So, you want to lead change in higher education?
by David Mee, Vice President for Enrollment Management at Campbell University (NC)
Several years ago, I was attempting to assist a veteran employee identify challenges and inefficiencies in her daily work. Without hesitation, she rattled off a long list of processes and systems that weren’t working well. Eventually, she agreed that changes needed to be made – seemingly agreeing to my proposed list of what should be done to correct the issues.
Months later, little had changed. In reflection, I can now see why.
I had done an adequate job of identifying the issues, relying on objective information to frame the situation. The solutions seemed obvious (which they were, really). But I did not give this veteran data processor space to admit she found comfort in being the only staff member who knew the work-arounds. Inefficient? Yes. Perceived job security? Absolutely.
In the Heart of Change John Kotter noted, “People change what they do less because they are given analysis that shifts their thinking than because they are a shown a truth that influences their feelings.” In this example, I should have recognized her misgivings and addressed how much more valuable she would be to the organization if we eliminated the inefficiencies and allowed her to focus on new tasks she never had time to tackle previously. She was already on board with my analysis of the issues. But that wasn’t enough; my change management approach lacked the human element.
The “truth” in this example: change would provide her even more job security!
One of the most challenging aspects in leading an enrollment management or marketing division within a college is leading change. Change management holds the power to be among the most impactful skills a higher education leader can possess and further develop. (Hint: “knowing” you’re right about a needed change is not sufficient.)
Over the years, I’ve developed a Top 10 list for leaders wishing to approach change management in effective and sustainable ways.
Do your homework. Knee jerk reactions to a system or strategy challenge rarely turn out well. Develop a keen understanding of the various factors at play before engaging colleagues in any possible solutions.
Stop and consider. Change that worked well elsewhere may or may not translate effectively to another institution.
Begin with the institutional mission in mind. A recommended change based on delivering on mission more effectively, rather than “this will save us money,” will be compelling.
Remember there are human feelings involved. Emotional intelligence is among the most valuable assets a leader possesses. It’s not about being right, it’s about influencing strategic change. The latter requires you also have the perspective of the team members you lead.
Never laminate the plan. Effective change management leaders constantly “write in the margins.” They check back with their teams consistently to evaluate how the plans are taking hold – and make corrective steps in real time.
Communicate – every day. Anyone managing significant change planning and implementation needs to provide regular leading indicators. How are we doing? And don’t simply rely on “numbers” to measure progress. Solicit and value subjective feedback – how is this feeling so far? (See #4 above.)
Don’t rip the Band-Aid off all at once. Avoid the tendency to seek change in all areas at the same time. You are first building a culture of change. This should begin with a few early wins. Tackle the low-hanging fruit to demonstrate how painless impactful change can be. As you do, the most ardent nay-sayers may begin to believe in the power of strategic change. Build upon this, taking the more challenges issues on as early successes are realized. Remember Kotter’s suggestion: show a truth that influences feelings.
No one owns anything. This is perhaps my most cynical observation in an otherwise positive blog post. In the college and university setting, it is a privilege to serve. Yet, higher education is known for its inflexibility and adherence to outdated processes. An ineffective process may seem to be “owned” by someone. That individual may even say, “This is the way I do it.” Address this early. Change management requires everyone to be on board…and to accomplish this, the organization must be viewed as bigger than the self.
Reward good behavior. Simple words of affirmation in a team meeting to those who are embracing the “new day” is an effective strategy to model positive contributions.
Leave the ego at the door. This is ultimately not about the leader. The college or university will survive far past the time of service of the given VP or Director. The purest form of change management occurs when a team is recognized for how they embraced improvements that positively impacted the lives of students.
My work in higher education has touched five decades. I have served multiple colleges and universities in urban, suburban, and rural settings. Indeed, each work environment has had its own culture and feel. But there has been one constant: effective change management techniques have been impactful regardless of the decade or the places I found myself. And this was certainly the case as we all managed change at warp speed during the pandemic.
Be an agent for change wherever you find yourself. But remember how you approach change leadership will often determine whether you are successful.
David Mee, Ed.D. is Vice President for Enrollment Management at Campbell University (NC). His 35-year career has included multiple enrollment leadership positions, as well as consulting projects at more than 60 colleges and universities. Dr. Mee welcomes feedback at dmee@campbell.edu.
