Leadership and Accountability Quality Management Board

---

Model of Leadership

There may be only a few master painters in the world today, but we can all be taught to paint if the desire to learn exists, the tools are available, and a mentor is nearby for support. The principles that follow are guidelines and goals established to support the development of leadership practices within the Office of Physical Plant. Each of us must create the environment to nurture the development of leadership excellence by continually striving to model the values listed. Great leaders are not born, they are developed through experience, chance, tenacity, character and personal or professional triumph. Anyone can be a great leader.

Mission and Vision

A leader must understand and be committed to the mission and strategic goals of the Office of Physical Plant, have a clear cognizant vision of the "big picture", and have a long-term awareness of the department's role within the University community. Leaders must set and communicate clear goals, principles and individual accountability to create a shared vision of the future. This vision and direction should be continually emphasized and explained to give staff and colleagues a common purpose and sense of responsibility. People with purpose will complete meaningful work and gain satisfaction in accomplishments.

Expectations

• ESG meets on a 2-year cycle to discuss, decide upon, and publish an updated mission/vision statement for OPP. Discussions and decisions include input of leaders, staff, and technical service personal.
• Meet annually with employees to specifically review, discuss and emphasize the mission/vision statement. Communicate related questions or concerns to ESG.
• Distribute a copy of the mission/vision statements to all employees.

Communicate and Listen

Keep staff and colleagues well informed and current on issues important to the unit's mission and responsibilities. Provide continual guidance and feedback related to performance in a positive and proactive manner. Provide constructive opportunities for employees to learn from mistakes and failures in addition to sharing and acknowledging success. Be direct and empathetic when communicating with each other, especially when dealing with difficult situations or individuals.

Take time and actively listen to staff and colleagues before making decisions. Explain and clarify information or decisions. Encourage communication and allow staff and interested parties to share freely their opinions, information, and feelings in the proper forum. Have an open mind, heart, and door to employees and colleagues.

Expectations

• Keep phones and radios turned off during meetings.
• Meet at least monthly with employees and keep employees informed.
• Maintain an atmosphere of openness and inclusiveness in meetings to solicit honest opinions.
• Accept opinions about work related issues without penalizing or reprimanding employees for voicing opinions.
• Clearly communicate performance expectations and schedule informal mid-year performance reviews; adjust expectations as necessary.
• Attend a communication skills class annually.
• Discuss problems in private directly with the individuals involved; beginning discussions by asking questions, listening, and clarifying information.
• Present opinions in a positive, constructive manner.

Lead by Example

Actions speak louder than words: walk the talk, lead by example, and follow the golden rule. Respect is earned by one's actions; it is not automatically extended because of position or rank. Build confidence through a strong work ethic and values. Perform to coincide with the highest professional and personal standards. Demonstrate the Continuous Quality Improvement work style and principles. Never pass up an opportunity to learn.

Expectations

• Attend meetings on time.
• Support the organization's mission/vision statement and adhere to CQI standards and principles.
• Adhere to established procedures/policies; question procedures and policies which inhibit improvement.
• Encourage and facilitate one-on-one conflict resolution between employees.
• Know job; annually participate in a professional development opportunity.

Integrity, Consistency and Character

To create an environment that fosters employee confidence and builds self esteem, leaders must have integrity. Be honest, fair, hard working, and kind to each other. Treat all individuals and assess all situations with consistency of purpose and values. Understand humane treatment and promote constructive criticism and positive reinforcement of employees. Project a positive attitude and believe that most people are reliable and trustworthy.

Expectations

• Treat all employees equally and fairly.
• Be consistent, but not inflexible.
• Be honest.

Be Accountable

A leader takes responsibility instead of placing blame. Strive to improve processes and take corrective action through Continuous Quality Improvement techniques. Help everyone learn from mistakes. Be prompt, truthful, and responsive. Operate within established resource boundaries. Follow through on all obligations. Be forthright when there is a problem or delay.

Expectations

• Monitor budgets and prevent over-spending.
• Annually establish unit goals, plan for their accomplishments, and review progress.
• Annually forecast resource requirements to meet unit goals.
• Hold employees individually accountable for their performance and behavior at work.

Empower Employees

A leader encourages the natural abilities and creative talents within people. Delegate responsibility with clear expectations and give others latitude to exercise authority. Focus on important issues and results rather than micromanaging details. Promote consensus building and teamwork thus motivating employees to achieve and become self-reliant.

Expectations

• Emphasize and facilitate teamwork among employees; provide skill building opportunities.
• Delegate authority responsibly and clearly.
• Avoid overruling or second-guessing a delegated task or decision.

Coach and Support

Acknowledge the importance of every individual. Encourage professional development to improve employee competence. Be open with information and approachable for guidance to develop team spirit and loyalty. Listen, be patient, and consider new ways of improving processes through Continuous Quality Improvement techniques. Praise accomplishment, take responsibility for employee's actions, and support them during criticism and setbacks. Take time to develop relationships with employees and colleagues.

Expectations

• Acknowledge job performance in a timely manner..
• Encourage participation in professional development and provide resources..
• Praise employee accomplishments through verbal feedback and letters of commendation.
• Be accessible to employees to provide advice and encouragement.

Take Risks

Do the right thing rather than the same thing. Be proactive for change. Encourage new and innovative thinking. Develop teams to tackle challenges for change. Allow mistakes to create future successes. Embrace change as an opportunity and not a threat.

Expectations

• Encourage new and innovative thinking about job processes.
• Accept failures and set-backs as part of growth.
• Be willing to take risks for the benefit of the organization.

Develop Leaders

Encourage others to lead. Work to build the confidence of others. Share responsibility and information freely. Project trust and rely on the expertise of others. Motivate employees to assume greater responsibilities and challenges.

Expectations

• Facilitate an atmosphere which encourages leadership among employees; ask for employees opinions before sharing yours; allow employees to volunteer to lead projects.
• Identify and coach employees interested in developing leadership skills; provide opportunities to lead.

Developed by the Leadership QMB.

Approved by the Executive Steering Group on 03/09/1998.

---

Model of Personal Accountability

An accountable individual holds himself/herself personally responsible without waiting for someone else to point out problems. She/he readily admits mistakes and puts every effort into continuous learning so mistakes are not repeated. An accountable employee accepts responsibility for making each working relationship effective. An accountable employee is prompt, truthful, and responsive and acts in the best interests of the University and our customers.

Expectations

• Examine personal responsibility in each process and take credit for contribution to success.
• Acknowledge mistakes and errors in judgment as soon as recognized.
• Demonstrate a willingness to correct mistakes, fix problems, and processes.
• Listen openly to suggestions and criticism without being defensive.
• Handle problems with individual relationships directly with the person involved; seeking resolution while avoiding blame.
• Arrive at work and meetings on time; effectively use time at work.

Developed by the Leadership QMB.

Approved by the Executive Steering Group on 07/13/1998.