Too often, we work from fear instead of confidence. Many of us have a lot riding on our jobs – our car payments, our mortgage, our vacations, our self-worth. We’ve added pressure to our high-pressure jobs. Somedays it seems like there’s not even enough time to catch a breath, let alone think. It’s not sustainable. If you find yourself stressed, angry and frustrated more days than not, maybe it’s time to consider some changes to your approach.
Last week, we started our discussion of higher education management practices and principles with a discussion of mindset, goal-setting and planning. This week, we’re continuing that discussion with how to create a culture of accountability and personnel management. Have some thoughts you would like to share? Email us or comment below. We’d love to hear them.
This is the first in a multi-part series on focusing your higher ed management practices. This week, we will discuss the importance of goal planning and regular feedback. Next week, we’ll talk about creating a culture of accountability and how to implement effective metrics. Upcoming posts will discuss how to focus your advertising spend and other work efforts.
The reality is this: The better you train your staff to execute, the better your life becomes and the better results you get. Here’s a goal: You should be such a great teacher that you are able to make yourself unneeded in any organization in less than five years. If you haven’t, you may be doing good work, but you’re not building anything; you’re just spinning plates. Be more than a doer, be a builder.