TM - November 2007 - (Page 41)

Influencing Change at the University of Illinois Extension Tegan Jones Managing a university takes finesse. Unlike corporate executives, who generally have the power to make sweeping changes to their organizations as they see fit, leaders in academia must often achieve consensus before directing department heads to alter their administrative styles. As experts in their subject areas, professors at the University of Illinois (U of I) Extension are used to speaking with authority on matters related to their departments. Because they possess a strong sense of ownership of the work that goes on there, they often are resistant to and suspicious of institutional change, said Richard E. Warner, natural resources ecology, wildlife ecology and agroecology professor at U of I at Urbana-Champaign and interim assistant dean of the U of I Extension. “We have a long-standing culture of people believing that they’re at the table about where we’re going, so it’s not only helping leaders understand how to lead — it’s helping leaders understand how to communicate that leadership and engage the rest of the organization effectively in terms of helping that organization know where it’s going in the future,” Warner said. With its 1,000 members spread across Illinois’ 102 counties, it can be challenging for the extension’s leaders to effectively enact change throughout the regions, he said. Yet, with state and other public resources in decline, the extension’s leaders are aware that the organization will have to be more entrepreneurial to continue its outreach. For this venture to succeed, proposed changes will need the support of extension members. The $80 million organization is broken down into geographical regions and thematic areas, with leaders managing their own regions and specialties. Although this gives leaders the opportunity to work with what they know best, it can create isolation and entrenched priorities within segments of the larger organization, Warner said. To mitigate this, many of the extension’s leaders would like to create a more centralized structure that will allow the organization to flexibly address the changing needs of its client base. Changing the way a widespread, diverse population looks at the organization’s structure, however, will require a lot of communication, Warner said. Using techniques taught by Andrew Neitlich of the Center for Executive Coaching, the extension’s leaders have learned that to influence change, they must first understand client and member needs, assumptions and future visions. This requires certain listening skills, Warner said. “Being a careful listener means both understanding how the client sees the world and also how this enterprise and the people who make up this enterprise see the world, and it’s not the same,” Warner said. “So, it’s seeing that gulf, those similarities and disparities. That’s really important.” Starting with a set of common goals reminds individuals they are all on the same team. By asking individuals their opinions before an important meeting and identifying where interests overlap, leaders can show they are dedicated to keeping all parties involved in the decision-making process, Warner said. This keeps people from defensively shooting down ideas that involve wide-scale change and can create consensus and commitment among the individuals who will be responsible for making changes at the local level. “It’s important both to influence and potentially be influenced,” Warner said. “I don’t think we feel that we have a better set of answers about our priorities than our members do. I believe that we authentically want to bring their views about what’s important into the organization. I think we’ve got to do some listening, so it’s a two-way street.” November 2007 talent management magazine www.TalentMgt.com 41 http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - November 2007

Talent Management - November 2007 Editor's Letter Contents Letters to the Editor Human Performance Leading Edge Learning Connections Viewpoint Finding Candidates with the Right Fit Turning HR Data Into Business Intelligence Compensation Technology: Drive Higher Performance, Gain Competitive Advantage The Art and Science of Influence Training the Ethical Workforce Making the Best Managers Application: Pre-Hire Testing Drives Down Employee Turnover at Advnace Auto Parts Dashboard: The Role of Learning Business Process Outsourcing Insight: Nationwide Insurance: On Employees' Side Advertiser's Index Editorial Resources Full Potential

TM - November 2007

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