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Compensation Bloat? University of Michigan faculty question administrator pay in open letter

Compensation Bloat?  University of Michigan faculty question administrator pay in open letter | Change Leadership Watch | Scoop.it

An open letter to University of Michigan's Board of Regents from about a dozen of the school's faculty criticizes the school's administrative pay and bonus system. "The University is in desperate and urgent need of fiscal reform." 


____________________
   
The authors argue that U-M is not transparent about its pay supplements...some administrators received...in excess of $50,000.

     

____________________


The authors argue that U-M is not transparent about its pay supplements, and that they are an unwise use of money from the general fund. Data obtained by the professors show that some administrators received salary supplements in excess of $50,000.

  

...Anthony Mora, a history professor who helped author the letter, said that while it's reasonable executive officers have higher compensation that most staff, U-M's compensation rates for those officers are between 27 and 41 percent higher than the rates' of administrators at peer institutions such as Berkeley, Texas and Virginia, according to a review done by the faculty.
 

"We want to have an open and candid discussion about the university's resources," Mora said. "I don't see this as an effort to be adversarial with the administration. I think people in the administration are genuine when they say they care about the university. But I do think there's an opportunity here for the faculty and the administration to work together."

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Deb Nystrom, REVELN's insight:

Several faculty have taken up the gauntlet to question escalating costs - starting with higher education administrative bonuses.  Executive bonuses may no longer be taken for granted with such moves as these, perhaps prompted by the poorly planned, cost cutting administrative shared services initiative (labeled AST, Administrative Services Transformation)  which, incidentally, did NOT include the faculty voice in its cost cutting planning.


It also involved the use of several consulting firms with expenses totalling over 11 million for consulting services.  As as consultant myself, I know consultant have reasons to charge a high rate, but leaving the faculty voice out of a change initiative mystifies me.


I look forward to hearing where this letter leads in dealing with, perhaps, some unquestioned compensation practices, and perhaps stepping higher education back to a bigger picture of where the value generation resides and how it needs to be valued today.   ~  Deb

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Deb Nystrom, REVELN's curator insight, April 25, 2014 3:59 PM

The escalating costs of higher education may no longer be taken for granted with such moves as these from the core of  the university system, the faculty.

The article also referenced the initially poorly implemented, cost cutting administrative shared services initiative (labeled AST, Administrative Services Transformation)  that did not include the faculty voice in its cost cutting planning and involved the use of several consulting firms with expenses totalling over 11 million for consulting services.  As as consultant myself, I know consultant have reasons to charge a high rate, but leaving the faculty voice out of a change initiative mystifies me.


I look forward to hearing where this letter leads in dealing with, perhaps, some unquestioned compensation practices.   ~  Deb


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To Spark Change, Begin with a Provocative Action | Paul Niven

To Spark Change, Begin with a Provocative Action | Paul Niven | Change Leadership Watch | Scoop.it

Examples! Provocative action is a great kick start to change.


Paul cites several examples including:  A Danish organization, tired of watching customers defect because of frustrating and outdated policies and procedures, vowed to re-engineer the customer experience. Rather than begin the effort with a dry discussion of what was to be done, executives gathered the many volumes of current policies and procedures, stacked them up, and to the delight of assembled employees, threw a torch on the pile. The signal that things were about to change was clear.


To overcomethe high failure change implementation rate, organizations need to get off to a fast start, generate momentum for the cause, and convert skeptics to advocates. Provocative action can kick-start the change process memorably.  More examples are listed in Paul's post:  Cortes burning ships, cash dumped on a  table in front of staff, and more.

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Change Leadership: 9 Insights | Ecology of Education

Change Leadership: 9 Insights | Ecology of Education | Change Leadership Watch | Scoop.it

Summary:  From Michael Fullan’s session, Leadership for All, - The question:

 

What practices lead to effective leadership in change?

 

9 insights of leadership.

 

1. Relationships first (too fast/too slow): The art of change is hitting that sweet spot — don’t come in so fast that you put people off, nor so slow that you get absorbed by culture.

 

>> Careful entry to new setting

>> Listening to and learning from those who have been there longer

>> Engaging in fact finding and joint problem solving

>> Carefully (rather than rashly) diagnosing the situation

 

2. Honor the implementation dip

3. Beware of fat plans

4. Behaviors before beliefs

5. Communication during implementation is paramount  >> Pair-Share in meetings: generating ideas & problem solving.

 

6. Learn about implementation during implementation

 

7. Excitement prior to implementation is fragile

 

8. Take risks and learn

 

9. Its okay to be assertive

 

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Accessible Leadership: Why the CEO needs to drive communication & culture change to improve customer experience

Accessible Leadership: Why the CEO needs to drive communication & culture change to improve customer experience | Change Leadership Watch | Scoop.it
Leadership Required: Why the CEO needs to drive communication and culture change to improve customer experience.


A simple but not simplistic 3 point list of a leader's role in communicating with all hands in culture change. From Experience Required™


Excerpted:



The CEO’s role must be one of brand champion...[to] ensure that the company’s brand strategy is implemented, instead of becoming just another “thing” that everyone should do.


Here are three things leaders can start to do today to ensure greater success:


#1. Be visible.
Employees need to see you (literally) leading the effort ...[to] know that you truly believe in its value and its impact. Get out and develop relationships with your employees. ...[and] hear what’s really going on from those that directly interact with your customers.


#2. Give feedback regularly.
Recognize employees often with specific feedback on what they did well. Help them connect to the purpose and how their individual efforts fit in with the big picture.


Giving their work greater meaning helps them realize they’re working for a company they can be proud of. 


#3. Demonstrate quick wins.
Make it a point to regularly update employees on progress. Show them how their feedback led to actionable improvements in process, employee, and customer experiences.


You have to walk the talk and show you’re prepared to make changes that improve the experience. Once your employees realize their input is valued, they’ll open up more and be more motivated to follow your example.

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Leadership & the First Follower, Video Classic on Change Execution | Change Management Resources

Leadership & the First Follower, Video Classic on Change Execution | Change Management Resources | Change Leadership Watch | Scoop.it

A classic video that communicates volumes on follower personal leadership.

 

Excerpt:  "Now comes the first follower with a crucial role: he publicly shows everyone how to follow. Notice the leader embraces him as an equal, so it's not about the leader anymore - it's about them, plural. "

 

This is from the "non-partisan" ChangeManagementResources.com site also known as CMRsite.com

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