Unit Leaders

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

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

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

- 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

- Cross-functional networking

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

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

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

Formal Learning

- 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

- 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

- 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