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communication in a wide range of forums and, more than anything else, regularcommunication with individuals. Every opportunity should be taken to explainthe goals and aspirations: the messages need to be absolutely consistent andconfirming.A communication plan is useful. It should provide a sequence and timeframe toguide each step of the consultation and dissemination process with a deadline asa major event in the university governance calendar. Communications throughformal internal reporting process and direct reports should be limited and carefullymanaged to avoid unnecessary delays and distractions.“You have to work with the staff you’vegot, focusing initially on the peoplewho are on side. Win the heartsand minds of individuals gradually.Develop a supportive structure aroundyou to enable leadership at seniorlevel. You need good academiccredibility personally.”The sequence of drafting the plan throughto final document should be structuredaround a tight timeline in advance:drafts should be kept to a minimum, andsufficiently polished to boost confidencewithout suggesting a predeterminedoutcome. The communication plan shouldidentify the major stakeholders, includingexternal bodies and authorities, and the appropriate forms of communication.Effective communication with potential national and international partners will flagthe intent of the university and confirm the reality of reform and renewal.Communications should also celebrate milestones in the planning process.These are often achieved under considerable pressure and require substantialpersonal investment of time and energy from the working group members. Publicacknowledgement of their contributions goes a long way towards maintaining thequality of input required to see the implementation process through the first criticalstages. This also adds to the sense of ownership and more importantly to the longtermcommitment required to see the vision and plan realised.36 A handbook for executive leadership of research development
REVITALISING PRODUCTIVITYDeakin UniversityThe initial phase of raising the level of research activity at DeakinUniversity included setting aggressive stretch research targets.There was a high level of buy-in and the research income wentup dramatically for five years but then plateaued. The Deakinstrategy to revitalise productivity involved a number of elements,including an injection of funds to kick-start new activities, butwas also accompanied by significant structural changes toreduce organisational complexity. Arrangements were simplifiedaround three ‘mega research pillars’, and new research centresestablished. A critical change in approach involved distributingfunds to the faculties and pushing responsibility back to leadersand researchers, with part of the funding dedicated to nurturingnew areas. Transparency in tracking progress was also critical tosuccess. This included income predictions in reports to heads ofschool. Other major elements in the revitalising period includeda major investment in recruiting with a target of 200 newresearchers over three years.Focus 1 — Setting an agenda for change37
Page 1: A HANDBOOK FORExecutiveleadershipof
Page 4 and 5: A publication of the Centre for Lea
Page 7 and 8: ForewordDuring a period of signific
Page 9 and 10: AcknowledgmentsThis handbook was co
Page 11 and 12: IntroductionThis handbook is a sour
Page 13 and 14: Executive leadership of researchA c
Page 15 and 16: The principles and elements are app
Page 17 and 18: A background briefing on the eviden
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Page 21 and 22: • clear goals that serve a coordi
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Page 33 and 34: Principle 1. Create a compelling vi
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and practices have often evolved ov
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There are a number of practical thi
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Kenna, R. & Berche, B. (2011). Crit
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About the authorsCraig McInnis is a
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