The silo mentality that often exists on our campuses often limits our collective actions, and creates redundancy and replication. Given shrinking resources and the rapid pace of change, the siloed approach to team building and decision making is neither strategic nor feasible. We must work collaboratively to utilize the collective talents of our campus stakeholders. And learning to build high performing teams is one of the most effective ways we can meet the many challenges that confront us. If a senior leader can build a stellar team, the organizational leverage that can be achieved is powerful and can be a game changer for a campus. In this scenario: Stakeholders understand that cross-boundary collaboration is expected and supported by the actions of the senior team, because they model the way. Campuses are able to solve complex challenges because people work together to manage these challenges. People share resources, ideas, attention and effort, recognizing that the team, not just some individuals on it, really matter in serving the mission and vision of their campus. We have had the opportunity to work with scores of senior teams in higher education. Almost always, these teams were comprised of highly intelligent, dedicated, honest, and mission-driven individuals. But […]
“We’re already seeing … you tell someone to cover their nose with their mask and they roll their eyes at you. Our staff have a lot of anxiety. But we’re all in this together.” “We need students to physically distance and stay safe, and to wear masks, but the academic library is not set up to be, and doesn’t need to be, the ‘COVID police’; what do we do?” by Daniel Fusch, Academic Impressions In mid-August, we held a four-hour virtual workshop in which academic library leaders from across North America convened to share challenges and strategies as they prepare for the fall. Amid all the uncertainty and unpredictability, one thing is clear: For many institutions, the academic library – long core to both the academic and social life of the campus – is only going to be more critical this fall. This is the case both for institutions that have a reopened physical campus and for institutions that are primarily virtual, at which the academic library may be one of the few sites on campus that remains open to the campus community. Our virtual workshops are unique in providing a space where participants can connect with their peers and leading […]
Is it time to launch that new academic program? Here is the ‘art’ and ‘science’ of answering that question.
Academic Entrepreneurship walks you through strategies for identifying, creating, and growing the right academic programs – both the mindset needed and the practical steps. Included in the book are templates, samples, worksheets, and case studies.
Empower entrepreneurship across your institution or system: Order 10 or more copies and receive a $10 discount on every copy you purchase.
Books are shipped within 7 days of receipt of payment. For immediate receipt of book, order PDF copy.
A SERIES ON INNOVATIONS IN FUNDING ACADEMIC RESEARCH Ed Mason, president of EMNR & Associates, is writing this series to assist academic leaders in finding creative strategies to merge public/private funding for existing and new research initiatives. Mason has studied an array of collaborative partnerships between the two offices most focused on external funding (the development office and research & grants), and he will be sharing some of the models he has observed, as well as directions for the future. We hope you will join us for this innovative series: In the traditional model for funding academic research at universities, multiple offices and departments interact with faculty in the administration of grants and gifts from external donors. Commonly, these offices do not interact frequently or communicate effectively with each other, which tends to create a “silo” effect. By moving instead to a team science model for defining and funding research initiatives, you will: What is Team Science, and What Does it Mean to Researchers and Development Officers? Team science is a proven model that creates partnerships between researchers, advancement professionals, and other key stakeholders at your institution. It involves developing strong collaborative teams who will be able to compete and successfully procure funding for high-priority research […]
When I served in a cabinet-level leadership role, my leadership style was rooted in my belief that success was determined by strategy, collaboration, and execution alone. I had a clear vision and a strong sense of responsibility, but what I did not realize at the time was that there was a powerful tool – leadership coaching – that could amplify my effectiveness in ways I could not anticipate. Looking back, I can’t help but wonder how much smoother some challenges would have been, how much more I could have developed as a leader, and how much stronger my team could have become, if I had embraced coaching earlier. With the benefit of hindsight, rooted in my growing knowledge of coaching, I am confident that leadership coaching would have been an invaluable asset – both for my own growth and the success of my team. This is the power of coaching: the ability to unlock untapped potential, overcome obstacles with greater ease, and evolve as a leader in ways that go beyond what I can do on my own. Higher education is facing profound challenges. Our students, institutions, and communities are grappling with uncertainty, burnout, and ongoing crises. The world is […]
Especially for those who are deliberate planners by nature, the rapid velocity and pressure of the current crisis can be turbulent. In this article, the president of the Hollins University offers higher-ed leaders the perspective of five leadership lessons or gifts that we can (re)learn in the midst of this chaotic moment. by Mary Hinton, President, Hollins University (recently President of the College of Saint Benedict) Existing in a Space of Chaos I am, by nature, a planner. As a college president, and in many other jobs I’ve held, strategic planning has been central to my work. Visioning, thoughtful deliberation and the opportunity to engage in proactive scenario planning and pitfall analysis are my favorite types of work. Suffice it to say, this year has challenged my nature in every way. Like many leaders, I find myself not only needing to rapidly think through what is best for my own campus community but also needing to react quickly to declarations and decisions coming from the federal and state governments, the state department of health, and other college leaders. For nearly everyone, and especially for those of us who thrive on deliberate planning, this season has been punishing. This crisis has […]
I support faculty and leaders in crafting a clear vision, navigating conflict, and building buy-in—empowering them to manage change, align their purpose with personal growth, and drive meaningful success on their campuses. With over two decades of experience across small regional universities and large public and private R1 institutions, Kevin has navigated the challenges of leadership at every level, serving as a faculty member, assistant chair, research coordinator, director, and dean. Throughout his career, he has focused on coaching and leadership development to cultivate the skills needed to drive change and serve others. As a classically trained musician, Kevin brings a unique perspective to leadership and change management, emphasizing the power of creativity and teamwork in driving progress. The soft skills he honed as an artist—discipline, collaboration, adaptability, connection, and creative problem-solving—help him navigate the complexities of higher education, from managing diverse teams to guiding institutions through organizational change. Kevin is a certified coach through the International Coaching Federation and partners with academic leaders to tackle their most pressing challenges: Through coaching, Kevin helps his clients uncover roadblocks, embrace new perspectives, and move toward their goals. He believes in a collaborative process that fosters self-discovery and empowerment, enabling leaders to […]
Introduction As a higher education leader for almost 20 years and a former department chair for ten, I have witnessed time and time again how the right department leader can animate an academic program. As John C. Maxwell once said, “The reality is that 99 percent of all leadership occurs not from the top, but from the middle of an organization.” Sitting at the nexus of the student body, the faculty, and the administration, department chairs are poised to provide crucial leadership in the effort to help students progress toward graduation and their institutions toward transformation. Despite their important positioning, department chairs are rarely taught how to lead nor are they typically rewarded for good leadership. Nearly 50,000 currently serve as department chairs in the United States with about a quarter of them being replaced each year (Gmlech and Buller, 2015). And yet only 3.3 percent of department chairs came to their positions with formal coursework in the administrative skills they need (Cipiano and Riccardi, 2012). While challenges facing higher education grow in intensity and become more complex, many department chairs enter the role woefully unprepared for the challenges that await them. The convergence of interconnected crises in recent years—including […]
Empowering leaders and executives to successfully navigate change by turning challenges into opportunities, and to ascend the leadership ladder by providing unique perspectives to problem solving and personal branding. Christie Chung, PhD, is an Executive Director (aka CEO or Dean) of a multidisciplinary institute at an R1 University. Apart from this executive role, she has also served as Associate Provost, Associate Dean, and many other key Chair and leadership positions at both R1 and liberals arts college settings. Christie has over 1.5 decades of experience as a cognitive psychology faculty and researcher, is a TEDx speaker, and an accomplished author in cognitive aging and cross-cultural cognition. Christie also has extensive experience in navigating complex institutional changes, especially ones involving institutional restructuring and mergers. In her coaching practice, Christie empowers leaders and executives to turn challenges into opportunities for growth and advancement. Christie is skilled in personal branding principles, which are critical as leaders position themselves for job opportunities and promotions. Christie inspires academics to impact the world through their leadership while championing Diversity, Equity, and Inclusion/Antiracism/Belonging (DEIAB) principles. Christie has experience in supervising programs and grant-funded initiatives, fundraising, mediating conflict, and has been a key leader in supporting the campus community […]
Drawing on current research on high-performing leadership teams both within and outside of higher education, Pat Sanaghan, president of The Sanaghan Group and author of Collaborative Leadership in Action (2011) and the forthcoming book, How to Actually Build an Exceptional Team (2013), has identified 10 differentiators of exceptional teams, 10 qualities that enable teams to rise to and perform at high levels consistently. Of the 10, Sanaghan points to trust as the most important quality that differentiates high-performing teams in higher education. “In a high-trust environment,” Sanaghan remarked in an interview with Academic Impressions, “you can do many things even with limited resources. But if you have low trust, even with high resources you can’t get much done. To build trust, you need transparency with information — especially around financial realities, decision-making roles, and process.” Higher education is by its nature a collaborative and people-driven enterprise — yet often, too little investment is made to improve the professionals within the institution work together. As the speed of change accelerates and higher-ed’s operating environment grows more complex, those institutions that will remain competitive and thrive will be those characterized by high-performing teams across all parts and levels of the organization. The High-Trust Environment […]
