A tough time in higher education
I have been coaching executives in higher ed. for many years and while it’s undeniable that they have always had challenging jobs, the level of burnout and discouragement we see now is alarming. Too many people are giving up and leaving the industry altogether. The pressure seems insurmountable to many, from excessive workloads to the need to innovate and increase enrollment. This time of year, people are exhausted and can hardly wait to go on a much-needed vacation. They ran out of steam. They have been pushing themselves to the limit for too long. The fact that this has become the norm is deeply concerning.
The question everybody should ask
Some managers view time and effort as endless resources even though they are limited. In fact, time is the most limited resource because no matter what we do, we only get 24 hours per day and it’s impossible to “go earn more” like we can with money or other resources. The best we can do is optimize our time allocation through strategy and self-discipline but even then, 24 hours can only go so far.
So please, create a new habit before you ask anything of anyone to ponder “Do they have the capacity?”
The question is always relevant
Her are a few examples:
You want to ask your direct reports to take on new projects, but do they have the capacity? Do they have time, staff, resources, energy, etc.? If not, please help them reprioritize and identify what they can stop doing or postpone, in order to have capacity.
You want to ask your supervisor for support or permission to do something that could be costly or controversial or complex, but do they have the capacity to grant you what you ask? Please realize they are under a lot of pressure too, and there may be political ramifications you’re not aware of, so your request as well intended as it is, may be out of alignment with their goals or responsibilities.
You ask someone to step up, do better, do more, listen more attentively, etc., but do they have the capacity? When people are under a great deal of stress and their autonomic nervous system is stuck in fight or flight, they may not have the capacity to be present and attentive enough to fully understand what you’re asking or access their creativity and problem-solving skills. Choose your moment wisely before you ask more from someone who is already struggling to keep their head above water.
And of course, the most obvious example of circumstances where people may not have the capacity to do what you are asking is when the volume of requests far exceeds what the current level of staff can humanly handle. It happens in HR when too many positions need to be filled urgently, it happens in administration and finance (e.g., responding to work orders, setting up new contracts, etc.), well… quite frankly it can happen in every single department. That’s why it’s important to consider whether people have the capacity to deliver and perform the way you want.
Step in their shoes for a moment
It’s natural to think of situations from our own perspective but before asking anything, it is important to 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 in no way suggesting you should give up on brilliant ideas or stop keeping people accountable, but you need to look at the bigger picture before you make decisions that may be unrealistic and impossible to implement.
It’s even more critical if you have experienced high turnover and still have unfilled positions. You might think you are doing all the right things but if your team members experience your workplace as unhealthy, addressing it should be a top priority. Everybody cares about retaining talent, however few managers make the time to improve employee satisfaction.
Lead with compassion
Compassionate leadership is needed more than ever. It doesn’t mean making excuses or letting employees lower expectations and performance, but to take the time to have a more individualized approach to your leadership and management style, to understand your employees’ situations and capacity, and make reasonable adjustments.
And please, remember to have compassion for yourself too. There is no reason to show compassion to everyone except yourself. Pushing yourself too hard will come at a cost, and keep in mind that people learn from what you do, not what you say, so if you don’t practice what you preach, your words will seem empty.
Provide support (and accountability)
You may not have the capacity, to spend more one-on-one time with your employees but you can certainly offer executive coaching to help them grow, improve their mindset, and be able to accomplish more in less time. Also, keep in mind that people tend to feel safer and more open with a third party who is maintaining confidentiality than they would with someone on your campus.
I am so pleased to see that more and more universities and colleges are providing executive coaching for their managers, as well as some professors and staff in leadership roles. The investment in coaching will save you substantial sums by improving employee performance and retention. Have you ever tried calculating how much turnover is costing you? And how about the cost of having employees who are burned out or disengaged? Sigh… It’s expensive!
As you are wrapping up the academic year, I invite you to schedule a complimentary call with me to discuss how I can help you or some of your direct reports make the next academic year energizing, successful, and fulfilling. Click here to make an appointment. But don’t wait, because once the new year starts, I get more requests than I can handle and no longer have the capacity to accept new clients! Like you, I am only human. So please plan early.
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.