2017-18 YEAR-END REPORT

UBC Academic Leadership Development Program

AUGUST 20, 2018

2

“This has been an extremely helpful program…

I feel so privileged that we are able to have it at UBC.”

- ALDP 2017-18 cohort member

“[ALDP] is a feature I continuously "brag“ about in discussing my new

institution and its approach to leadership.”

- 2017-18 ALDP cohort member

3

INTRODUCTION

The Academic Leadership Development Program (ALDP) is an annual, cohort-based

leadership development program for new Heads, Directors, Associate Deans, and

academic leaders in related roles at UBC Vancouver. The program is sponsored by

the UBC Vancouver Office of the Provost and is implemented through a partnership

between UBC Human Resources and the Centre for Teaching, Learning and

Technology.

Over 400 UBC academic leaders have participated in ALDP since the program was

first offered in 2006.

More information on ALDP is available at aldp.ubc.ca.

4

PROGRAM OBJECTIVES

The three primary objectives of ALDP are:

To enhance the effectiveness and personal satisfaction of Heads, Directors,

Associate Deans, and other academic leaders at UBC

To articulate expectations regarding their roles and responsibilities

To support the development of leadership capacity at the University, through

problem-based learning, workshops, and one-on-one coaching support.

In addition, the Program is designed to:

Provide networking opportunities for new academic leaders with their cohort

colleagues, experienced leaders, and resource unit experts across campus

Increase participants’ awareness of their leadership strengths and styles, and

Identify strategies, tools, and approaches that can help them succeed in their

roles.

SUMMARY

PROGRAM OFFERINGS & HIGHLIGHTS,

COHORT COMPOSITION, ENGAGEMENT

& OUTCOMES

6

PROGRAM OFFERINGS

Foundations August/December

August: Two-day

Boot Camp

Cohort-based Learning Sessions

September - May

3 workshops

(half/full-day)

Individual Support & Development

September - May

Year-round coaching

Learning Plan

December: One-day

Boot Camp

13 studios

(two-hour) Appreciative Leadership (Feedback)

Initiative

Leadership skills inventory

7

PROGRAM HIGHLIGHTS - 2017/18

19 total learning events offered for 2017-18 cohort from August – May

2 new studios:

Investigations and Sexual Misconduct/Harassment

Strength Deployment Inventory – Working with the Conflict Sequence

3 significantly redesigned studios, reflective of ALDP’s commitment to

continuous improvement:

Strategic Doing: Tools to Move Your Initiatives Forward

Exploring Community Engagement

Managing a Crisis

2 one-on-one coaching formats (year-round & spring Appreciative Leadership

(Feedback) Initiative)

5 networking events for ALDP alumni

8

PROGRAM HIGHLIGHTS - 2017/18 (CONTINUED)

In addition to learning events, coaching, and other leadership development

opportunities for current cohort members and program alumni, ALDP completed a

needs assessment, “Future Directions for Academic Leadership Orientation and

Development at UBC Vancouver,” in November 2017.

Needs assessment was commissioned by the ALDP directors with the

support of the Provost and the Vice-President, UBC Human Resources

Assessment was based on interviews with 70+ UBC faculty, staff and

senior administrators from across UBC-Vancouver

Report identified perceived gaps in leadership capacities and core

learning needs of academic leaders at a variety of levels

Report suggested activities and initiatives that could be undertaken to

address these areas by the leadership team and the ALDP Planning Team

9

SUPPORT FROM THE UBC COMMUNITY

100+ faculty, staff and senior administrators shared their expertise with

the cohort at ALDP events in 2017-18.

15 coaches - themselves UBC faculty and staff members - worked with cohort

members over the course of the academic year.

17 coaches conducted the Appreciative Leadership (Feedback) Initiative

process for cohort members.

10

2017-18 ALDP COHORT

52 academic leaders

14 Faculties and academic units represented

Allard School of Law · Faculty of Applied Science · Faculty of Arts ·

Faculty of Education · Faculty of Forestry · Faculty of Graduate &

Postdoctoral Studies · Faculty of Land & Food Systems ·

Faculty of Pharmaceutical Sciences · Faculty of Science ·

Faculty of Medicine · Sauder School of Business · UBC Library ·

UBC Vantage College · Centre for Teaching, Learning & Technology

Department Heads · Associate Deans · Directors (of

Schools/Institutes/Centres) · Directors/Chairs (of Programs) ·

Division Heads · Associate/Deputy Heads & Directors · Head Librarians

11

2017-18 ALDP COHORTBY ROLE

12

10

9

9

7

3

2

0

0 5 10 15

Chair/Director (Program/Clinic/Academic)

Associate Dean

Department Head

Director (School/Institute/Centre)

Associate Head*

Library leadership**

Division Head (Fac. of Medicine)

Other***

# of cohort members

2017-18

* Includes Associate/Vice/Deputy

Heads/Chairs/Directors

**(e.g. Head, Asst. Univ. Librarian)

*** Senior Adviser to Provost;

Canada Excellence Research Chair

12

2017-18 ALDP COHORTBY FACULTY

10

9

7

5

4

4

3

3

2

1

1

1

1

1

0

0 2 4 6 8 10 12

Arts

Medicine

Applied Science

Forestry

Science

Pharmaceutical Sciences

Education

Library

Grad. & Postdoctoral Studies

Vantage

Land & Food Systems

Law

Sauder

CTLT

Dentistry

# of cohort members

2017-18

13

2017-18 ALDP COHORTBY ROLE, COMPARED TO PREVIOUS TWO COHORTS

12

10

9

9

7

3

2

0

14

8

12

8

6

4

1

9

14

15

2

4

9

0 5 10 15

Chair/Director (Program/Clinic/Academic)

Associate Dean

Department Head

Director (School/Institute/Centre)

Associate Head*

Library leadership**

Division Head (Fac. of Medicine)

Other***

# of cohort members

2017-18

2016-17

2015-16

* Includes Associate/Vice/Deputy

Heads/Chairs/Directors

**(e.g. Head, Asst. Univ. Librarian)

** Senior Adviser to Provost;

Canada Excellence Research Chair

Note:

While cohort members in the roles of Head, Director (of School/Institute/Centre) and Associate

Dean have continued to account for ≥50% of the total cohort, over time ALDP has grown to include

academic leaders in related roles (e.g. Division Heads and Program Chairs/Directors).

Continuing to look for opportunities to support emerging leaders within the current program

structure, in 2017-18 ALDP piloted the addition of Associate Heads and Graduate Program

Directors to the cohort.

14

2017-18 ALDP COHORTBY FACULTY, COMPARED TO PREVIOUS TWO COHORTS

10

9

7

5

4

4

3

3

2

1

1

1

1

10

13

21

3

0

7

1

4

0

2

0

1

16

19

1

3

5

5

3

2

0 5 10 15 20 25

Arts

Medicine

Applied Science

Forestry

Science

Pharmaceutical Sciences

Education

Library

Grad. & Postdoctoral Studies

Vantage

Land & Food Systems

Law

Sauder

CTLT

Dentistry

# of cohort members

2017-182016-172015-16

Note:

Total cohort size was similar to recent

years (52 members in 2017-18, 56 in

2016-17, 62 in 2015-16)

Number of cohort members per Faculty

varies year-to-year depending on number

of leadership roles eligible for participation

in UBC and turnover rate in those roles

15

PROGRAM ENGAGEMENT

40% (21 of 52) cohort members attended six or more ALDP workshops and

studios. (Highest percentage in program history)

46% (24 of 52) cohort members received one-on-one coaching over the course

of the academic year. (Highest percentage in program history)

33% (17 of 52) of cohort members received feedback from faculty & staff

colleagues on their development as a leader through the Academic Leadership

(Feedback) Initiative (ALI). (Highest percentage in program history.)

16

PROGRAM ENGAGEMENTATTENDANCE BY SESSION - COMPARED TO PREVIOUS TWO COHORTS

38 (73%)

25 (48%)

22 (42%)

22 (42%)

20 (38%)

19 (37%)

17 (33%)

17 (33%)

17 (33%)

16 (31%)

15 (29%)

13 (25%)

13 (25%)

13 (25%)

12 (23%)

12 (23%)

11 (21%)

11 (21%)

10 (19%)

0 10 20 30 40 50

Boot Camp I

Boot Camp II

Engaging with Conflict (workshop)

Capstone & Year-end Celebration

Managing a Crisis (studio)

Leading Change (workshop)

Cultivating Effective Faculty Relations (studio)

Holding Difficult Conversations (studio)

Faculty Relations Issues (studio)

Working Effectively with Union and Non-union Staff…

Fostering a Positive Student Experience (studio)

Engaging with Conflict (one-on-one sessions)

Strategic Doing (studio)

Investigations & Sexual Misconduct* (studio)

Budget & Finance, Part II (studio)

Exploring Community Engagement (studio)

The Changing Landscape of Teaching & Learning…

Supporting Research in Your Unit (studio)

SDI – Working with the Conflict Sequence*

# of cohort members

2017-18

2016-17

2015-16

Note:

Boot Camps and workshops

are largest Program events

of the year (~20 – 40+

cohort participants)

Number of cohort attendees

at studios ranged from 10 –

19.

Average number of cohort

studio attendees has been

13-14 over the past three

Program years.

17

PROGRAM ENGAGEMENTNUMBER OF WORKSHOPS & STUDIOS ATTENDED COMPARED TO PREVIOUS THREE COHORTS

15 (29%)

12 (21%)

6(10%)

12 (29%)

4(8%)

4(7%)

12 (19%)

5(12%)

8 (15%)

12 (21%)

10 (16%)

6(15%)

4(8%)

7 (13%)

17 (27%)

9 (22%)

21 (40%)

21 (38%)

18 (29%)

9 (22%)

0 10 20 30 40 50 60 70

2017-18

2016-17

2015-16

2014-15

# of cohort members

0

1

2-3

4-5

6 or more

# of events

Note:

Over the past three Program years ~50% of the cohort has attended 4 or more

workshops and studios from September – April.

Lower levels of attendance is often due to prior experience in academic leadership roles,

schedule conflicts, and (in the case of cohort members from the Faculty of Medicine who

do not work on the Point Grey campus) session location.

18

COHORT FEEDBACK - PROGRAM ELEMENTS

Following studio events, cohort participants were asked to indicate whether they

“strongly agreed”, “agreed”, were “undecided”, “disagreed” or “strongly disagreed”

with each of the statements below. The percentage below represent the percentage of

responses over all 13 studios reporting “strongly agree” or “agree”.

98% “I learned useful information or strategies.” (114 of 117 responses)

95% “The amount of content was appropriate.” (109 of 115 responses)

96% “The material was presented effectively.” (110 of 115 responses)

While the quantitative feedback questions following Boot Camps and workshops varied slightly,

responses rates were similar.

Source: Feedback forms completed in ALDP studios from September – April 2018.

19

COHORT FEEDBACK - PROGRAM ELEMENTS

100% (14 of 14) respondents to the year-end coaching

questionnaire would recommend coaching to colleagues taking on an

academic leadership role.

90% (9 of 10) respondents to the year-end questionnaire who

participated in the Appreciative Leadership (Feedback) Initiative found it

an effective way to receive feedback as an academic leader.

20

COHORT FEEDBACK – OVERALL PROGRAM

100% (22 of 22) respondents to the program’s year-end

questionnaire reported that that ALDP was valuable with respect

to their academic leadership development.

“ALDP was very useful to me for three things: 1) learning about

resources available for dealing with issues and opportunities on

campus; 2) developing decision-making and problem solving

strategies; and 3) meeting other administrators

from across campus.”

- ALDP 2017-18 cohort member

21

PROGRAM OUTCOMES

Most respondents to the Program’s year-end questionnaire indicated that they

achieved the ALDP’s three core objectives:

95% (19 of 20) increased their understanding of the roles and responsibilities

of their academic leadership position.

100% (20 of 20) increased their awareness of strategies, tools, and

approaches for addressing issues that academic leaders face.

100% (20 of 20) began to apply the knowledge and strategies learned in

ALDP in their leadership role.

Source: All data on this page, as well as all qualitative and quantitative data related to program outcomes in this

report unless otherwise noted, are from ALDP year-end questionnaire, administered in May 2018 and completed by

22 of 52 cohort members (42%). Percentages represent combined responses in two categories, “Agree” and

“Strongly agree.” We are happy to provide the complete collection of responses to the year-end questionnaire on

request.

22

PROGRAM OUTCOMES

Most respondents also indicated that they achieved ALDP’s three

auxiliary objectives:

100% (20 of 20) developed an increased awareness of their personal

leadership style,

81% derive more personal satisfaction in their academic leadership

role, and

75% (15 of 20) developed a network of support within the

cohort as a result of their participation in ALDP.

23

“Thank you so very much for the opportunity to participate in

this program! It's been such an engaging and enjoyable

experience from which I've gained so much... A stellar

program all around!”

- ALDP 2017-18 cohort member

24

LOOKING AHEAD

100% (20 of 20) cohort respondents would recommend ALDP

to colleagues.

“I have already recommended ALDP to a colleague who has

recently accepted a Department Head role.”

- ALDP 2017-18 cohort member

25

LOOKING AHEAD

100% (14 of 14) respondents to the year-end coaching questionnaire

would recommend coaching to colleagues taking on an academic

leadership role.

“Absolutely—I already have!”

- ALDP 2017-18 cohort member

“I would insist that they give it a try…. [And] I have been explaining

to prospects why they should much prefer to come work in a place

where leadership is valued with such an intense and personal

investment on the part of the university.”

- ALDP 2017-18 cohort member

26

LOOKING AHEAD

All respondents to the year-end questionnaire expressed interest in

staying connected with ALDP next year, and in participating in

potential further academic leadership development opportunities in

the future, such as:

ALDP workshops and studios

Ongoing coaching opportunities

Biennial academic leadership summit

Workshops for academic leaders together with their teams

Social/networking events for ALDP alumni

Peer leadership support groups

27

PROGRAM DEVELOPMENT & IMPLEMENTATION

Fran Watters Program Director

Bill Aiello Academic Director

Julianna Chen Program Manager

ALDP Planning Team

Yael Blum Interim Director, Organizational Development and Learning, UBC Human

Resources

Tammy Brimner Director, Office of the Vice-President Finance and Operations

Maura Da Cruz Coaching Services Team Lead, UBC Human Resources

kele fleming Associate Director, Teaching and Learning Professional Development,

Centre for Teaching, Learning and Technology

Beth Haverkamp Associate Professor, Department of Educational and Counselling

Psychology, and Special Education (ECPS) Faculty of Education

Shanda Jordan Gaetz Executive Director, Faculty Affairs, Faculty of Medicine

Mark Trowell Senior Manager, Faculty Relations, UBC Human Resources

Ian Scott Director, Centre for Health Education Scholarship (CHES); Associate

Professor, Department of Family Practice, Faculty of Medicine

28

THANK YOU!

Top row (L to R): Maura Da Cruz, kele fleming, Beth Haverkamp, Mark Trowell

Bottom row (L to R): Ian Scott, Bill Aiello, Fran Watters, Tammy Brimner, Julianna Chen,

Yael Blum

(Not pictured: Shanda Jordan Gaetz)

As the Planning Team

reflects on the

successes of the past

year and looks forward

to 2018-19, we once

again thank ALDP’s

sponsors and the

many resource

participants across

campus whose

support and

contributions of time

and expertise have

made the program’s

work possible in

2017-18.

IN-DEPTH

PROGRAM OFFERINGS,

COHORT COMPOSITION, ENGAGEMENT &

OUTCOMES

30

PROGRAM OFFERINGS BOOT CAMP I: GETTING STARTED AS AN ACADEMIC LEADER AT UBC

Format

Two-day intensive in late August focusing on day-to-day operational

fundamentals of academic leadership at UBC

Keynote speakers

Santa Ono – President & Vice-Chancellor

Andrew Szeri – Provost & Vice-President Academic

Topics included:

Understanding the academic leader’s role

Characteristics of effective academic leadership

Governance at UBC

Finding the right campus resource

Budget & finance

Working effectively with staff

31

PROGRAM OFFERINGS BOOT CAMP, PART II: BUILDING ON YOUR STRENGTHS TO GET THINGS DONE AS AN ACADEMIC LEADER

Format

One-day intensive in mid-December focusing on the challenges and

opportunities of leading faculty, staff and students

Cohort participants had the opportunity to deepen their understanding of

their leadership styles and motivational values using the Strength

Deployment Inventory (SDI) and to apply this knowledge to enhance

their leadership individually and with their teams.

Topics

Getting things done in your unit

Individual leadership strengths & styles

Working effectively with groups & teams

Working with your Dean

32

PROGRAM OFFERINGS WORKSHOPS

Format

Half- and full-day workshops focusing on broad leadership topics,

making extensive use of case studies and scenarios.

Sessions

Engaging with Conflict

Leading Change

Capstone: Learning From Your Strengths, Transitioning to Year Two

33

PROGRAM OFFERINGSSTUDIOS

Format

Brief introductory presentation by one or more campus resource participants (faculty

and/or staff)

Small group work focused on specific issues brought by the cohort and/or scenarios

provided by session facilitators

Full group debrief on key takeaways

Sessions

Cultivating Effective Faculty Relations: From Recruitment to Retirement

Working Effectively with Union and Non-union Staff

Fostering a Positive Student Experience

The Changing Landscape of Teaching and Learning

Supporting Research in Your Unit

Budget & Finance, Part II

Investigations & Sexual Misconduct/Harassment: An Academic Leader’s Role

Holding Difficult Conversations

Strategic Doing: Tools to Move Your Initiatives Forward

Strength Deployment Inventory – Working with the Conflict Sequence

Exploring Community Engagement

Managing a Crisis

34

PROGRAM OFFERINGS COACHING

Format

Confidential, one-on-one coaching to support cohort members in

identifying and achieving their leadership goals.

Certified coaches met with participating cohort members over the

course of the academic year for fifty-minute sessions.

Due to limited coaching capacity, priority for coaching was given to new

Heads, Associate Deans, and Directors of Schools/Institutes/Centres,

as in previous years.

35

PROGRAM OFFERINGS APPRECIATIVE LEADERSHIP (FEEDBACK) INITIATIVE

Format

The Appreciative Leadership (Feedback) Initiative (ALI) is an opportunity for

cohort members to receive feedback about their development as a

leader from three colleagues of their choice (faculty & staff), using an

Appreciative Inquiry model.

Each participating cohort member was matched with a coach who

interviewed the cohort member’s colleagues and prepared a summary

report based on those interviews.

At the ALDP Capstone workshop in May, the coach and cohort member met

to review the report and discuss implications of the feedback for the

leader’s work going forward.

36

SUPPORT FROM THE UBC COMMUNITY

The enthusiastic and sustained support of the UBC community continued to be

an essential factor in ALDP’s success this year.

100+ faculty, staff and senior administrators shared their expertise with

the cohort at ALDP events in 2017-18,

Participants included Professor Santa Ono, UBC President and Vice-Chancellor,

Dr. Andrew Szeri, Provost and Vice-President Academic, Barbara Meens Thistle,

Vice-President, UBC Human Resources, Dr. Simon Peacock, Dean, Faculty of

Science, Dr. Rickey Yada, Dean, Faculty of Land and Food Systems, 65 staff

and 25 faculty members.

37

SUPPORT FROM THE UBC COMMUNITY

15 year-round coaches - themselves UBC faculty and staff members -

worked with cohort members from September – May.

17 coaches conducted the spring Appreciative Leadership (Feedback)

Initiative (ALI) for cohort members.

“[I] thoroughly enjoyed being asked to be part of the program and got so

much out of the process… [The ALI] is an important way to give back to

faculty members and to the university.”

- ALI coach, 2017-18

38

2017-18 ALDP COHORTBY ROLE, COMPARED TO PREVIOUS TWO COHORTS

12

10

9

9

7

3

2

0

14

8

12

8

6

4

1

9

14

15

2

4

9

0 5 10 15

Chair/Director (Program/Clinic/Academic)

Associate Dean

Department Head

Director (School/Institute/Centre)

Associate Head*

Library leadership**

Division Head (Fac. of Medicine)

Other***

# of cohort members

2017-18

2016-17

2015-16

* Includes Associate/Vice/Deputy

Heads/Chairs/Directors

**(e.g. Head, Asst. Univ. Librarian)

** Senior Adviser to Provost;

Canada Excellence Research Chair

Note:

While cohort members in the roles of Head, Director (of School/Institute/Centre) and Associate

Dean have continued to account for ≥50% of the total cohort, over time ALDP has grown to include

academic leaders in related roles (e.g. Division Heads and Program Chairs/Directors).

Continuing to look for opportunities to support emerging leaders within the current program

structure, in 2017-18 ALDP piloted the addition of Associate Heads and Graduate Program

Directors to the cohort.

39

2017-18 ALDP COHORTBY FACULTY, COMPARED TO PREVIOUS TWO COHORTS

10

9

7

5

4

4

3

3

2

1

1

1

1

10

13

21

3

0

7

1

4

0

2

0

1

16

19

1

3

5

5

3

2

0 5 10 15 20 25

Arts

Medicine

Applied Science

Forestry

Science

Pharmaceutical Sciences

Education

Library

Grad. & Postdoctoral Studies

Vantage

Land & Food Systems

Law

Sauder

CTLT

Dentistry

# of cohort members

2017-182016-172015-16

Note:

Total cohort size was similar to recent

years (52 members in 2017-18, 56 in

2016-17, 62 in 2015-16)

Number of cohort members per Faculty

varies year-to-year depending on number

of leadership roles eligible for participation

in UBC and turnover rate in those roles

40

PROGRAM ENGAGEMENTATTENDANCE BY SESSION - COMPARED TO PREVIOUS TWO COHORTS

38 (73%)

25 (48%)

22 (42%)

22 (42%)

20 (38%)

19 (37%)

17 (33%)

17 (33%)

17 (33%)

16 (31%)

15 (29%)

13 (25%)

13 (25%)

13 (25%)

12 (23%)

12 (23%)

11 (21%)

11 (21%)

10 (19%)

0 10 20 30 40 50

Boot Camp I

Boot Camp II

Engaging with Conflict (workshop)

Capstone & Year-end Celebration

Managing a Crisis (studio)

Leading Change (workshop)

Cultivating Effective Faculty Relations (studio)

Holding Difficult Conversations (studio)

Faculty Relations Issues (studio)

Working Effectively with Union and Non-union Staff…

Fostering a Positive Student Experience (studio)

Engaging with Conflict (one-on-one sessions)

Strategic Doing (studio)

Investigations & Sexual Misconduct* (studio)

Budget & Finance, Part II (studio)

Exploring Community Engagement (studio)

The Changing Landscape of Teaching & Learning…

Supporting Research in Your Unit (studio)

SDI – Working with the Conflict Sequence*

# of cohort members

2017-18

2016-17

2015-16

Note:

Boot Camps and workshops

are largest Program events

of the year (~20 – 40+

cohort participants)

Number of cohort attendees

at studios ranged from 10 –

19.

Average number of cohort

studio attendees has been

13-14 over the past three

Program years.

41

PROGRAM ENGAGEMENTBOOT CAMP PARTICIPATION - COMPARED TO PREVIOUS TWO COHORTS

73% (38)

48% (25)

82% (46)

48% (27)

49% (31)

48% (30)

0% 20% 40% 60% 80% 100%

Boot Camp I (Aug.)

Boot Camp II (Dec.)

% of year's cohort

2017-18

2016-17

2015-16

Note:

Boot Camp I in August is the largest Program of the year. Almost 75% of the cohort

participated in 2017-18.

Lower attendance at Boot Camp II (~50% of the cohort) is primarily due to scheduling

conflicts (e.g. proximity to the winter holidays).

42

PROGRAM ENGAGEMENTNUMBER OF WORKSHOPS & STUDIOS ATTENDED COMPARED TO PREVIOUS THREE COHORTS

15 (29%)

12 (21%)

6(10%)

12 (29%)

4(8%)

4(7%)

12 (19%)

5(12%)

8 (15%)

12 (21%)

10 (16%)

6(15%)

4(8%)

7 (13%)

17 (27%)

9 (22%)

21 (40%)

21 (38%)

18 (29%)

9 (22%)

0 10 20 30 40 50 60 70

2017-18

2016-17

2015-16

2014-15

# of cohort members

0

1

2-3

4-5

6 or more

# of events

Note:

Over the past three Program years ~50% of the cohort has attended 4 or more

workshops and studios from September – April.

Lower levels of attendance is often due to prior experience in academic leadership roles,

schedule conflicts, and (in the case of cohort members from the Faculty of Medicine who

do not work on the Point Grey campus) session location.

43

PROGRAM ENGAGEMENT COACHING

24 cohort members (46%) received one-on-one, confidential

coaching over the course of the academic year. (Highest percentage in

Program history)

15 coaches provided coaching during the academic year. (Most in

Program history)

6+ hours of coaching received by each cohort member

44

PROGRAM ENGAGEMENT APPRECIATIVE LEADERSHIP (FEEDBACK) INITIATIVE

17 cohort members (32%) elected to receive feedback from faculty

and staff colleagues through the Appreciative Leadership (Feedback)

Initiative (ALI).

64 faculty & staff colleagues of participating ALDP cohort members

offered feedback in an interview (approximately one hour long) with an

ALI coach for this initiative .

17 coaches conducted the ALI process for an ALDP cohort member.

Each coach committed an estimated 15-20 hours to the ALI process,

participating in orientation sessions, scheduling & conducting interviews,

analyzing interview responses, writing summary report, and reviewing the

report with the cohort member.

45

Following studio events, cohort participants were asked to indicate whether they

“strongly agreed”, “agreed”, were “undecided”, “disagreed” or “strongly disagreed”

with each of the statements below. The chart below summarize cohort members’

responses over all 13 studios in the 2017/18 program year. While the questions asked

following Boot Camps and workshops varied slightly, responses rates were similar.

Source: Feedback forms completed in ALDP studios from September – April 2018.

COHORT FEEDBACK – PROGRAM ELEMENTSSTUDIOS

46

100% (14 of 14) respondents to the year-end coaching questionnaire

would recommend coaching to colleagues taking on an academic

leadership role.

“My coach was a godsend. Period. Exclamation.”

- ALDP 2017-18 cohort member

“I believe that my regular meetings over the year helped me to

establish some good patterns that helped me through this first year

and will be helpful as I move forward.”

- ALDP 2017-18 cohort member

COHORT FEEDBACK – PROGRAM ELEMENTSCOACHING

47

COHORT FEEDBACK – PROGRAM ELEMENTSAPPRECIATIVE LEADERSHIP (FEEDBACK) INITIATIVE

90% (9 of 10) respondents to the year-end questionnaire who participated

in the Appreciative Leadership (feedback) Initiative found it an effective way to

receive feedback as an academic leader.

“I have never had so much wonderful feedback in one place! Very

supportive and insightful coach!”

- ALDP 2017-18 cohort member

“I learned what [my colleagues] value in my work and how I engage

with others... I also got very good feedback on suggestions for the

future that are crucial for me to think about!”

- ALDP 2017-18 cohort member

48

PROGRAM OUTCOMESINCREASED UNDERSTANDING OF ROLES & RESPONSIBILITIES

95% (19 of 20) respondents reported increased understanding of their

roles & responsibilities as academic leaders as a result of participating in

ALDP.

“Fundamentally and overall, ALDP helped me to understand my role, which

is the biggest prerequisite for doing it well.”

- 2017-18 ALDP cohort member

“[ALDP] has increased my awareness of the academic leader's role in

setting (and maintaining) the tone in the unit, including in areas such as

respectful environment and collaboration.”

- 2017-18 ALDP cohort member

49

PROGRAM OUTCOMESINCREASED AWARENESS OF STRATEGIES, TOOLS & APPROACHES

100% (20 of 20) respondents reported increased awareness of

strategies, tools and approaches for addressing issues they might

encounter in their academic leadership roles.

“ALDP was very useful to me for three things: 1) learning about resources

available for helping deal with issues or opportunities on campus; 2)

developing decision-making and problem solving strategies; and 3) meeting

other administrators from across campus”

- 2017-18 ALDP cohort member

“[ALDP] has enabled me to judge better when to reach out for consultation.

(Answer: Almost always!)”

- 2017-18 ALDP cohort member

50

PROGRAM OUTCOMESAPPLICATION OF KNOWLEDGE & STRATEGIES LEARNED IN ALDP

100% (20 of 20) respondents reported having applied knowledge and

strategies learned in ALDP in their leadership roles.

“I know who I can call on for help (e.g. Faculty Relations) - and I've

done so, several times.”

- 2017-18 ALDP cohort member

“I am using snippets from the Strategic Doing session in my team

strategic planning meeting this week.”

- 2017-18 ALDP cohort member

“Participating in ALDP has helped me better understand and

communicate UBC budget models to my staff and faculty.

- 2017-18 ALDP cohort member

51

PROGRAM OUTCOMESINCREASED AWARENESS OF LEADERSHIP STYLE

100% (20 of 20) respondents reported increased awareness of their

leadership style.

“[ALDP] has given me insight into my leadership style, and how this

style may affect others, especially if they work differently.”

- 2017-18 ALDP cohort member

“Coaching helped raise my self-awareness of my leadership style and

personality factors, and strategies for tuning in to my colleagues’

perspectives (about themselves, others, and me).”

- 2017-18 ALDP cohort member

52

PROGRAM OUTCOMES

NETWORK OF SUPPORT

75% (15 of 20) respondents reported developing a network of support

within the ALDP cohort.

“It was enormously helpful to have met a number of other unit heads in

the ALDP program. I had to work with several of them during the year,

for instance in hiring processes, and it made communication so much

easier as I already knew them.”

- 2017-18 ALDP cohort member

“I believe this aspect of the program is…one of the most important

outcomes. I have greatly appreciated getting to know people across

campus in leadership roles and I strongly believe this may have

positive impact down the road.”

- 2017-18 ALDP cohort member

53

PROGRAM OUTCOMES

INCREASED PERSONAL SATISFACTION

81% (17 of 21) respondents reported deriving more personal

satisfaction in their leadership roles as a result of participation in ALDP.

“I am more confident and this allows me to be more effective.”

- 2017-18 ALDP cohort member

“In situations where I might have thought “I have no idea how to do

this!” the ALDP helped me see "I don't know exactly how to tackle all

aspects of the situation yet, but I do have a good idea of where to start,

who to talk to, and what questions to ask next.””

- 2017-18 ALDP cohort member

54

PROGRAM DEVELOPMENT & IMPLEMENTATION

Fran Watters Program Director

Bill Aiello Academic Director

Julianna Chen Program Manager

ALDP Planning Team

Yael Blum Interim Director, Organizational Development and Learning, UBC Human

Resources

Tammy Brimner Director, Office of the Vice-President Finance and Operations

Maura Da Cruz Coaching Services Team Lead, UBC Human Resources

kele fleming Associate Director, Teaching and Learning Professional Development,

Centre for Teaching, Learning and Technology

Beth Haverkamp Associate Professor, Department of Educational and Counselling

Psychology, and Special Education (ECPS) Faculty of Education

Shanda Jordan Gaetz Executive Director, Faculty Affairs, Faculty of Medicine

Mark Trowell Senior Manager, Faculty Relations, UBC Human Resources

Ian Scott Director, Centre for Health Education Scholarship (CHES); Associate

Professor, Department of Family Practice, Faculty of Medicine

55

THANK YOU!

Top row (L to R): Maura Da Cruz, kele fleming, Beth Haverkamp, Mark Trowell

Bottom row (L to R): Ian Scott, Bill Aiello, Fran Watters, Tammy Brimner, Julianna Chen,

Yael Blum

(Not pictured: Shanda Jordan Gaetz)

As the Planning Team

reflects on the

successes of the past

year and looks forward

to 2018-19, we once

again thank ALDP’s

sponsors and the

many resource

participants across

campus whose

support and

contributions of time

and expertise have

made the program’s

work possible in

2017-18.