by Christopher D. Lee, Ph.D., SPHR
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Question: How can I move from being an individual contributor (instructional technology and design) into a management role when a formal track doesn’t exist for such movement at my university?
Answer from Christopher D. Lee, Ph.D., SPHR: Most organizations do not have formal leadership development programs for a variety of reasons. Some of the reasons include the size of the organization, the lack of planning, the know-how to do so, and the will to do so. As an example, many organizations intentionally seek free agents — people who are successful elsewhere — in contrast to home-grown talent for leadership positions. Whether one works for a large university with multiple levels of management that allow for career ladders or a smaller, flatter organization without formal programs to encourage such development, it is incumbent for everyone to be their own career planner. The key is to prepare before there is an opportunity.
Some opportunities are unannounced and unadvertised. When there is a vacancy or a newly created position, leaders might appoint someone internally without a search. And there are times when leaders are being planful and create an opportunity to groom a specific person for greater responsibility or to retain a star performer before that person seeks growth opportunities elsewhere. With these in mind, your question is prescient. If you have an inkling about supervision, management, or leadership, start preparing yourself now.
There are three general categories of preparation: on-the-job training, off-site training, and professional development. Developmental opportunities include both formal and informal learning. Formal opportunities, like webinars, workshops, and conferences, are usually instructor-led and on the low end of the spectrum. On the high end of the spectrum are professional certifications and academic degrees. Informal learning includes self-directed study such as reading, research, and online resources. The first book you might consider reading is Ken Blanchard’s “The One-Minute Manager.” This timeless introduction to management is a classic for a reason: it is said to be a gem — small and invaluable. Other forms of development learning include seeking advice and support from others and getting a coach or mentor.
On-the-job training includes formal and informal assignments. Seeking opportunities to gain supervisory responsibilities like chairing a committee, serving as a special project manager, or coordinating the efforts of others provides management exposure. Taking on formal assignments like serving as a team leader, coordinator, or leader of a special assignment are ways to build one’s supervisory portfolio.
Informal job training can include work outside of the department, but within the college or university, as well as in one’s personal life. Leadership roles in the community, church, or civic organizations can also be indicators of management potential. While they are less robust and verifiable in the eyes of the institution, they are still undeniable indicators of potential. References from these activities bolster one’s position as a candidate for more responsibility.
Serving on task forces, work groups, and search committees helps, as does volunteering to serve as a chair or subcommittee chair. Planning the Christmas party, social events, and special projects are also good indicators. Identifying problems at work, researching solutions, and presenting them to managers and senior leaders all demonstrate one of the most important aspects of management — responsibility. In the information technology area, there are ripe opportunities to show such potential. Remaining abreast of the latest technology and writing a point paper for leaders’ consideration show initiative, foresight, and responsibility. The ability to communicate orally and in writing are time-tested indicators of leadership.
Individuals whose contributions focus on the mission of the department or enterprise are good candidates for managers. Many staff members focus solely on their job by working for a defined number of hours and not thinking of working outside of their lane. Those with a leadership mindset are interested in the greater good, solving problems without being asked to do so, focusing on the impact of the work, and building and sharing tools and systems that produce results. The classic definition of management is directing, organizing, planning, and controlling. All activities that include these elements add credence to your leadership potential.
Warren Buffett, considered by many to be the best stock investor of all time, is known for a quote that generally says, “Ultimately, there’s one investment that supersedes all others: Invest in yourself. Nobody can take away what you’ve got in yourself, and everybody has potential they haven’t used yet.” Whether someone’s departure creates a job opening, a new job is created, a vacancy is advertised within your institution, a neighboring college or university posts an announcement on HigherEdJobs, or leaders see your professional development activities as making you a viable candidate for more responsibility, you will be ready if you prepare in advance. Taking responsibility for developing yourself is indeed itself an indicator of management potential. Additionally, this can be one of your best talking points when you are interviewed for that prime opportunity for an entry-level management position.
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