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Senior Management Learning Road Map

Find out about courses and other resources to contribute to your Individual Development Plan (IDP).

Senior Management Learning Road Map

Staff Education and Development is leveraging the leadership development model described in the Leadership Pipeline by Ram Charan, Stephen Drotter, and James Noel.   This framework can be used for:

  • Mapping out one’s career for leadership development
  • Creating an Individual Development Plan (IDP) that prepares you for the next level up
  • Coaching your staff to create an IDP for their next leadership position
  • Succession planning

As a first step, UC San Diego’s supervisory, management and leadership learning activities have been categorized into Learning Road Maps using the following definitions:

  • First-level managers (supervisors and managers of individual contributors)
  • Middle managers (managers of people managers at various levels)
  • Senior Managers (department heads and above)

Related UC Core Competencies

  • Communication
  • Diversity and Inclusion
  • Employee Engagement
  • Innovation and Change Management
  • Job Mastery and Continuous Learning
  • Resource Management
  • Results Orientation and Execution
  • Service Focus
  • Teamwork and Collaboration
  • People Management

Summary: The Senior Management Learning Road Map builds on the First-Level Management Learning Roadmap and the Middle Management Learning Road Map. It is designed for senior managers at the department head level and above.

Certificate Available: No.

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Developing on the Job

  • Participate as a mentor or mentee in the Career Connection Mentorship Program
  • Informally mentor a colleague
  • Cultivate an information relationship with a mentor who can provide advice and perspective on career and specific skill development
  • Network within your profession, industry, sector, role, level of management, and interest
  • Join LinkedIn and its groups
  • Build relationships with trusted peers who are also supervisors at your level and with those who have more experience
  • Observe interactions.  Identify what dynamic(s) you want to observe and map out a plan to observe at meetings and events.  Journal and reflect on your findings.  Talk with someone about your observations and reflections.
  • Role play with peers
  • Role play on topics such as communication, effective delegation, coaching and problem solving
  • Participate in informational interviews with more seasoned managers and experts
  • Shadow a leader of choice
  • Invest time building professional relationships
  • Conduct team-building activities that ensure a combination of fun, reflection, and strategic work
  • Make presentations to build relevant skills
  • Leverage an existing work project to build relevant skills
  • Coach team members on a project for which you are the sponsor or leader
  • Journal key insights and learnings related to a supervisory development goal.  Track your insights, noticeable shifts, what you try, and the results of your efforts.
  • Develop your coaching skills by offering to coach someone in their professional development
  • Volunteer for service roles on campus and in the community
  • Serve on systemwide committees and community and service associations and boards
  • Engage your team in creative problem-solving
  • Participate in seminars, courses, symposiums, conferences, certificate programs, and degree programs
  • Join the Corporate Executive Board (CEB) which offers a plethora of online resources and assessments across subject matter ranging from finance, human resources, information technology, procurement and operations, and risk and audit among others. Go to CEB Global and click on “Interested in Membership” at the top right of the page.  You will need your UCSD email address to register for an account.

Learning From Others

  • Mentor
    • Our colleague division of Equal Opportunity/Staff Affirmative Action offers the Career Connection Mentorship Program.  The Career Connection Mentorship Program matches staff mentors and mentees based on their interests and experiences, and provides assistance with goal setting, job satisfaction, job enhancement and lateral or upward mobility.  Please call 858.822.2633 for more information.
  • Feedback from Others
    • Seek feedback from professionals trained and certified in your area of development, your boss, direct reports, past associates or constituencies, HR professionals, peers and colleagues.
    • Seek feedback from a wide base of diverse constituencies and individuals.
    • Hire a tutor or coach to help you identify a goal, define an action plan, and give you feedback.
    • Ask a trusted advisor to observe you interacting with your staff and ask them to give you feedback.
    • Gather feedback from others formally, e.g., multi-rater feedback instruments/360-degree feedback tools.
    • Ask team members to be an information session audience member and to provide feedback on your presentation.
    • Attend Conversations with Campus Leaders and Perspectives from Executive Leadership.
    • Let someone shadow you and then debrief.

Readings

Read the following books - **Indicates the book is available in Skillsoft

  • ADKAR: A Model for Change in Business, Government and Our Community, Jeffrey M. Hiatt
  • Built to Last: Successful Habits of Visionary Companies, Jim Collins and Jerry I. Porras
  • **Developing the Leader Within You, John C. Maxwell
  • Difficult Conversations: How to Discuss What Matters Most, Douglas Stone, Sheila Heen, and Bruce Patton
  • Emotional Intelligence, 1995, Daniel Goleman
  • The Essential Drucker, 2001, Peter Drucker
  • The Essential Drucker: The Best of Sixty Years of Peter Drucker’s Essential Writings on Management, Peter F. Drucker
  • The Fifth Discipline: The Art and Practice of the Learning Organization, 1990, Peter Senge
  • **The First-Time Manager, Loren B. Belker, Jim McCormick and Gary S. Topchik
  • **The Five Dysfunctions of a Team: A Leadership Fable, Patrick M. Lencioni
  • Good to Great: Why Some Companies Make the Leap . . . and Others Don’t, Jim Collins
  • **How to Lead Work Teams: Facilitation Skills, Second Edition
  • How to Win Friends & Influence People, Dale Carnegie
  • The Leadership Pipeline: How to Build the Leadership Powered Company, January 11, 2011, Ram Charan, Stephen Drotter and James Noel
  • Leading Change, John P. Kotter
  • **Love ‘Em or Lose ‘Em: Getting Good People to Stay, Beverly Kaye and Sharon Jordan-Evans
  • The Manager’s Bookshelf: A Mosaic of Contemporary Views, Jon L. Pierce and John W. Newstrom
  • **On Becoming a Leader, 1989, Warren Bennis
  • The One Minute Manager, 1982, Kenneth Blanchard and Spencer Johnson
  • The Performance Pipeline: Getting the Right Performance at Every Level of Leadership, September 21, 2011, Stephen Drotter
  • Shackleton’s Way: Leadership Lessons from the Great Antarctic Explorer, Margot Morrell and Stephanie Capparell
  • **The SPEED of Trust: The One Thing That Changes Everything, Stephen M.R. Covey
  • The Tipping Point: How Little Things Can Make a Big Difference, Malcolm Gladwell
  • What Got You Here Won’t Get You There, Marshall Goldsmith and Mark Reiter
  • **The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You, John C. Maxwel

E-Learning Modules

Related Skillsoft Courses

From the Skillsoft homepage, click on Browse the Library and look for UC Core Competency – People Management to find additional courses, videos and books.

These additional resources can be found using the word search feature:

  • Cross-functional Strategic Management
  • Cross-functional Team Fundamentals
  • Managing for Rapid Change and Uncertainty
  • Risk Management Planning

Courses

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