If you are seeing high turnover and changes in leadership at your university, college, or department, you are not alone.

You’ve been doing the job for a period of time now, have worked hard, and you know you deserve to be selected for the permanent position but the process has to give an equal opportunity to anyone…

You have a mission, you are fighting for a cause dear to your heart, and despite your efforts, you don’t see progress.

Confident people are those who focus on service, or on their mission, and spend very little time and energy asking themselves how they compare with other leaders.

What people think they are, and what they think they are not, determines the decisions they make and the actions they take (or don’t).

Some individuals feel powerless, not realizing that their maladaptive coping mechanisms can be changed, and their habits aren’t their identity.

Have we forgotten that pain can be an indication of progress?

A coach who doesn’t have strong expertise in higher education will lead you in the wrong direction.

What it means to do your due diligence before making a decision, without creating delays!

I invite you to be intentional about what you want to do, and to reflect on the following steps you could take before leaving.

Some higher ed. leaders have normalized the discomfort they experience, but it’s not painful enough to force them to change.

Know what you are here to accomplish, be professional, be appropriate, and read the room.

Pause and learn what other people think and feel, as well as what their goals and challenges are. What kind of pressure are they under? How well are they coping? Is there anything you can do to support them, or at least to show sensitivity?

I am here to remind you that there are two essential components to feeling energetic: (1) mindset and (2) movement.

Here are some examples of behaviors and habits that feed helplessness instead of fostering problem-solving and creativity.

March 2020 was a crisis, but somehow, many colleges and universities are still in crisis.

Higher ed. leaders tell me they changed jobs to leave painful issues behind, yet the same problems arise time and time again.

Remember that your emotions are contagious. People look to you for guidance and also for clues on how to feel.

2021 will be the year of people who cultivate an empowered mindset and use their ability to make the best out of any situation.

Lacking self-confidence comes at a very high price.

Are your staff members tired and anxious because of current events and massive disruptions in every aspects of their lives?

Are you going to blame 2020 for your discomfort and passively wait for things to improve, or are you going to take charge?

Is there an important part of yourself you repress or downplay? If yes, what do you fear?

There are qualities we all crave and want to see in the people we hire for higher ed. leadership position.

You’ll have to work on reversing the brainwashing by intentionally choosing different perspectives.

The downside of having to do things differently is lack of accountability and unclear expectations.

You have to gain a new perspective, expand the way you think, and discard some self-created limitations.

Leading through crisis means letting go of our attachment to predictability and certainty.

Working from home sparked a wide range of emotions for higher ed. administrators

Which old limiting beliefs have been shattered? What have you discovered since the stay-at-home order?