| Leadership Academy Alumni | |
|---|---|
| 08/09 | |
| Susan A. Autry
Michael G. Bade Douglas E. Eckman Gary R. Forman Catherine Garzio Jon Patrick Giacomi Susanne Hildebrand-Zanki Lynda J. Jacobsen Jacqueline Jew Henry J. Kahn Michael J. Kamerick Aimee D. Levine Susan Lin Peter N. Loo Sue B. Merrilees | Jocelyn L. Nakashige
Zoanne L. Nelson Rebecca Nguyen Anja M. Paardekooper Shahla RaissiDavid Rein Heidi E. Schmidt Greta Schnetzler Felicia Mitchell Silva Kevin H. Souza Carl R. Tianen Dorian West Jane Y. Wong Lori L. Yamauchi Steve G. Young Abby Zubov |
| 09/10 | |
| Adele R. Anfinson
Opinder S. Bawa Sandra E. Beck Mark R. Boone Mary F. Bunker Louisa T. Burgio Ann L. Carollo Douglas Crawford Steve Downs Christine A. Durieux | Marcy A. Fraser
Tracey A. Gearlds Stephen Lau Denis Nepveu Molly P. Newlon Marge O’Halloran Pamela E. Roskowski Rhona M. Snyman Mimi Sosa Steven G. Sullivan |
| 10/11 | |
| Bart Aoki*
Stephanie Bruzzese Larry Carbone Jessie Catacutan* Mhel Cavanaugh-Lynch* Sherman Chin Maureen Conway Ginny Cox* Kelly Drumm* Kathleen Erwin* Michael Faber | Grace Fernandez
Olivia Herbert Matthew Hicks* Tony Hsaio Brad Immanuel George Lemp* Margaret Paternek Suzanne Cutts Ritchie Daniel Scarpelli Allison Woodall* Margaret Wu* |
*UCOP employee
| Leadership Institute Alumni | 08/09 | Cynthia Ashe
Kevin Austin Alan Beach Kevin Beauchamp Sharon Berg Dale Borgeson Bridget Brennan Zeanid Breyer Karen Burngardt Pearl Chen Hallen Chung Lisa Cisneros Kevin Cox Michael Degroot Marina Dronsky Steven Engen John Ewers Victoria Fong Maria Friciello Chuck Hajek Debra Harris Bonnie Hellevig Larry Hickey Shirley Hodges Wendy Hom Luke Hones Karin Immergluck Janet Jones James Joves Betty Moy Maninder Kahlon Mounira Kenaani Jeffery Kilmer Michael Kincaid Alana Koch Emily Leang Amy Levine Bill Lindstaedt Erik Lium | Eileen Lloyd
Georgina Lopez Florence Lu Angela Lucien Karen Mah-Hing Gail Mametsuka Maria Mason Tiki Maxwell Chandler Mayfield Patrick McGee Sally Mead Lauri Medeiros Bert Mok Joyce Nakamura Jim Nourse Maria Novelero Lynn Olinger Julie O’Neal Penny Pan Craig Peterson Tommy Poon Zach Quan Michael Quirk Ellen Rinehart Karen Roorda Jerome Sak Deborah Samii Susan Schultz Zuleikha Shakoor Lana Tomitch Michael Toporkoff Lief Tsai Susan Wright Cindy Yoxsimer Eugene Zanko Kamyar Zare Stan Zimmermann Mark Zuffo |
|---|---|
| 9/10 | |
| Heather M. Alden
Robert P. Berryman James C. Betbeze Regan Botsford Elizabeth R. Brashers Ellen W. Chavez Caitlin Croughan Grace A. Crvarich Shauna M. Curtis Amy C. Day Donald P. Diettinger Orlando Elizondo Silvana F. Giana Samantha C. Gill Mark A. Gottas Regina C. Gudelunas Maria Guerra Joyce K. Hammel Gabriella Hato Pamela R. Hayes Zoe Ann M. Hinson-Pardini Margot H. Hughes-Lopez Anthony P. Hunter Terrence R. Ireland Stacy N. Jackson Gail H. Kawakami | James Kiriakis
Daniel Roger Krasnow Mary Lambert Andrew Li Michael J. Lum Leah Danette Mckee Patti A. Mitchell James B. Munson Jennifer O’Brien William K. Pinster John E. Radkowski Sunita Rajdev Lisa Raskulinec Michael S. Rodriguez Nada Z. Salam Richard M. Secunda Adrian T. Sooy Jason A. Stout Sylvia May Su Frank J. Tastevin Sen Mike Wang Gang Wang Kai C. Wang Virginia Vanessa Wong Melissent Zumwalt |
| 10/11 | |
| Phaedra Bell
Diana Block Kristen Bole Daniel Dominguez-Moncada Dan Freeman Robert Gilmore Shylah Hamilton Tony Hang David Hathaway John Heldens Suzie Kirrane Gail Lee | Tom Manley
Monica Mapa Edwin Martin Luanne Mullin Linda Marie ReillyLucas Rockwell James Ryan Sean Schluntz Irene Shin Denise Stripling Don Szeto Michael Villanueva James Wildman |
How does this leadership development program differ from other leadership programs on campus?
The Leadership Development Program is designed to develop leaders across the organization in alignment with the UCSF’s strategic plan, mission and vision. The program’s content and design create the opportunity for individuals to enhance core leadership skills, develop cross-organizational relationships, and advance collaboration, innovation and broad-based organizational thinking. The program is not intended to develop operational skills but rather strengthen leaders’ efficacy in communication, collaboration, developing high performance teams and leading change.
How many participants will be accepted into the program?
Depending on the organization’s needs, either one or two learning groups of approximately 25 each will be established.
Is there a time in position requirement for the program?
The criteria for program participation are based on organizational development priorities and individual capability, commitment and capacity. Individually capability is demonstrated by strong performance in current position. Generally performance is assessed annually through the performance review process. However, if a department has a strong candidate who has only been in the position less than a year—but long enough to assess performance—the nominee will not be excluded from the program.
How long will it take to complete the nomination process?
The nomination process should not take more that 30 minutes per nominee.
When will participants be notified of the status of their nomination?
The nominations will be reviewed by a Leadership Development Selection Review Committee. Final determinations will be made by the November 18th.
What are the program session dates?
Leadership Development Program
Full Day Session #1 (3 days): January 2012 – exact dates TBD
Full Day Session #2 (1 day): May 2012 – exact date TBD
Five Noontime Workshops: February, March, April, June and July, 2012 – exact dates TBD
Who do I go to for assistance with the nomination process or to find out more information about the programs?
Please contact Aja Duncan, Leadership Development Consultant, at 476.3637 or aja.duncan@ucsf.edu
The Leadership Development Program is designed to ensure organizational success through sustained development of current and future leaders.
- Leadership Development Nomination Form (MS Word)
- Leadership Development Program Information Sheet (PDF)
Program participation will develop leaders’ skills in the areas of:
- communication
- collaboration
- building relationships
- strategic planning and decision making
- leading and managing change
- building high performance teams and cultivating talent
- innovative business and management practices
The program consists of a pre-program leadership style and skills assessment; four full-day structured learning sessions; executive coaching; five lunchtime facilitated learning application sessions; a post program leadership competency assessment and sustained development plan.
Participation in the leadership program is in service of individual and organization development. The organizational development priorities are:
Diversity
- Creating a diverse pipeline of potential senior leaders (Diversity refers to the variety of personal experiences, values, and worldviews that arise from differences of culture and circumstance. UCSF defines diversity as acknowledging, understanding, accepting, valuing, nurturing and celebrating differences among people – whether it’s age, race, ethnicity, gender, physical and mental ability, language, education, sexual orientation, spiritual practice, or socioeconomic status.)
Succession Planning
- Ensuring organizational success through sustained development of current and future leaders
Individual should be nominated on the basis of their demonstration of capability, commitment and capacity to grow:
Capability
- Strong performance in current position
Commitment
- • Contributing to the mission and vision of the University (exhibits an interest in connecting individual and departmental priorities to the mission and vision of the organization and actively supports UCSF’s commitment to diversity)
Capacity to Grow
- Seeking opportunity to learn (as exhibited by learning from mistakes and seeking/using feedback)
- Acting with integrity (exhibits ethical decision making)
- Exhibiting the willingness to stretch and grow
- Treating others with respect (exhibits thoughtfulness and respect for others’ points of view)
Leadership Development Program Details:
The program is for talented, career employees in the MSP classification.
Total program participants: approximately 25 (Depending on quality of nominations and organizational demand, a second group of 25 may be added.)
Approximate Cost per Participant: $4,350 (Final cost will be based on final number of participants; we will work to make funding support available for those departments that require it.)
Candidate Nominations Due: October 28, 2011 (extended to Nov. 4th)
Participants Notified of Selection: November 18, 2011
Program Runs: December 2011 through July 2012
Participant Time Commitment: Approximately 55 hours over the course of 8 months (32 hours classroom; 10 hours noontime application workshops; 5 hours executive coaching; 8 hours per learning and support.)
UCSF’s People Priority is an organizational mandate to create a supportive environment and cultivate strong and capable managers. The Leadership Development program advances this priority by developing current leaders and growing a diverse pipeline of future leaders.
In September 2010, the Leadership Development Program entered its third year with 47 participants. To date, 227 middle and senior managers have graduated from the program (26% of total MSP population).
Post program assessments were conducted with program participants and participants’ managers. Overall, 93% of respondents noted significant improvement in all five development areas:
- collaboration
- communication
- leading change
- strategic planning/decision-making
- team building/staff development
Significant improvement was also noted in participants’ ability to engender advance teamwork, drive productivity and create better outcomes.
Overall, program benefit is 80% (averaging self-reported, observed impact and objective assessment results), up from 51% in year one. Program Return on Investment is 3 to 1 (benefit to cost).
Year 3 Program Evaluation Return on Investment
Books:
The Fifth Discipline: the Art and Practice of the Learning Organization. Senge, Peter M. 1990. New York: Doubleday/Currency.
Good to Great: Why Some Companies Make the Lead and Others Don’t. Collins, Jim. 2001. New York: HarperCollins.
The Leadership Challenge. Kouzes, James M. and Barry Z. Posner. 2002. San Francisco: Jossey-Bass.
Resonant Leadership: Renewing Yourself and Connecting with Others through Mindfulness, Hope and Compassion. Boyatzis, Richard and Annie McKee. 1998. Boston: Harvard Business School
Online Articles:
”The Making of a Corporate Athlete,” by Jim Loehr and Tony Schwartz. “To bring mind, body and spirit to peak condition, executives need to learn what world-class athletes already know: recovering energy is as important as expending it.”
”The Effort Effect,” by Marina Krakovsky. “According to a Stanford psychologist, you’ll reach new heights if you learn to embrace the occasional tumble.”
”The Neuroscience of Leadership,” by David Rock and Jeffrey Schwartz. “Breakthroughs in brain research explain how to make organizational transformation succeed.”
”Centered Leadership: How Talented Women Thrive,” by Joanna Barsh, Susie Cranston, and Rebecca A. Craske. “A new approach to leadership can help women become more self-confident and effective business leaders.”
UCSF’s 2014/2015 Plan maps out what the University must accomplish in order to be successful in the years ahead. One of the cornerstones of the plan is a focus on UCSF’s most valuable resource, its people, to achieve its mission of advancing health worldwide and enacting its vision of being the world’s pre-eminent health sciences innovator.
As part of this strategic commitment, the Leadership Development Initiative ensures organizational success through focused and ongoing development of current and future leaders. A core part of this initiative, the Leadership Development Program (LDP) is designed to enhance current leadership capacity and to create a diverse pipeline of future senior leaders.
The program is now in its fourth year. Since the program began in the fall of 2008, 226 emerging, middle and senior managers have graduated from the program. 29% of participants from the first two years of the program were subsequently promoted into positions of greater responsibility and/or authority. Of the highest performing top 10% of campus MSP supervisors and managers, in terms of their 2011 staff engagement scores, 52% were program alumni. 93% of program participants and their managers (who responded to the 3rd year online program evaluation) noted significant improvement in the key development areas of collaboration, communication, leading change, strategic planning/decision-making, and team building/staff development.
Significant improvement was also noted, by respondents, in program participants’ ability to advance teamwork, drive productivity and create better outcomes. To read more about program outcomes, please review the Program Evaluation and Return on Investment Report. The successes of the first year’s program are highlighted in an article by Leadership Institute alumnae Lisa Cisneros.