After participating in this online training, you will be able to address the challenges, opportunities, and actions needed for implementing a change initiative from a mid-level leadership role.
Leading change requires involvement and engagement from people across a wide range of roles and functions, and oftentimes, change initiatives are tasked to people who must lead from the middle. Mid-level leaders serve as connectors, mediators, and navigators between the external stakeholders mandating a change or executive leaders initiating a change, and the faculty and/or staff who are responsible for, or impacted by, implementation. In sum, the team leaders and managers in the middle make change happen.
- How do you lead change authentically—especially when the change may not be one that resonates with you?
- How do you lead direct reports who may be resistant to the change?
- How can you be the voice for your direct reports when tasked with a change initiative?
Join us for an interactive training that tackles some of these key questions for mid-level leaders. During this virtual training, we will take a case-study and consultative approach to leading change from the middle.
Extend Your Learning
This training builds on our initial training, Taking a Proactive Approach to Leading Change, which provides an overview of change management frameworks and theories, and guides you through a process for assessing your and your institution’s readiness for change (as well as the relational capital necessary to accomplish it). Participants do not need to have attended the initial training to benefit from this session, but we do recommend watching both trainings for the most comprehensive overview.
Who Should Attend
This training is designed for mid-level leaders, including those from staff, faculty, and administration who are tasked with leading others through a change—whether the change comes from internal initiatives or external demands such as accreditation, federal regulations, etc.
The Academic Impressions Online Learning Experience
Our virtual trainings go far beyond just replicating PowerPoint presentations online: these experiences are intentionally designed to give you the kind of robust and dynamic learning experience you’ve come to expect from Academic Impressions. These trainings provide you with an active learning environment and an online space where you can explore ideas, get inspired by what your peers are doing, and understand the range of possibilities around a certain topic. You will leave these sessions with practical solutions that you can take back to your team or task force.
What you will get:
- A dynamic, interactive, and high-touch virtual learning experience designed to engage and set you up for growth
- Seamless online face-time, networking, group work, and Q&A opportunities from the comfort of your own workspace
- Practical takeaways and hands-on knowledge
- Guidance from vetted subject matter experts
- Unlimited access to all recorded online sessions
1:00 - 3:00 p.m. ET
Here, our instructor will provide a high-level overview of common processes and change management frameworks to ground the training.
During the second part of the session, you will explore real-life situations generated by the audience. Our instructor will facilitate role-plays and small and large group discussions so that you can practice applying your new knowledge and identifying specific strategies and best practices.
We will conclude our time together with an extended Q&A where participants can share problems and source solutions from our expert and their peers.
Sarah Marie Zehr
Senior Assistant Vice President for Academic Affairs, Office of the Executive Vice President/Vice President for Academic Affairs, University of Illinois System
Sarah brings more than 20 years of experience in industry and academia, and in her current role, she works with the three universities in the University of Illinois system on common academic issues. Her success depends on relationship-building, collaboration, negotiation, and (occasionally) a gift for managing conflict.