The OneRED: High-Impact Leadership Program is a strategic growth opportunity for high performing, high potential Director level and above Rutgers staff leaders. Offered in partnership with University Human Resources, Division of Continuing Studies, and Institutional Planning & Operations, it is designed to create a network of leaders with a university-wide, “One Rutgers” perspective, who will play critical roles in shaping the future of the university.
The OneRED: High-Impact Leadership Program combines networking and instruction with focused activities and multiple opportunities to assess and apply leadership styles and strengths. It is designed to build the Leadership competencies that Rutgers has identified, which define the qualities of exemplary leaders and align to our value propositions.
Through the program, leaders will have the opportunity to build an active university-wide network at Rutgers and to exercise their leadership strengths to help build a more diverse, talented, and resilient university.
Why Join?
Participants will have access to:
- A Network of High Potential Leaders – Strengthen university connections and collaboration
- Executive Coaching – Maximize personal and professional potential
- Leadership Assessments, Tools, and Resources – Increase self-awareness, gain insight into leadership styles and strengths, and enhance leadership development plan
- Enhanced Leadership Skills – Improve development and expansion of leadership abilities
Program Goals
Develop a Cadre of Leaders:
- with a university-wide, One Rutgers perspective
- an expanded vision and focus beyond individual campuses, departments, and units
- actively contributing to and nurturing an inclusive and beloved community
- readily equipped to adapt to the changing needs of the university
- able to respond to disruption and chaos in an agile and resilient manner
Develop a Network of Leaders:
- who will play key roles in fostering a diverse, inclusive, and welcoming environment and talent development at Rutgers
- who will support and trust each other over decades
Program Time Commitment
- Blend of asynchronous and synchronous learning sessions, assignments, activities, and meaningful conversations
- In-person and virtual sessions delivered over (6) modules
- (1) Capstone project
- Post-program online development
- An average of 4 hours per week is required during the first 6 months, and up to 4 hours per month for program content and additional time for project work after the modules end.
Program Sponsors
Vivian Fernández
Senior Vice President, Human Resources
SVP Fernández oversees all facets of University Human Resources, which provides the leadership, service, expertise, policies, and standards necessary to support Rutgers University as an employer of choice.
Antonio Calcado
Executive Vice President and Chief Operating Officer, Institutional Planning and Operations
EVP and COO Calcado is responsible for the stewardship of all of the university’s physical assets, totaling over 29 million square feet, valued in excess of $10 billion across the state of New Jersey. He is responsible for public safety, crisis and emergency management, housing operations, parking, transportation, and facilities operations, design, and construction.
Richard Novak
Vice President, Continuing Studies and Distance Education
Vice President, Novak reports to the Senior Vice President for Academic Affairs, provides dynamic executive leadership for a large and diverse University-wide division at Rutgers University, that includes over 140 employees in 20 distinct business units at 20 locations, that coordinates hundreds of credit and non-credit programs in face-to-face, online and hybrid formats, enrolling thousands of participants, reaching audiences from youth to retirees and providing various support services across the University.
- Program Modules
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Module 1: Leading Through Ambiguity, Chaos, and Disruption
This opening module starts with a high-level view of leading through ambiguity, chaos, and disruption. As leaders, how do we adapt and respond to disruption and crisis? How can we shift to hold a positive perspective of disruption?
Module 2: Purpose-Driven Leadership: Understanding Personal and Team Strength
A clearly defined leadership style supports you in leading a cohesive team, contributing to a beloved community, and having a lasting impact. This module explores the Rutgers leadership competencies, and insights gained from the 360 feedback, behavioral, communications, and strengths assessments. Explore how to use this information to define your leadership style.
Module 3: Total Talent Development: Building High-Performance Teams and Growing the Next Generation
Module 3 concentrates on the team. As a leader, how do you develop, engage, and improve the performance of the team regardless of whether they are remote or in-person, aligned or non-aligned? What communication styles are you employing to lead your team through various situations?
Module 4: Intercultural Sensitivity: Creating A Welcoming Environment
Fostering a diverse, inclusive, and welcoming environment doesn’t happen only by setting and implementing strategic goals. It requires each individual to turn inward and explore intercultural concepts and the impact a leader imparts.
Module 5: Envisioning a Scarlet Future: Leading Rutgers Through Change
The first module explored a type of change, disruption. In this penultimate module, participants will explore additional aspects of change that affect the individual leader and the university, and develop skills to embrace change.
Module 6: Transforming the Rutgers Experience: Designing Change for the Next 250 Years
Module 6 marks the last moderated component of the program and focuses on the methodology of Design Thinking, a human-centered approach to generating innovative solutions to challenges and opportunities. This module will prepare participants to effectively design solutions that will impact the strategic direction, success, and future of the university.
Participant-Led Online Program
Throughout the moderator-led portion of the program, participants have learned about their personal and team leadership styles, about cultural humility and what actions to take to create a diverse, inclusive, and cohesive environment, and also about leading effectively through change. The cohort will enter into the participant-led portion of the program and work on implementing their leadership action plan and generating solutions for their capstone project. This portion of the program will celebrate the achievements of the participants thus far by asking them to commit to the individual and university-wide actions needed to continue the OneRutgers vision.
- Program Schedule
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The program is delivered through a blend of asynchronous and synchronous learning sessions, assignments, activities, and meaningful conversations. The schedule for the September 2024 cohort is listed below. Typically, in-person sessions for the program modules will take place from 9:30 AM-3:30 PM. All following virtual sessions will meet from 12:00-2:00 PM.
Module In-Person Session Dates Virtual Session Dates Program Orientation and Networking Event: Foundations of OneRED High Impact Leadership Program Success 09/19/2024 Module 1. Leading Through Ambiguity, Chaos, and Disruption 10/08/2024 10/22/2024 Module 2. Purpose-Driven Leadership: Defining Your Leadership Style 11/07/2024 11/21/2024 Module 3. Total Talent Development: Building High-Performance Teams and Growing the Next Generation of Leaders 12/05/2024 12/19/2024 Module 4. Intercultural Sensitivity: Creating a Welcoming Environment 01/09/2025 01/23/2025 Module 5. Envisioning a Scarlet Future: Leading Rutgers Through Change 02/06/2025 02/20/2025 Module 6. Transforming the Rutgers Experience: Designing Change for the Next 250 Years 03/06/2025 03/27/2025 Implementing What You Learned Starting April 2025
Support and Contact
For further assistance or additional support, please reach out to the Organizational and Talent Development team.