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Notified yesterday put on PIP Scott trying to understand directors are unhappy with some things falling through the cracks. Continuous onboarding of directors. directors unhappy b/c due to individual circumstances (demotions ARCH studios - assigned studios, hot desk studios increase in meeting patterns makes space-sharing complex Work together on scheduling shared spaces A lot of growth very fast I’d like to see an org chart Need an directors' ops calendar Add Natalia as an additional stop in CLSS workflow after APCs add changes APCs question why Natalia is trying to show them things to transition them off of her portfolio Are the APCs Natalia’s team Team meetings to coordinate initiatives and duties with Emily’s needs Course CLSS data entry error, Registrar initiated errors, errors related to catalog Summer minor scheduling is complex Changing requirements can simplify or complicate processes MArch degree - adv standing - do they need different major codes? Checklist manifesto book |
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Hailey, Angelle, Kyja All offices in NOCHI Overall clear view of registrar-related cycle. Registration, scheduling Angelle - Architecture Barch, bsa, studios, higher number hailey - specialized, design (UG), social innovation/entrepre SISE (UG) kyja - specialized - sustainabale real estate (UG, GR), historic pres (GR certificate, GR degree) What is Natalia’s role in relation to yours? Hailey - Directors and Natalia gives tasks, delegating and teaching. Hailey - Emily-Natalia, Directors. Angelle - Emily is boss, APCs are involved in a lot of activities. The five of them rarely meet. Bi-weekly checkin to synchronize with Emily. Would like one-on-one meetings. Angelle meetings with her program director - Emilie regularly and Natalia. Kyja, too. Hailey meets with Tiffany and Natalia. Comfortable with registration Kyja problems with workflow - don’t understand that timeline, what goes wrong, where she fits in. Feels very blurry. Angelle - CLSS workflow feels funnel Natalia has worked at the school a long time and she understands the connections and anticipating problems. Studio preference survey in Qualtrics - could have been created much faster. Process outweighs results. Class scheduling - conflicts can come up (co-reqs) Let them make mistakes, cannot be flexible in the moment Use post-mortems to refine or define processes Lead effectively and manage Natalia, but not letting her get put out to dry. More supervisor support. Clarify priorities as they change. Natalia needs her own assistant - her own APC. The recent growth has surpassed her capacity. Need to plan how to delegate with intention. Make sure students are aware of them and how they can help. They need to understand Natalia’s timeline and basic rationale for why and their role at each step of the timeline. Clarification of baton handoff. |
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A lot of growth fast meltdown with relationship with directors - they say they’re doing what they’re supposed to, Natalia says they don’t and vice versa Natalia not aware she is affecting people Natalia - in-house registrar What it looks like: there are things that have been released for apcs to do, there are some things that haven’t been transitioned yet. apcs can’t enter info into CLSS. this is more of a people problem. Problems with internal mechanisms If people makes mistakes, Natalia feels she has to fix them. Emily doesn’t meet with Natalia and APCs regularly, but meets with natalia often. ELP emerging leaders program - Natalia participated - coaching for Natalia to catch on to social cues Master scheduling spreadsheet - central internal document - goes into CLSS - spreadsheet formatting is fussy - maybe hide columns that directors don’t need to see. Give feedback to directors to let them know what needs to be changed, but Natalia missed the deadline. Limited self-awareness |
