Unit Leadership: Best Practices for Office Leadership

Introduction

Unit-level leadership positions within Virginia Cooperative Extension (VCE) carry a wide range of responsibilities. This publication draws from an online seminar series featuring unit leaders from across the state who share their insights, experiences, and guidance on key issues they manage as Unit Coordinators (UCs) or Unit Extension Directors (UEDs).

The content presented here - and in the accompanying tipsheets - is distilled from the UC Best Practices seminar series. It is intended to provide practical recommendations and strategies for individuals serving in unit leadership roles.

One key responsibility of VCE unit leader positions is to provide direction, leadership, and support to all unit staff. UCs/UEDs are expected to foster a positive work environment that contributes to high- quality programming.

The UC/UED serves as the first-level manager for classified and wage staff within the unit. UEDs also directly supervise Extension agents. Both UCs and UEDs play a critical role in guiding their unit’s plan of work. This includes coordinating program efforts across all staff to ensure alignment with shared unit goals and community needs.

Additionally, UCs/UEDs are expected to maintain strong relationships with local government and ensure compliance with all relevant policies and procedures.

Best Practices

• Initiate regular check-ins to foster collaboration and personal connection, especially for new agents.
• Conduct regular unit meetings that promote team connection and communication.‌
• Use a purchase-tracking form to support the Administrative Fiscal Assistant (AFA) with financial oversight and ensure transparent spending across the unit.
• Strengthen trust and credibility by investing in authentic personal connections with staff.
• Include community stakeholders in onboarding new staff.
• Model hard work and set aside time to build relationships.
• Remind unit staff that promoting unity is part of the UC/UED role.
• Establish a process to recognize staff birthdays, work anniversaries, or other milestones.‌
• Cross-train staff in key unit responsibilities to ensure depth on important tasks. Write a policy or procedure to define staff expectations.
• Establish an expectation of a 24-48 business hours response time to email requests.
• Discuss training and professional development needs for technology and processes/procedures.
• Establish a set reply for program requests during a staff vacancy.

Challenges

• Incorporating locally funded positions into meetings, events, and programming despite varying local restrictions or expectations.‌
• Maintaining continuous communication and setting clear expectations.
• Recognizing the unique insights and perspectives that each position contributes.
• Preventing silos that crop up around the unit’s programming, staff, and volunteers.
• Enforcing decisions and policies can be challenging, given the lack of formal authority (particularly with the UC role).
• Providing program continuity despite staffing vacancies, managing resources effectively.
• Balancing multiple UC/UED responsibilities in addition to agent programming demands.
• Setting an office culture that incorporates VCE values and fosters teamwork.

Practices to Avoid

• Delegating tasks to others that you would not be willing to take on personally.
• Failing to communicate clearly and share important information.
• Being unresponsive; acknowledge inquiries promptly to maintain effective communication.
• Showing favoritism during office conflict.‌
• Undermining or failing to support team members.
• Absorbing emotional stress from conflicts.
• Avoiding ownership of your mistakes.‌
• Allowing gossip; what you fail to address could be considered condoning the behavior.

Support Needs

• Regular training that includes AFAs.‌
• Clear messaging from leadership. Copy the AFA and/or Unit Leader for awareness as needed.
• Hold events such as retreats to celebrate and recognize the contributions of UCs/UEDs.
• Mentorship opportunities with experienced unit supervisors.
• Active, ongoing support from District Directors (DDs) is essential to the success of UC/UED positions.‌
• Establish clear communication protocols, designating that certain directives are communicated by supervising DDs as needed.
• Develop clear succession and backup plans for the AFA and UC/UED positions to ensure continuity during transitions or absences.
• UC/UED participation in exit interviews, as privacy allows, to gain feedback that supports improved hiring and retention strategies.

References