26 days old

Managing Director, Leadership Development

NCAA
Indianapolis, Indiana 46206
  • Job Type
    Employee
  • Job Status
    Full Time
  • Shift
    1st Shift

Job Purpose

The Managing Director (MD) of Leadership Development (LD) at the NCAA will vision, operationalize, and execute strategic direction for all internal (National Office staff) and external (NCAA membership—i.e., student-athletes, coaches, athletics administrators) learning, professional and leadership development programming.

 

The MD of LD will be responsible for connecting the six Inclusion and Human Resources (IHR) strategic initiatives (below) to the actions and deliverables of the LD team. The MD will be responsible for internal collaboration with NCAA leaders and managers at the national office. The MD will ensure that LD efforts are aligned with the NCAA’s internal training and development needs as well as with the membership (i.e., student-athlete, coaches, and athletic administrators) leadership development needs with a keen focus on the specific and unique leadership developmental needs of women, people of color, and others historically marginalized from advancing to top roles within intercollegiate athletics. The MD will build an internal and external coalition of NCAA influencers and decision makers (i.e., MD of Inclusion, National Office President’s Cabinet, University Chancellors/Presidents, Athletics Directors, Search Firms, etc.) for the purposes of future proofing the industry and increasing the amount of diversity in top roles in intercollegiate athletics.

 

The MD of LD will have a large organizational change initiative to accomplish in addition to all the responsibilities described above. With the support and cooperation of Human Resources (HR), the MD of LD will execute the integration of all current and planned LD efforts throughout the national office with the larger LD function. Success will reflect the MD of LD serving as the proven leader and decisionmaker of an inextricably collaborative effort toward training and learning throughout the national office and membership.

 

The six IHR strategic initiatives are listed below:

 

  • External Engagement
  • Be a National Voice in the Work
  • Inclusive Excellence
  • Future Proof NCAA
  • Operational Excellence
  • High Performing Organization

 

Job

Responsibilities

  • Vision, develop, and execute an integrated strategic plan that incorporates all internal and external learning, leadership, and professional development programming.
  • Provide executive leadership to the LD function holding the team accountable for delivering tangible results and achieving the goals established by the EVP of IHR.
  • Integrate the Learning Management System (LMS) initiatives into the larger LD function.
  • Lead and execute high-quality leadership and professional development programming efforts so that internal programming efforts mirror LD’s external leadership and professional development programming efforts.
  • Lead the execution of all operational efforts involved in integrating internal initiatives with the larger LD internal and external functions.
    • Transition internal LD and training deliverables currently being managed by HR.
    • Transition leadership of the LMS from HR to LD, with continued support from HR as necessary.
    • Ensure a thorough plan for integration of LMS and contractor responsibilities into LD.
    • With the support and cooperation of HR and Administrative Services, facilitate a smooth transition of all HR budget allocations to the LD budget.
    • Transfer all relevant grants and contracts associated with learning and leadership development to be managed and funded by LD.
    • Work collaboratively with Administrative Services to facilitate the RFP process and management. of all grants and contract negotiations for all internal and external LD needs.
    • Collaborate with Communications to lead a comprehensive communications strategy that aligns internal and external LD.
  • Demonstrate executive presence when interacting with the governance system, university executive leadership and national office senior leadership, external stakeholders, and all LD partners, consultants, and facilitators.
  • Build strategic relationships with influencers and decision makers across the membership and in the national office.
  • Establish clear expectations that all efforts will be aligned with what is best for the greater good and for all individuals served by LD.
  • In collaboration with key decision makers, top influencers, and executive search firms; use metrics-based analyses to understand a return-on-learning and the hiring and promotions success of LD program participants.  
  • Connect the strategy with the right team member actions and behaviors and hold them accountable for executing and driving results.
  • Solve relevant problems and make decisions that align with what is best for our membership and national office.

Competencies

 

Emotional Intelligence and Interpersonal Savvy

  • Maturity
  • Able to self-management in every situation
  • Exercises sound judgment
  • Interpersonal acumen, influence, and diplomacy—reads the audience, demonstrates empathy, and seeks to understand first
  • Effective Communicator adapting communication style and message to meet the needs of the audience

 

Decision Making and Strategic Acumen

  • Decisions that support the desired culture
  • Demonstration of association and national office values and goals
  • Understands and communicates the big picture
  • Leads and communicates shared purpose
  • Aligns values, behaviors, and decisions with organizational vision and goals

 

Lead for the Greater Good

  • Understanding who is being served (internal and external constituents equally)
  • Demonstration of highest level of integrity
  • Service philosophy and orientation
  • Develop others

 

Executive Leadership and Presence

  • Executes visionary leadership
  • Influences every constituency group
  • Has high levels of professionalism, poise, and gravitas
  • Demonstrate strategic relationship building by knowing who how to prioritize and can easily build authentic relationship with top influencers.

 

Execution and Results

  • Operationalize strategy by translating into action
  • Ownership thinking by knowing what to do to deliver results
  • Demonstrates a sense of urgency with decisive action and brings things to completion
  • Leads change by communicating clear expectations, gains buy-in especially from non-supporters, hold others accountable and

 

 

Values

  • Communication
  • Collaboration and Relationships
  • Inclusive Excellence
  • Authenticity
  • Transparency
  • Advocacy of Underrepresented Populations
  • The Greater Good

Requirements

  •  Advanced degree required; Terminal degree strongly preferred
  •   At least 10-15 years of progressive executive leadership experience
  • At least 10-15 years of learning, talent and development, leadership program and initiative administration

Industries

Posted: 2019-08-28 Expires: 2019-09-27

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Managing Director, Leadership Development

NCAA
Indianapolis, Indiana 46206

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