Level 3 Strategic management

Managerial tasks and Leadership - Art of Engagement

• People management

  1. Sets priorities in the development plan with the team and monitors implementation.
  2. Is alert to warning signs of an unsafe situation, acts proactively in that regard and maintains measures for a safe climate. 
  3. Inspires teams to show commitment in contributing to VU‐wide and departmental goals, helps tactical management make the necessary adjustments in this area.
  4. Coaches tactical management, facilitates difficult conversations, opens conflicts up for discussion, acts as case manager for absence through illness and creates solutions. 
  5. Monitors implementation of strategic personnel planning, monitors consistency and links conclusions to annual plan and departmental compliance management. 
  6. Is aware of the impact of their own position of authority, transparent about their efforts and considerations, and invests in supported decisions

• Financial management

  1. Draws up a (multi‐year) budget for the department’s annual plan and monitors consistency between the sub‐budgets.
  2. Translates the cost allocation model into financial ambitions for the unit’s budget. 
  3. Provides input for the unit budget and critically monitors realisation. 
  4. Develops generation of revenue, entrepreneurship and knowledge transfer and safeguards these in the department. 
  5. Actively manages revenue, cost control and financial‐administrative tasks.

• Process management

  1. Monitors progress, quality and development of projects/programmes. 
  2. Invests in their own digital knowledge and applies this to work processes and professional content in own department. 
  3. Manages, safeguards and monitors the safety and security of facilities (e.g. labs).

• Strategic management

  1. Proactively monitors the long‐term perspective, prepares a departmental annual plan in line with strategy and monitors its implementation.
  2. Takes a hands‐off approach to management and delegates authority. 
  3. Represents the department in external relations, promotes group interests. 
  4. Works towards strategic external partnerships.

• Leadership - Art of Engagement

  • Is open about their own development
  • Makes feedback a natural part of working together
  • Invites constructive discussion of points for improvement

  Complies with the Art of Engagement in contributing to a collaborative culture at VU:

  1. Contributes to the bigger picture
  2. Is bold and decisive 
  3. Is clear and transparent 
  4. Listens and gives room for growth

Development and competences

• Mandatory training for academic staff

  • Strategic Leadership (basic training, under construction - successor to Personal Leadership) 

• Mandatory training for support staff

  • Strategic Leadership (basic training, under construction - successor to Personal Leadership)

• Further development

  Training under construction

  • Crisis communication 

• Competences

  • Connecting 
  • Open communication 
  • Building trust 
  • Contributing a strategic perspective 
  • Taking an active and enterprising approach

Positions and roles

• Positions and roles of academic staff

  • Head of Department
  • Director of Education
  • Director of Research
  • Director of Educational Institute
  • Director of Research Institute

  Italics means it's not a formal UFO position but a VU-specific position or role.

• Positions and roles of support staff

  • Director of Service Department 1,2
    (note: UFO position under policy director; not to be confused with accountable director of services
  • Head of Department 1, 2

Four levels of leadership