Taking a Proactive Approach to Leading Change

Last updated February 4, 2022
wooden dolls with a leader

Taking a Proactive Approach to Leading Change

Last updated February 4, 2022

Table of Contents

Introduction
6:30 CLosed lock icon
Change Management Basics
26:19 CLosed lock icon
Case Studies
35:34 CLosed lock icon
Working With & Through Others
38:05 CLosed lock icon
Relational Capital & Influencing Others
30:18 CLosed lock icon

Proactively shape the change you want to see occur on your campus.

Overview

In the current environment, change is no longer an infrequent ‘initiative’ that needs managing—it is all around us, it is constant, and it is not going away. But this does not mean that leaders should give up their autonomy: In too many cases, we experience change as happening to us (reactive stance) instead of proactively shaping the change we want to see, and the pace at which we want it to occur.

Join us online to learn how you can take a more proactive approach to change management. Through a combination of instruction, case studies, and group discussion, you’ll gain practical tools for convening others and accelerating progress on your change effort, even against the backdrop of meetings and committees that characterize decision-making in higher education. Specifically, you’ll learn how to:

  • Assess your own influence and authority
  • Identify and persuade your critics
  • Discern when and where to spend relational capital
  • Maintain focus on the bigger-picture goal

Who should attend?

This training is designed for higher ed leaders at mid-level or above who are charged with or invested in manifesting change—whether big or small. All functional areas will benefit from this training.

Agenda

May 18, 2022

1:00 – 4:00 p.m. Eastern

I. The Basis of Change Management

Our instructor will introduce common processes and change management frameworks to serve as a foundation for the rest of the training. You’ll engage in a group discussion about the change you are looking to effect within your team or division, or on your campus.

 

II. Taking Stock of Your Change Landscape

In this part of the training, you will:

  • Assess your own baseline level of influence and authority
  • Identify key players: Who are your critics? Who are your champions?
  • Take stock of systems and processes: What are the current enablers of your change effort? Conversely, what are the barriers? And what is getting in your way?

To help you apply these concepts, you will then be given a case study to workshop in small groups.

 

III. Relational Capital & Influencing Others

In this final portion of the training, you will learn how to:

  • Persuade your critics and leverage your champions
  • Identify the right people and moments for spending relational capital
  • Navigate committee and meeting structures to accelerate the pace of your change effort

To help you apply these concepts, you will then be given a case study to workshop in small groups.

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Portrait of Sarah Marie Zehr

Sarah M. Zehr Gantz

Senior Assistant Vice President for Academic Initiatives & Policies, Office of the Executive Vice President/Vice President for Academic Affairs, University of Illinois System

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