2024 UNC CAUSE

Join us for a moderated panel session of leaders who are committed to creating a sense of community, purpose and belonging for their team members. Changes in the system's diversity, equity and inclusion policy have created concerns among some staff about facilitating inclusive work environments; however, good leaders understand that creating an environment where employees have a voice and feel valued, have access to the unique resources they need, and have a sense of purpose increases retention and supports the success of the organization. All of us can benefit from a discussion of practices that support the unique needs and lived experiences of our colleagues. Panelist questions will include, but will not be limited to, the following.
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One tenet of inclusive leadership is practicing transparency; that is, leaders are transparent about their intentions, actions and decision making processes. How do you, and your organization, practice transparency? Another important element of inclusive leadership is to make sure that you are checking your own biases and that you are open to others’ way of thinking and doing. What are some ways that you personally do that and you would encourage others to do as well?
As leaders who care about equitable and inclusive work environments, what advice would you give other leaders to create and support an inclusive workplace? We will also engage our audience with several polls related to their experiences of belongingness in the workplace.

In today's higher education landscape, technology teams face multifaceted challenges ranging from AI to digital transformation and cybersecurity. While technical proficiency is undoubtedly crucial, the success of these teams hinges equally on the human element—the talents, strengths, and dynamics of team members. Drawing inspiration from positive psychology and organizational development, this session proposes an innovative approach to nurturing high-performing technology teams through the lens of Clifton Strengths. Based on the work of Don Clifton and another organizational psychologist, it identifies individuals' innate talents and provides a framework for understanding and developing them. By embracing this framework, technology teams can transcend traditional limitations and cultivate a culture of excellence, collaboration, and individual empowerment. Abstract:
Technology teams are the backbone of innovation and progress in today's rapidly evolving higher education landscape. However, the success of these teams is not solely dependent on technical skills but also on fostering a culture of collaboration, engagement, and individual empowerment. This proposal advocates for integrating positive psychology into the fabric of technology teams to unlock their full potential. By understanding and leveraging the unique talents of team members, institutions can cultivate a culture of thriving and engagement, leading to enhanced productivity, innovation, and job satisfaction.

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In today’s higher education landscape, the CIO/CTO plays a pivotal role as a navigator rather than a mere supervisor. EDUCAUSE identified this shift in 2020, emphasizing the responsibility for leading digital transformation within organizations. The trajectory of IT value has evolved from infrastructure maintenance to innovation management, making IT the primary driver of change. Organizational and technological shifts occur rapidly, and IT often spearheads these changes. However, IT faces challenges in developing critical skills and adopting essential roles for successful change. The 2018 Edelman Trust Barometer highlighted a crisis of trust in U.S. leadership. Trust is crucial for fostering openness to change and successful implementation. Yet, the business side of organizations often lacks understanding of IT, leading to fear, resentment, and/or dismissal. As a master’s student in Digital Communication, I explored the correlations between leadership, communication, and organizational change management in IT. I conducted a survey that revealed resource deficiencies and skill gaps. While there’s no one-size-fits-all solution, there are essential elements and actions we can take to enhance leadership at all levels. During this session, I’ll share survey findings and propose strategies for trust-building, adaptive leadership, and effective communication. We’ll also brainstorm together how we can develop better training to prepare our teams for organizational change management.

Many employees aspire to retire. Sometimes those transitions are planned, sometimes not, but in every case life changes significantly for both those who left and those who are left behind. Long time employees have been deeply invested in the people and institutions where they have spent so much of their lives, and those who continue working must deal with change that has both personal and professional repercussions. For those who leave, the "afterlife" involves more than changes in daily routines or long awaited vacations. There are profound impacts on identity, on relationships, on health, on life decisions. We rarely hear about what happens after we reach the goal. Breaching the shroud can help active employees prepare for the next phase. Presenters are 3 IT leaders who spent their professional lives in the university system: one who left this year (Debbie Carraway, Director of IT, College of Sciences, NC State), one who left in 2020 (Susan West, Assistant Vice Chancellor for Technology Support Services, NC State), and one who left in 2016 (Chuck Curry, University Information Security Officer, UNCG). They each have different perspectives and experiences, some that have changed over time. All have lessons learned to share and a deep, continued interest in the success of all members of the IT community in the UNC System. This session will include introductory comments from each presenter and will follow a Q&A format with audience participation.

This presentation will go into specific techniques that aid in student staff retention and attempt to avoid high rates of turnover. In addition, we'll look into a few ways to achieve and maintain a high level of team performance.

In today’s dynamic business landscape, effective leadership extends beyond the corner office. As leaders throughout IT organizations, we recognize that our success hinges on strategic partnerships and innovative thinking. Enter the administrative assistant—a catalyst for transformation, a force multiplier, and a too-often untapped well of potential.
Key Takeaways:
• Redefining Potential: Break free from conventional boundaries. Let’s reimagine administrative assistants as strategic allies who can amplify your impact across the organization.
• Disrupting Stereotypes: It’s time to discard outdated perceptions. Administrative assistants are not just gatekeepers; they are change agents, collaborators, and solution architects.
• Evolving Your Brand: Learn how partnering with administrative assistants can enhance your personal brand. They are conduits for your vision, amplifying your influence and reach.
• Communication Mastery: Discover effective communication strategies. From the initial introduction to seamless collaboration, we’ll explore how to build trust and rapport.
• Cultural Insight: Administrative assistants hold the keys to organizational culture. Gain insights into shaping the fabric of your workplace to support your strategic and operational aims.

This presentation will explore the challenges that we faced when key members of our team retired. They were a part of the foundation for crucial processes that ITS handled for the University. While Mike and I each had documentation from our former employees, the documentation was very silo-ed and we quickly realized we needed to work together, to share the different perspectives from our teams, to adequately handle the processes moving forward. We have also analyzed ways to improve and provide automation for efficiently handling some of these requests. The key take away is to have the knowledge accessible across the ITS team, so should Mike and I win the lottery, it won't be so much work for whomever picks up the workload. We want to make this as green and sustainable as possible.