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Organization and Leadership

OTR practitioners must be cognizant of OTR’s organizational placement within the institutional structure and provide effective leadership for the success of programs dedicated to the orientation, transition, and retention of students. OTR practitioners must be intentional about their own professional development as well as the professional development and leadership of those under their supervision.

Levels

  • Serve as an advisor, guide, supervisor and mentor to student groups and
    individuals including new students and student leaders.
  • Identify effective practices related to recruitment, selection, and/or hiring,
    including individuals and group interviewing for all staff (e.g. undergraduates,
    graduates, professionals, etc.)
  • Outline personal and professional expectations for all staff (e.g. undergraduates,
    graduates, professionals, etc) in their behavior, growth, and learning
  • Guide peer-leaders in ethical standards and inclusive, appropriate
    professional practices.
  • Identify constructive and beneficial professional and personal development
    opportunities for self and others.
  • Develop appropriate networking skills and actively seek out professional
    development opportunities.
  • Identify one’s own strengths, weaknesses, limitations, and working style.
  • Recognize personal and professional development opportunities that are
    constructive and beneficial for self and others.
  • Recognize effective practices in supervising and developing undergraduate staff.
  • Identify professional development opportunities to develop networking skills for
    all staff. (e.g. undergraduates, graduates, professionals, etc.)
  • Identify one’s own strengths, weaknesses, limitations, and working style as it
    pertains to your work in OTR.
  • Describe your leadership philosophy as it pertains to your work in OTR.
  • Recognize appropriate conflict mediation skills to move individuals and teams
    toward conflict resolution.
  • Exercise effective practices related to recruitment, selection, and/or hiring,
    including individual and group interviewing for all staff. (e.g. undergraduates,
    graduates, professionals, etc.)
  • Demonstrate an ability to mediate and move individuals and teams toward
    conflict resolution.
  • Employ conflict management skills, including mediation, collaboration,
    and group facilitation.
  • Engage in professional and personal development opportunities that promote
    self-growth.
  • Articulate the importance of encouraging staff to participate in professional and
    personal development opportunities that promote self-growth.
  • Articulate the strategic plan for OTR programs to campus constituents
    and participants.
  • Serve as a mentor for new professionals and students.
  • Guide/coach new professionals in understanding of the functional and
    organizational structure and support in scenarios of change.
  • Develop professional strategies that aid in navigating through unit and
    institutional change.
  • Model effective practices in supervising and developing undergraduate staff ,
    including providing a comprehensive training program, opportunity for team
    development, and individualized and team feedback.
  • Guide colleagues and staff in ethical standards and inclusive, appropriate
    professional practices.
  • Engage staff in developing a vision for your unit and OTR programs that reflect
    institutional mission.
  • Negotiate a shared vision, learning outcomes, and expectations with institutional
    staff, constituents, and stakeholders.
  • Apply the vision, mission, purpose, and goals for OTR programs connecting them to
    your institution’s strategic plan.
  • Engage in conversation with Senior Leadership in lobbying to ensure that OTR
    programming is adequately supported and appropriately staffed.
  • Supervise multiple levels and types of staff, connecting staff with the purpose and
    goals of the office and institution.
  • Evaluate staff in their professional development vision and strategy and personal
    leadership skill building.
  • Serve as a model leader for creative thinking, creative problem solving, and
    supervision.
  • Develop office and program policies and procedures that incorporate institutional
    and administrative goals and strategic direction.
  • Advocate for representation in institutional planning initiatives and unit visibility
    to internal and external constituents.
  • Assess program and student needs and progress to campus constituents.
  • Develop an in-depth understanding of organizational change.
  • Manage change as it impacts staff, OTR programs, and enrollment.
  • Navigate campus politics while maintaining the purpose of OTR programs for
    student success and learning.

Courses

Find our upcoming Core Competency courses on the NODA Event Calendar.

Resource Materials

Coming soon!

Additional Information

Article Information

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