Mid-April
About three weeks ago, President Trump announced he was hoping life would be back to normal by now, and churches would be packed on Easter. Well, Easter was yesterday. Social distancing, or physical distancing is still very much part of our reality. We must face the fact that we are not returning to business as usual anytime soon, or presumably not ever. This pandemic has caused changes that will have long term effects. What does that mean for you, as leader in higher ed.? Let me share some insights I gained in the last few weeks, working with your peers one-on-one.
What worked well and what didn’t
My clients did a phenomenal job leading their teams, transitioning to online teaching, and handling crises on a daily basis. We created customized strategies to prioritize, communicate expectations, keep people accountable while showing empathy and compassion, improving morale, managing emotions, and even strengthening relationships. I am in awe of the leaders I have the honor to serve. They demonstrated strength and courage.
Our focus was on what they needed to do to serve at the highest level. However, one challenge that seems logical now, but we didn’t anticipate a month ago, was that some other leaders would stay stuck in “survival mode” and create bottlenecks. When leaders are overwhelmed by urgent matters, they tend to delay projects that are important but don’t seem urgent. If the pattern lasts for a couple of weeks, it’s not a big deal, but if it continues longer than a month, it becomes dangerous.
Connect the dots
If you are frustrated by your supervisor not making time for issues that are important but don’t appear urgent, you need to help them connect the dots between the issue you want to discuss and their needs or goals. For example, if you need support to do something important, show how it will help solve current urgent problems. Your supervisor will listen to solutions to their current problems. Be very intentional in how you frame your argument.
What if you need their attention on a matter unrelated to urgent problems? In that case, think about how what you need today will prevent a crisis in the future. Make sure to link your goals to your supervisor’s priorities (e.g. enrollment, revenue, reputation, etc.). Also, be sensitive to your supervisor’s workload and don’t suggest solutions that would take a lot of their time. Also, be prepared to make a compelling argument and be concise. If you can quickly articulate what the problem is, what solution you propose, and how you will handle it without taking much of their time, you will get better results.
What did you overlook?
I invite you to reflect on your work and your leadership for the past four weeks. What did you put on the back-burner? What did you mean to do but never found the time to finish or even start? You’ve had one month to adapt to the changes caused by the pandemic and it’s perfectly normal to have postponed what wasn’t urgent. Have no regrets. But I also don’t want you to have any regrets in the future so let’s reflect on what needs your attention now.
There are only a couple of months left this fiscal year. What you will need to have accomplished by June 30? Are you still on track? Please make time to speak with all your direct reports and assure them that you want to hear what they need from you. Your most considerate employees don’t want to burden you and many others don’t want to look like they can’t work independently. Make sure they know you are available to support them.
Prepare for the future
You can’t expect everything to return to what you considered normal. Take a moment to acknowledge the progress made and other positive changes that have been created through this crisis. What opportunities do you see? What improvements do you want to foster?
What kind of challenges do you expect your institution to face as a result of this crisis? How will it affect enrollment, budgets, and programs? If your institutional mission includes economic and workforce development, what role will you need to play?
You might also want to think about what direction you want to take in your career. Don’t wait for rumors to start circulating about layoffs before you ask yourself what to do about it. Whether you wish to stay or leave, you should always think about your professional development and how you can make yourself increasingly more valuable to an institution. Be someone your boss can’t afford to lose. And/or be someone who gets called by headhunters because your work and reputation make you stand out.
Bottom line
The most important point I am trying to make here is that it’s been 4 weeks of transition, and it’s time to switch from “crisis mode” or “survival mode” to a more sustainable way to lead. Yes, I know, you are still busy. I don’t underestimate the weight of the responsibilities you carry, but don’t let it become an excuse. People underestimate improvements they could make in how they prioritize and how they manage their time. Here are two quick tips on how you can save time. First, at the end of each day, ask yourself what you would do differently if you had a do-over. Identify waste of time and efforts. Second, instead of measuring processes (e.g. hours on zoom or reporting), assess results. What outcomes were created through your efforts? Was time spent on things that were started but never finished? What tangible results are you creating?
If you haven’t had a chance to reflect because you’ve been reacting to the situation without taking a break to look at the big picture and thinking strategically, you must start now! And if you have but the task is daunting, don’t do it alone. Click here to schedule a complimentary call with me and discuss how we can join forces.
About the author: Dr. Audrey Reille has empowered thousands of professionals through one-on-one coaching, group coaching, speaking engagements, and online courses. Audrey is the go-to coach for leaders in higher education administration. She empowers them to thrive by reducing stress, optimizing strategies, improving professional relationships, and developing a strong and empowered mindset.