Leading in the Tension

Living in the tension between present reality and an envisioned future is challenging. Leading in this liminal space—where we are but not where we will be—requires an academic leader to balance current needs of students, faculty, and curriculum while moving all aspects of the division to a place that is not yet fully in view. The academic leader must shift the organization in such a way that current needs are met and faculty and staff are prepared and resourced for the future.

Timing

While holding two different ways of being as an academic unit is challenging, understanding the future point you need to reach is crucial. The current state of higher education in the US is forcing a sense of urgency. In 2024, about one college a week has closed. Additionally, many colleges have cut degree programs and faculty. Many colleges are cutting programs within the arts, the area I oversee. The incessant messaging of the peril of higher education has many scrambling for ideas to keep the ship afloat, while other universities have longer runways to install change, which can be both a blessing and a curse, as the tyranny of the urgent often prevents us from being strategic in our thinking, planning, and leadership.

What is the moment in time that you need to be at your envisioned future? Identifying this moment allows you to get a firm grasp on how quickly you need to move your organization to a new normal. Beginning with “the end in mind” (7 Habits of Highly Effective People, Stephen R. Covey) frames your strategic planning in reality—I will discuss strategic planning in another post, actually many posts.

Preparing the Team

When I was a faculty member, I saw many leaders operating in secrecy, unveiling dramatic shifts and changes seemingly out of thin air. I believe the best path forward in leading your team toward an envisioned future is radical transparency. Faculty, staff, and students are more informed than ever. The constant barrage of information, delivered to us on a device that seems to never leave our hands, ensures that the perils that await the stagnant institution are well known.

As a leader, you must honor your team by letting them know what and where you are wanting to lead the organization. Radical transparency involves the entire organization in charting the path forward, as everyone knows what the path forward is. Obtaining this type of buy-in, where every member contributes to realizing the future, will ensure your organization arrives at the destination whole. Clearly communicating to your faculty and staff is key.

Be clear on where the organization is going, in your thinking and communication.

Preparing your team also involves resourcing. As a leader, you must understand what your team needs in terms of resources, training, and preparation. For example, the leadership in my division is moving away from viewing productivity as an individual responsibility and embracing a team productivity model, as working in our envisioned future requires a higher level of work collaboration than we are currently experiencing. I know this will require a new way of working, changing our individual productivity hacks and tricks. To ensure success and implementation of a new normal, find others that are already in that place—we are working through Come Up for Air, which I highly recommend—and translate what is working for them to your organization. Secondly, allow time for the new to become normal. You cannot expect your team to utilize three new technology platforms immediately, for example. You must provide space for implementation to occur.

Understand what your team needs to know and do in the future and start preparations now.

Leadership is not rocket science. Moving your team and organization from where it is now to where it needs to be is not difficult to envision. It is difficult to do in a way that honors your team members and prepares them to succeed in that new normal. By taking a position of radical transparency, my team is always informed. By being mindful of preparing my team for success, my team is always prepared.