Skepticism and resistance rises when the status quo s deeply ingrained in the culture of a university or college. Incoming presidents may not become fully aware of how deep-seated the status quo is until they start to introduce new ideas and processes. However, listening tours expose the status quo. Even then, the level of resistance may not become revealed until the implementation of these new ideas and processes begins. By this time, presidents face pushback from key constituents. This pushback can create turbulent environments. However, it is through these turbulent environments that can help presidents transform into effective and stronger change leaders as they strive to position their university or college to reach higher heights. Below are strategies to help guide presidents in transforming the status quo culture and becoming change leaders.

Transforming the Status Quo Strategies

1. Build and Foster a Culture of Adaptability:

Building and fostering a culture of adaptability represent a key strategy. Change does not represent a threat; rather, change creates opportunities. Leaders in higher education can promote this campus mindset by encouraging open dialogue, avoiding debates, valuing and considering diverse perspectives, and empowering faculty and staff to take risks and explore new ideas. One action step is to host professional development workshops where faculty and staff are given real scenarios and financial and enrollment consequences to ponder. This workshop should explore different options while thinking about possible results if change does not occur.

2. Communicate a Clear Vision and Strategy:

Another strategy is to communicate a clear vision multiple times, while outlining strategic priorities to carry out this vision. If new strategic priorities leave out some of the great work happening on campus, presidents should not ignore those areas. Presidents need to stress how these strategic priorities do not represent the sum of all of the great work happening on campus. It’s important to mention how these strategic priorities will maximize positive impacts for all of these accomplishments. Furthemore, presidents need to mention how the university will leverage these impacts to move the university in a new direction. Presidents should also constantly inform all stakeholders, seek feedback, provide updates, and address concerns. These steps will create transparency which will build trust.

3. Embrace Technology to Reduce Workload:

Faculty and staff can carry a heavy workload. Burnout can lead to poor performance and employee turnover which ultimately impacts the student experience. Faculty should have time to engage in high-impact practices and scholarship, while staff should have more time to give personal attention when handling student issues. If the workload isn’t reduced, then faculty and staff can resist because they may feel this change may add to their existing workload. Technology can help alleviate many administrative pain points, streamline operations, enhance the teaching and learning experience, adapt to changing student needs, and help reduce teaching loads by making scheduling more efficient. Consult with faculty and staff to select technology to make their jobs easier and more productive.

4. Invest in Professional Development:

Presidents should build a culture where everyone wants to continuously grow. Therefore, it’s essential to invest in professional development workshops for faculty and staff. Surveys and meetings can identify potential workshop topics. For example, new directors may want workshops on how to manage people. These workshops can give them the skills and knowledge to feel more confident in navigating challenges. Additionally, presidents should promote continuous learning and create a supportive environment where faculty and staff feel empowered to embrace new approaches and methodologies. This adoption can help reduce the resistance toward the status quo.

5. Engage in Public-Private Partnerships:

No leader can walk alone when trying to transform their status quo culture. Therefore, presidents cannot allow their institutions to live in isolation. Presidents should explore partnerships with private corporations where both parties benefit from changing the status quo and sharing resources. This sharing of resources isn’t limited to just physical resources. Presidents and private entities can leverage their intellectual capital (e.g. faculty and executives) to create and share knowledge that can benefit both partners. This collective expertise can lead toward developing innovative solutions to help produce ideal graduates and solve society’s challenges. Moreover, this collaboration can mutually benefit the institution and corporation by boosting its reputation and attracting funding opportunities. This partnership also helps both the president and CEO, along with their executive teams, to enter this battle together and to support each other.

6. Focus on Student Success:

Moving away from the status quo needs to be centered on improving the success of our students. Therefore, we can no longer do what we always have done because the needs of our students are always changing. Presidents must identify these changing needs and allocate resources that support students throughout the student life cycle. What students experience in their freshman year, they are likely to experience again during their sophomore, junior, and senior years. This can be achieved by moving beyond the first-year experience and providing comprehensive student support services. In addition, presidents need to ensure their university or college offers academic programs that are responsive to the market. Therefore, presidents need to work with their provost and faculty members to ensure programs are relevant and attractive to meet the needs of student interests and market demands.

Tired of the status quo? Contact Dr. Theresa Billiot to help you break down the silos or connect with her on LinkedIn.