Unit Leaders

 

Unit leaders are accountable for translating school strategic priorities into operational realities in their units. They ensure that their teams, managers and supervisors in their units as well as themselves are well-prepared to perform the work and deliver against operational and strategic goals.

 

Capabilities to Develop/Master

 

Unit/Business Development  

Financial and Business Acumen

  • Knowledge and understanding of financial data how to act on them; knowledge and understanding of implementation and operation functions of the organization and their interrelationships

Boundary Spanning

  • Shifting from a bounded, within-group mindset to a boundary spanning, cross-group mindset, working effectively across horizontal (of function and expertise) and vertical boundaries (across levels and hierarchy)

Strategic Thinking

  • Thinking that includes a systems perspective intention, intelligent opportunism, thinking in time, and hypothesis generation and testing
     
Team Development  

Culture Building

  • Integrating the Defining Principles into business/program processes. Creating the conditions to promote behaviors that reflect the desired culture and/or support behavioral change

Change Management

  • Identifying opportunities for improvement and supporting innovative approaches to address work process issues while minimizing change impact on the team and the business/program
   

 

Self Development  

Managing Through Others

  • Delegating and holding unit supervisors and managers accountable for managerial work (i.e., quality of personnel selection decisions, frequency and quality of performance feedback)

Time Allocation

  • Shifting time from day-to-day tactical activities to strategic issues
  • 65 to 75% time devoted to managerial/leadership work; 25 to 35% time allocated to individual contributor work

Cross-unit Collaboration

  • Engaging with other units (at Haas, UC and/or external) to achieve outcomes that are above and beyond those that would be accomplished by the unit alone



 

Development Opportunities

The programs and activities below form an initial list of learning and development opportunities for unit leaders.

 

Unit/Business Development

- Leading a business unit with profit/loss accountability

- Managing a significant function (e.g., sales, IT, finance)

- Preparing and presenting business plans

- Participating in activities such as scenario building, gap analysis, stakeholder mapping

 

Experiential Learning

     
- Haas Supervisors and Managers Workshop Series

- Cross-functional networking

  Learning from Others/Teaching Others
     

- Financial Analysis for Non-Financial Executives (CEE)*

- New Campus Management Development Program (beta-testing)*

- Problem-finding, Problem-solving (PFPS) for Staff

 

Formal Learning

 

Team Development

- Leading cross-functional teams in areas such as process/quality improvement

- Modeling professional development best practices

- Modeling behaviors that reflect the Defining Principles

 

Experiential Learning

     

- Peer/report mentoring

- Sounding out ideas that promote discussions and constructive feedback

- Seeking advice and asking opinions

  Learning from Others/Teaching Others
     

- Boot Camp for Experienced Managers (CEE)*

- Negotiation and Influence (CEE)*

- The Berkeley Executive Leadership Program (CEE)*

- High-Impact Leadership Developing your Communication Style (CEE)*

 

Formal Learning

 

Self Development

- Leading cross-functional teams in areas such as process/quality improvement

- Modeling professional development best practices

- Modeling behaviors that reflect the Defining Principles

 

Experiential Learning

     

- 360 Feedback**

- Coaching

- T&D Curriculum Resources

  Learning from Others/Teaching Others

 



*Participation in programs offered through CEE is subject to space availability. Please plan ahead.
**360 Feedback assessments are conducted every 18-24 months and coordinated by Haas HR. Participation by all Haas unit leaders is expected.