You can’t manage everyone the same way. People are motivated by different desires. This is called adaptive leadership, and it is essential to understand if you want to develop your skill set.
This is a framework for creating an effective campus visit program. It’s short for a reason – it’s just a starting point, a set of fundamentals that help you to measure the creativity and effectiveness of the campus visit process. Start here and build from there. Remember, you only get one chance to make a first impression!
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.
If you are not actively educating your campus partners on how to work with your office, how to use your brand or any other key issues facing your office, then you are losing ground. How much of your day do you spend babysitting helpless campus partners or fixing problems that just seem to keep popping up? This is the symptom of an untrained campus.
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.