else. And while I may have been a little reluctant to go down the more ‘management’ route of my career as I think I’ve written about before, it is logical, and I will still get carry on with teaching on the PG Cert, and with having a degree of freedom to do my own engagement work with external communities of practice.
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.
At my appraisal last year it was suggested that I attend the University’s second line manager’s development course. This was delayed by a year because the course was under redevelopment by HR in conjunction with our Business School’s Corporate and Professional Education (CaPE) team. The new course, now branded as ‘Leading from the Middle’, is a fully accredited post-graduate module resulting in a Postgraduate Certificate in Leadership and Change upon successful completion. I don’t have a lot of information at the moment but I suspect that assessment will involve a portfolio of evidence, and in any case I’ll want to blog about the course as it develops, so I have created a new page specifically to collect these posts together using the ‘LFTM’ tag. The taught sessions on the course are as follows:
Induction and Academic Skills
Knowing Yourself, To Lead Others
Strategic Leadership and Culture and Context (2 parts)