Hard work, Strong skills
Advanced seminars for UM staff
2017-2018
Hard Work, Strong Skills
Maastricht University offers her leaders and senior
academic and support staff each year an advanced
development programme. The programme offered is in
English to include all employees. You can follow all
seminars as a complete course or select just the ones you
prefer.
We warmly invite you to take part!
For more information, please contact
[email protected]
School of Business and Economics & Staff Development Centre
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Modules 2017-2018
Training
Format
Dates 2017-2018
How Leading becomes Leadership
2,5 day course
13/14 Sept & 10 Nov 2017
Deep Democracy
1 day course
20 November 2017
Creating conditions for talent
development
1 day course
28 November 2017
Finances @ UM
1 day course
15 December 2017
Managing Change
1 day course
25 January 2018* subject to changes
Grow your innovation capacity
1 day course
19 February 2018
Coaching Leadership
2 day course
15 & 22 March 2018
Building more effective teams
2 day course
31 May & 1 June 2018
HR
t.b.a.
Interested? Sign up and we
keep you posted.
School of Business and Economics & Staff Development Centre
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Target group
Hard Work, Strong Skills is aimed at the university’s leaders and
senior academic or support employees. You fit the target group
when you hold a leadership or managing position, and/or you are
an experienced professional (academic or support) who is held
accountable for financial and personnel matters.
You are for example:
- Department head
- Cluster or unit director
- Team leader
- Functional expert
- Project manager to complex projects/teams
- Programme manager
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Registration
If you would like to participate, please register here. Not fitting
the target group criteria implies that your registration cannot be
accepted.
Register now!
Do you have questions? Please contact Rina van den Brandt:
[email protected]
School of Business and Economics & Staff Development Centre
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How leading becomes leadership
Your leadership effectiveness is determined by how you look at yourself, the other and to
your assignment (that what you think is necessary and should be done). In other words, in
what way does your perspective determine the connection with yourself, the other and your
assignment? What influence do you have (on yourself, others, your assignment) and what is
the impact on your performance, the performance of your employees and your team?
In this course the central theme is to discover and explore perspectives. We think it's
important that you learn to recognize your own perspectives and those of others because
they determine how you lead and are able to create a learning environment that is
necessary for effectiveness, efficiency, innovation and creativity in your organization.
Recent behavioral research shows that effective leadership depends on the connection you
have with yourself, others and the environment: 'To exert influence, you must balance
competence with warmth' (Cuddy, Kohut and Neffinger, HBR, 2013).
We expect your input from your own experiences and the willingness to actively start
working with newly gained insights. During the closing session you reflect together with the
other participants on the recent period and achieved results.
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Facilitators: Prof. Dr. Mariëlle Heijltjes and Dr. Peter Berends
Dates: 13-14 Sept – 09.00-17.00 hrs (location: Teaching Hotel)
10 Nov 2017, 13.00-17.00 hrs (location: SBE)
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Deep democracy
“The Best for the Group comes when everyone in the group does what's best for himself AND the group.”
― John Nash
An essential team process is that of decision making. Powerful decisions are those in which
we combine that diverse knowledge, talents, experience and emotions (Kramer, 2014).
Deep Democracy is a way of decision making in which all voices of the system are listened
to and the wisdom of the minority is included in the majority decision. One of the
underpinning beliefs of Deep Democracy is that conflicts are part of the human process of
growth and development, and therefore inevitable. Contradictions are not limiting, but the
start of a creative process.
Working more consciously with voices of the system and Deep Democracy leads to more
awareness about and use of differences, more flexibility in taking on other viewpoints,
powerful decisions and sustainable change, and better functioning teams.
Deep Democracy is a great method for teams that:
•
are diverse
•
want to make use of each other’s differences
•
struggle with decision making
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want to be more efficient
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Facilitator: drs. Marcel Herwegh
Date: 20 November 2017, 09.00-17.00 hrs
Location: t.b.a.
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Creating Conditions for Talent
Development
It is a popular- and persistent - belief that great companies have great people. While
this may be true, the question is whether great companies recruit great people or
whether they have the capacity to transform talented people into great performers.
Research has consistently pointed out that it is not the talent as such which explains
human or organizational performance, but it is the way organizations create
opportunities to learn from success and failure. At the same time we know that
learning is not the same as training or participation in seminars and workshops. So,
the obvious question seems to be how organizations can create conditions for learning
and development and the consequences for talent development.
These questions are not only relevant for corporate organizations. Maybe they are
even more important for academic departments. Research suggests that research
productivity and achieving excellence in education are not simply a matter of good
recruitment and allocation of sufficient time to its members. The present workshop will
examine how academic leaders can diagnose the quality of learning culture within its
departments, and how they can contribute to talent development in academic settings.
Practical information:
• Facilitator: Prof. Dr. Wim Gijselaers
• Location: SBE
• Date : 28 November 2017, 09.00-17.00 hrs
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Finance
Difficult topic or fascinating discipline?
Current assets, reserves, provisions, impairment, all financial terms and business
issues that frequently pass by in a managerial position. Moreover, for most
organizations, new ideas will only be accepted if they are based on a solid business
case.
Whether it’s about budgets, investment issues or just the daily goings on of a faculty,
department or division: finances are crucial.
For UM management it is also crucial to be able to think and discuss topics like
investment, cash flow, planning and control cycle with peers. This day provides
participants with an insight in the financial management system of the UM organization
and offers means to effectively respond to them. A combination of theory and practice
(concepts and tools used within the UM) are discussed.
Practical information:
• Facilitator: Prof. Dr. Philip Vergauwen / UM speaker: Ruud Bollen MBA
• Date: 15 December 2018, 09.00-17.00 hrs
• Location: SBE
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Managing Change
Changes: centralization-decentralization issues, developing a pro-active attitude of
employees, improving cooperation relations in the chain, structural changes in the
department, developing the (internal) customer focus, enhancing the capacity for
innovation. Generally, there is no shortage of ambitions and plans, but plans have only
value if they lead to new actions and/or new behaviors. Managers experience the
practice of change (implementation) often as difficult or laborious. Effective change
processes require knowledge of change strategies, understanding of the pitfalls and
especially the wisdom to understand the behavior of others and yourself. This seminar
helps understand what is really happening, while we talk about change plans.
The goals of this module are acquiring knowledge on strategies for different types of
change, understanding why logical interventions regularly do not lead to logical effects,
recognizing blocking (interaction) patterns and how you unintentionally contribute to
stagnation, developing an intervention repertoire that helps to (re-) energize change,
creating insight into your own role in leading change.
Practical information:
• Facilitator: Dr. Arend Ardon
• Date: 25 January 2018, 09.00-17.00 hrs*
• Location: SBE
subject to changes
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Grow your innovation capacity
Like any organisation, innovativeness is extremely important to remain competitive
and extend your business.
Let us zoom into the innovativeness of the UM and grow the innovation capacity of
the UM by employing you with a strong mindset and capacity to innovate.
We will grow your innovation capacity by following a success methodology to
innovate. Learn about service innovation, business model innovation and gain
experience with an approach to solve your challenges using design thinking tools.
At the end of the day you have expanded your toolbox and are better equipped to
innovate.
Practical information:
• Facilitator: Sabine Janssen, MSc, Service Science Factory
• Location: SBE
• Date: 19 February 2018, 09.00-17.00 hrs
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Coaching Leadership
Whatever role you have inside Maastricht University, be it in a management position or as
a colleague, it is your task to realise targets together and achieve optimal performance in
specific areas.
‘Coaching Leadership’ originally refers to one of six leadership styles as developed by
Daniel Goleman (2002). Coaching leaders focus on helping others to advance their skills,
direct and guide them, providing encouragement and inspiration and create a positive
workplace environment to help motivate their people or team towards achieving better
results and higher performances. Yet, in order to effectively do so, you need to build your
own leadership first; ‘the most important leadership tool is yourself’ (Otto Scharmer).
Therefore, the goal of this interactive and experiential training is two folded:
On the one hand, it addresses the basic mind-set, attitude and skills that are needed to
build your own leadership, that is ‘the ability to effectively influence so others follow
willingly’ (Clawson, 2012), whereas on the other hand the training focuses on
strengthening your ‘coaching leadership’ muscles.
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Facilitator: Drs. Jessica Slijkhuis
Date: 15 and 22 March 2018, 09.00-17.00 hrs
Location: Stay Okay
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Building more effective teams
Not all groups are teams: How to tell the difference?
Great teams are energizing and productive, delivering excellent results. In an effective
team, everyone understands how to contribute in ways that support team outcomes that
go above and beyond what any individual could accomplish alone. But teamwork isn’t
easy. Even the best teams, with the most well-intentioned colleagues, can encounter
problems that hinder their collective accomplishments.
In this seminar, you will learn strategies for creating successful team dynamics. How can
you align team members around shared goals so they can effectively plan, communicate,
execute, and deliver?
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Facilitator: Dr. Ursula Glunk
Dates: 31 May and 1 June 2018, 09.00-17.00 hrs
Location: Buitenplaats Vaeshartelt, Maastricht
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Human Resources @ UM
UNDER CONSTRUCTION!
In this session different concepts of Human Resources Strategy will be at the center of
attention. How should an effective HR policy be designed (according to theory) in order to
cover an organisation’s strategic goals. How does this policy (should) look like at UM? We
will explore to what extend and which focus the UM’s HR strategy has been developed yet,
and what the challenges for the future are. We will discuss several HR KPI’s: which are
relevant for UM, and how to measure them? In an exercise with an HR balanced scorecard
we will practice with the cause and effects of HR instruments.
Note: this seminar has not been confirmed yet, but you may sign up to show your interest
and we will keep you posted.
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Facilitators: t.b.a.
Dates: t.b.a.
Location: t.b.a.
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