Tag Archives: Leadership

You can’t do that!

Give up your landline phone, stop wearing a watch, drive a car from the back seat, travel across the country without a map, buy a car without seeing it–these are all things we were told you can’t do.  Yet today people do them routinely. By ignoring assumptions and the status quo, people designed solutions and created new ways of doing things to meet the needs of customers today.

Cathy N. Davidson in her new book, The New Education: How to Revolutionize the University to Prepare Students for a World in Flux, suggests that in order to succeed leaders must be aware of their legacy assumptions and challenge them. By examining and giving up assumptions, leaders can leverage new models and develop new solutions based on different assumptions that are relevant today.

Some assumptions in higher education that she believes need to be challenged include:

  • Lectures are an effective learning method
  • High-stakes, end of semester, summative testing accurately measures and promotes learning
  • Cost of higher education delivers value
  • Traditional faculty, professorial, tenure and apprentice models develop effective faculty members
  • Discipline majors prepare students for success

Challenging our assumptions is hard but necessary to find solutions to the complex problems leaders face today.

What assumptions are holding you back?

Todd Thorsgaard

 

 

 

Stealing from the classroom

What can leaders learn from college faculty about customer service? I was pondering this question as I participated in our annual Academic and Student Affairs/Equity and Inclusion conference two weeks ago. After listening to LuAnn Wood, Student Success Coordinator at Century College, describe the work she is doing at their Institute for Culturally Responsive Pedagogy (ICRP) my answer is yes! Similar to faculty needing to change how they teach to ensure the success of students from all cultures, leaders need to change how they lead to support the success of the ever increasing diverse population of employees.

In the book, Culturally Responsive Leadership in Higher Education, leaders are challenged to change their leadership practice to meet the needs of all their employees, regardless of their diverse cultural backgrounds. They identify nine key activities that leaders can use to examine and develop their leadership to be more culturally responsive.

  1. Initiate and engage in critical conversations with individuals from different cultures and who have a different point-of view.
  2. Choose to use a critical lens and examine multiple cultural perspectives when making decisions.
  3. Use consensus building decision-making and consciously acknowledge stereotypes.
  4. Use research-based information to better understand differences between cultural groups and outcomes.
  5. Honor all members of your constituencies.
  6. Lead by example to meet the needs of different cultures.
  7. Take on the responsibility to bring cultural issues to your stakeholders to get resolution.
  8. Build trust with stakeholders who are not yet culturally responsive.
  9. Lead for the greater good of all cultures.

Where do you have an opportunity to be more culturally responsive?

Todd Thorsgaard

 

 

Customer service in higher education

Consultant Neal Raisman publishes a periodic study on why students leave college. Here’s his findings after interviewing 618 students who left a college or university in 2016.

 

 

 

 

 

 

I was quite surprised by the results. 23% of the students cited poor service as a reason to leave their college or university, and 25% cited a belief that the college didn’t care. That means ALMOST HALF of the students left because they hadn’t built a strong relationship with the institution. Finances, scheduling, and grades all scored much lower.

Academic Impressions recently published an interview with three academic leaders – What does customer service in higher ed actually look like? They pointed out that the Raisman article means that higher education needs to look at the issue in new ways. Here are some take-aways:

  • It’s important to set standards and hold people accountable. If you don’t measure your service, you can’t make it better.
  • Make customer service work in our context. While the customer is not always right, we need to ask ourselves how we can make the situation right.
  • Make sure everyone knows your history and traditions; building institutional pride is a great way to generate positive interactions.
  • Make time to put yourself in a position to observe or experience what your students and other customers experience. It will enhance your credibility and help you identify needed changes.

When I worked at the University of Minnesota, I had a colleague who frequently said, “we might not call them customers, but whoever they are, Stanford is stealing them!”  His point was that we have to address needs and expectations of our stakeholder groups or they will take their tuition dollars and grant money somewhere else. What has worked for you to keep students engaged and moving forward at your institution?

Dee Anne Bonebright

 

What do my customers need?

The church where I worship runs a neighborhood-based nonprofit. We recently hired a consultant to help with some strategic planning.  The first thing she asked us to do is spend the summer talking to community members. We’re asking business owners, local residents, other service agencies, and the guys who spend time in the vacant lot down the street what they actually need.

The consultant said that very often, agencies assume they know what their clients need. When they actually talk to people and get them involved in decision-making, very different results can happen. For example, one organization wanted to set up a food shelf. After talking to potential clients, it turned out that there were already enough pantries in the neighborhood. What was missing was a source for perishable items, especially milk. Turning the project from creating another food pantry into a reliable source where families could get milk made a huge difference.

We in higher education are prone to the same mistake. We can assume we know what our “customers” need – whether it’s students, coworkers, peer institutions, or the whole system. By taking time to talk to each other and build real relationships we’re in a better position to create strategies and processes that address the real needs.

Dee Anne Bonebright

 

Dance with your customers

A critical step in customer service is to actually invite the customer to the table and include them in your problem-solving work. While this makes theoretical sense it can be challenging to do and takes leadership to ensure its success. Seth Godin, one of my favorite authors and bloggers, describes it as “dancing with customers in the act of co-creation” in a blog on customer service. It involves:

  • clearly inviting customers to work with you
  • focusing on engagement – not perfection
  • over communicating
  • speaking and listening to customers with respect
  • not making assumptions

Most leaders and employees are not used to working together with their customers. When I was working in the health care industry we decided to include patients in our work meetings as we designed the electronic visit follow-up document and communication process. At first that was very threatening to the doctors, physician assistants, nurses and intake staff. They were worried about “unreasonable” demands that patients would make. Surprisingly, everyone discovered that they enjoyed working together, both sides learned more about each other and the ideas shared ended up being practical and doable.

If you choose to include customers it is important to make the invitation clear and describe the work you will be doing together. Customers are also not used to being asked to work with you! The project team for the design of our new Enterprise Resource Planning data system at Minnesota State has done that well (NextGen). They have invited all students, faculty and staff have to participate in envisioning the future NextGen experience. Through emails, in-person presentations and an intranet site they have clearly described the work to date and what opportunities we have, as customers, to work with the vendor to help design and build the system. In addition, given the geographic spread of our system and the variation in availability, they provided three different options to work together; an online review process, virtual Q & A sessions or onsite regional review sessions.

What opportunities can you find for you and your team to dance with your customers?

Todd Thorsgaard

Trust and change

Last week the Harvard Business Review blog included a case study that is a good summary to our discussion on building trust. It focused on the tech company Nokia and how it dealt with major industry changes and the resulting need to completely overhaul their business strategy.

The article described three important practices the company’s newly-appointed board followed to address the emotional side of strategic change. In order to move ahead, they focused on building trusting relationships among the leadership team and across the company.

#1 Increase trust by defining new conversational norms. The previous leadership made it uncomfortable for people to express their opinions and voice concerns. In contrast, the new board identified “Golden Rules” for board discussions that included showing respect to each other and assuming that people are speaking with good intentions. Following these rules created a culture where people felt free to express alternative viewpoints and generate more options.

#2 Reduce emotional attachment to the prevailing strategy by generating many new options, not just one alternative.  People are more willing to express concerns and identify weaknesses in organizational strategy when alternatives are available. As the board created a culture in which multiple options are considered, they were able to make more thoughtful decisions.

#3 Nudge top managers to pay attention to data that conflicts with their gut feelings. It’s easy to get caught up in wishful thinking. Paying attention to data helped the leadership to make better decisions and deal with their current reality.

Similar to the tech industry, higher education is in the midst of disruptive changes. I found these actions applicable to the work I do as a leader. What do you think?

Dee Anne Bonebright

Of course I’m trustworthy, right?

I have to admit, as a leader it is natural to look outward and try to help other people succeed, or change, or improve, or tackle a sensitive issue. Yet, looking inward is the first step to take when building trust.

I was reminded of that when I took an “Am I Trustworthy”online quiz. I wasn’t sure I wanted to take the quiz but I wanted to share some trust-building ideas I had discovered in this article.  The last tip was to “be courageous,” acknowledge you have blind spots, and uncover them. So I had to! But first, I will share all 7 tips from Michelle Reina, co-founder of Reina, A Trust Building Consultancy, on how to earn trust.

Ask what you can give. Authentically support your people and ask them how you can help them succeed.

Facilitate breakthrough conversations. Pay attention and help identify miscommunication, misunderstandings and missing information. Help people stay on track and make a difference with their time and energy.

Let people know what they can count on. As we have talked about previously it is important to share information and context. Help people understand decisions and build clarity.

Provide whole person feedback. Let people know how they have made a contribution–and let people know what is getting in their way to further success. Everyone needs both.

Draw the line against gossip. Establish, reinforce and role-model a “no gossip” policy. Ensure that your work culture is a safe one where people don’t have to worry what is being said behind their backs or when they are not in the room.

Admit your own mistakes. Acknowledging and sharing your own fallibility demonstrates your authenticity and helps others feel safe and willing to share.

Know thyself. Good intentions don’t earn trust, actual behavior does. We have to examine our own behavior and assess how trustworthy we are. It is important to know what you do well–and keep doing it. Honestly recognize where you need to make changes to be more trustworthy. Here is a link to the short assessment in the article – How trustworthy am I?

I learned I need to do a better job in giving people authentic feedback. I didn’t like seeing my lower score but now I know what I need to do differently.

Todd Thorsgaard