FY17 Harvard Leadership Development Program Nomination Guide

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FY17 Harvard Leadership

Development Program

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Harvard Leadership Development Program FY17 Nomination Guide

Roles in the Nomination Process

Human Resources

Human Resources facilitates the nomination process by speaking with managers about their high-performers and designating potential candidates for the HLDP programs. With a limited number of seats allocated to each school, HR works with managers to represent the breadth of the school to select nominees from across departments. HR may also create a pool of qualified candidates that are a pipeline for subsequent years.

Manager

On-going development conversations with direct reports are fundamental to the manager-employee relationship. These discussions are an opportunity to plan and assess how an employee is succeeding in their role. The Harvard Leadership

Development Program may be part of a broader development plan that is discussed with employees. Managers work with Human Resources to nominate high

performers for the program. See the checklist on page three for more information.

Nominee

Harvard employees interested in participating in the Harvard Leadership Development Program should begin by reviewing the program requirements, including grade level, target audience, minimum time in current position, program dates, and key assignments. After reviewing the information, consider how the program fits into current professional development goals and why a multi-day program would be a more effective option than a shorter open-enrollment course. Interested employees should speak with their manager and/or Human Resources about attending as space is limited.

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Quick Hits

 Focused Leadership info sessions are offered in early July with a July 18 deadline for the fall cohort - Focused Leadership is our executive coaching program intended for high performing senior managers who have been in their role at least one year.

 CWD also provides coaching for*:

o New leaders as part of their onboarding plan

o Executive level leaders (Ad Deans, VPs and their direct reports)

o Faculty leaders

*contact your OD Consultant to discuss engaging a leader in coaching outside of Focused Leadership

 A second Leadership Strategies was added this year: the first session in January is for grades 58/59; the June session is for exempt grades 56/57

 Universal Manager Training will be a FY18 prerequisite for Focused

Leadership and Leadership in Action – there are 22 cohorts of UMT in FY17 (four for grades 59+)

 Program deadlines are listed in the Fact Sheet: they start in July and go through March 2017

 Review the newly expanded applicant profiles for specific nomination criteria (found on the Fact Sheet)

 Program outlines have been updated to reflect recent changes in content

 Start development conversations early for HLDP nominations – see the checklist on page 2

 All nominees must have been in their role one year prior to nomination

 Nominees must be able to commit to all program dates

 Please give nominees a copy of the program outline before they fill out the nominee information form

 Nominees submit their information forms to [email protected]

 Email [email protected] with any HLDP related questions

 Extra seats, if available, will be allotted the day after the program deadline; if you would like to request an additional seat, please contact Christina Finegold ([email protected]) for Focused Leadership and Kristen Scott ([email protected]) for the other programs (LIA, FOL, LS and LE)

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Checklist for Managers of HLDP Participants

 Help prepare your participant for his/her development

 Discuss what skills s/he wants to build or enhance in order to be more effective;

 Help your participant set clear, realistic and measurable development goals;

 Acknowledge that change can be hard and offer your support. Share your own experiences of learning and development;

 Discuss road blocks that may get in the way of development and help clear them where possible. (Common obstacles to development include time, workloads, entrenched habits, and lack of support for trying new things.)

 Ensure accountability

 Support her/him in attending all sessions and completing all assignments;

 Ask your participant what s/he learned after a session and how s/he plans to apply that new learning;

 Ask what you can do to facilitate or accelerate his/her learning.

 Complete the 360° feedback assessment (if applicable)

 Provide candid feedback and clear, specific comments (Note: the 360° feedback process is meant to augment, not replace, ongoing performance and development feedback);

 Ask your participant about what s/he learned as a result of the 360° feedback and what development goals s/he might set as a result.

 Meet regularly to provide feedback and encouragement

 Set aside time to check-in (in a separate meeting or as a standing agenda item on existing meetings);

 Ask your participant to identify behavioral changes they have noticed in themselves;

 Point out progress that you’ve noticed. Recognize their effort and praise their accomplishments;

 Encourage your participant to continue to address challenging development goals. Share a personal story about your own experience with development.

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FY17 Fact Sheet

Program Applicant Profile

(minimum one year in current position)

Deadline to Apply

Notification Date

Start Date Cost Per Person Focused Leadership

(grades 60+)

Meets as a cohort five times plus five one-on-one coaching meetings

 High-performing senior manager

 Has requested or wants an executive coach

 Will implement individual and organizational change as a result of 360° feedback and coaching

 Acts as a catalyst for change

July 18 Nov. 21 Aug. 3 Dec. 5 Sept. 13 Jan. 26 $1200 $1200 Leadership in Action (grades 58+)

Meets once a month for the academic year

 High-performing mid-to-senior level manager

 Will implement individual and organizational change as a result of 360° feedback and coaching

 Models and advocates employee engagement and organizational achievement

Sept. 8 Sept. 22 Oct. 20 $1200

Foundations of Leadership (exempt grades 56+)

Meets once per week for six weeks

 High-performing manager

 Supervise at least one permanent staff member

 Has attended Universal Manager Training

 Motivates their team and promotes employee development Aug. 25 Jan. 25 Sept. 8 Feb. 8 Oct. 6 March 8 $700 $700

Leadership Strategies for the Individual Contributor

(exempt grades 56-59)* Meets once per week for four weeks

*Jan. is for grades 58/59 *June is for grades 56/57

 High-performing individual contributor* (*does not manage or supervise staff)

 Exemplifies teamwork and embraces change

 Leads projects with multiple stakeholders

 Uses independent judgment and decision-making to accomplish goals

 Demonstrates maximum engagement with their role

Nov. 23 (for grades 58/59) April 25 (for grades 56/57) Dec. 7 May 9 Jan. 4 June 6 $500 $500 Leadership Essentials (up to non-exempt grade 56)

Meets once per week for three weeks

 High-performing administrative support staff

 Demonstrates maximum engagement with their role

 Has discussed with their manager an overall development plan of which this is a part

Oct. 19 March 21 Nov. 2 April 4 Nov. 30 May 2 $300 $300

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Program Outlines and Schedules

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Nominee Information Form

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Nominee Information Form

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Nominee Information Form

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Harvard University

Center for Workplace Development 124 Mount Auburn Street

Cambridge, MA 02138 Tel: (617) 495-4895

http://hr.harvard.edu/learning-development

FY17 Harvard Leadership Development Program Nomination Guide