What’s your vision?
Most higher ed. leaders create strategic plans and set goals relevant to their department such as enrollment numbers, student retention and graduation, FTES, income generation, business partnerships etc. but in spite of their best efforts, things don’t change much year after year. Sometimes a decade feels like repeating the same year ten times (except for disruptive events like covid). A vision of success is far more than simple metrics.
What do you want to see happen?
What do you want to see happen, beyond seeing specific metrics? How do you want to lead? What do you expect from your team? What kind of culture do you want to foster? What would you like to create in terms of streamlining processes or clarifying policies to reduce errors or prevent problems? Are there professional relationships that need to be healed or nurtured? Are there double standards that need to be addressed? What needs to be made clear to everyone? What changes do you want to observe in your team member’s behaviors, and/or the people you serve? Picture every aspect of the future you want to create.
What do you currently believe?
If what you picture in your mind is very different from the reality you are currently observing, I am sure you hold beliefs that make the ideal scenario seem impossible or at least very difficult to implement. So, ask yourself: what do you believe? You might think people are too resistant to change, or too tired or overworked to agree to anything new, or that you don’t have the right resources etc. Please understand that you are not necessarily wrong but your lens when you look at your situation is keeping you stuck. We notice what we look for, then reality validates our original narrative, and we can’t see a way out.
What would you have to believe instead?
Now ask yourself what you would need to believe in order to be able to make your vision a reality. Here are some examples: change is possible; people can embrace growth, buy into your vision, and contribute to its success; you can overcome the challenges you face; you are resourceful; you can (or can learn to) motivate and inspire staff and peers to work collaboratively and with enthusiasm; etc. Please take a moment to write down what you would have to believe and start noticing all the supportive evidence. Think of yourself as a detective, no longer focusing on why things can’t change, but gathering evidence that your vision is not only possible, but you already start to see positive changes.
Who do you need to become?
Typically, our behavior doesn’t change unless we redefine our identity first. If you hold a disempowering narrative (e.g., people don’t listen to me, I am not good at this, I don’t know how to create a vision or implement it, etc.) self-discipline won’t be enough to support change. First, you have to define who you want to become. What kind of leader do you want to be? How do you want to think and act? What kind of influence do you want to have? How confident and self-assured do you want to be? What do you want your top strengths to be, and how will you demonstrate them? Remember, for things to change, you have to change, but you won’t change if you don’t re-evaluate your beliefs and identity.
What do you need to do differently?
Now, let’s get very practical. What do you need to do differently? You probably need to change your self-talk and stop indulging in fear, doubt, or self-criticism that keeps you acting small. Start with your mindset, observe your thoughts, interrupt unhelpful habits, and keep yourself accountable for what your mind does. Your mind is supposed to be your servant, not your master. Another very important thing is to take full responsibility for the energy you bring to every meeting or conversation or even email. Check yourself and make sure your attitude is congruent with who you want to be as a leader before you interact with others because your attitude, mindset, and words are contagious! Lead by example. Also, make sure to keep your word or else people will not be able to trust you and may question your integrity.
What do you need to stop doing?
Do you find yourself apologizing because you didn’t follow-through on something, or forgot, or changed your mind multiple times? Do you allow too many interruptions or distractions, causing you to fall behind? Do you avoid difficult conversations? Do you ignore employees who need to be held accountable when their performance is not meeting expectations? Do you cancel meetings with higher performers because you’re busy and you don’t realize that not giving them any of your time will hurt their morale once they no longer feel appreciated? Do you tend to be reactive rather than proactive? Do you complain and vent when things don’t go the way you expected? I could go on and on, but my point is that there are things you need to stop doing. It starts with self-awareness then commitment to personal and professional growth.
How will you keep yourself accountable and continue growing instead of falling back into old habits?
It pains me to know that the vast majority of higher ed. leaders who read this will find the article insightful but won’t use it as a catalyst for change. Why? Because highly educated people value accumulating knowledge and often forget that knowledge without execution is worthless. So please, I implore you to take a moment, reflect on what I am sharing with you today and make a commitment to yourself. Don’t be complacent because you will regret it.
Complacency fosters regret, shame, resentment, self-criticism and makes people stagnant. You are better than this! So, choose what you will do to create accountability and be serious about not just setting a vision but implementing it successfully. Obviously, the best, fastest and most effective way is to work with an executive coach like me who specializes in higher education leadership. I invite you to click here to schedule a complimentary call with me and discuss how I can help you transform yourself and your department, serve at a higher level and advance your career. I am looking forward to speaking with you soon.
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 executive coach for leaders in higher education administration. She empowers them to thrive by improving communication, reducing stress, optimizing strategies, improving professional relationships, and developing a strong and empowered mindset.