18: Building Your Vision 2020 Part 4 – with John Eldert and Howard Teibel

Academic planning often adopts the business approach to strategic planning. The results are predictable: clear, measurable outcomes; tight, pithy vision statement; focused strategy targeting a clear and "directable" organizational culture. But these assumptions don't fit the higher education planning environment, with many parallel lines of activity, complex vision, and an environment that is often far more self-directed. This week on the show, we bring you part four of our conversation with John Eldert, Vice President of Administration at Berklee College of Music as he joins Howard Teibel to discuss their work on adapting the business approach to strategic planning for higher education.

17: Building Your Vision 2020 Part 3 – with John Eldert and Howard Teibel

Academic planning often adopts the business approach to strategic planning. The results are predictable: clear, measurable outcomes; tight, pithy vision statement; focused strategy targeting a clear and "directable" organizational culture. But these assumptions don't fit the higher education planning environment, with many parallel lines of activity, complex vision, and an environment that is often far more self-directed. This week on the show, we bring you part three of our conversation with John Eldert, Vice President of Administration at Berklee College of Music as he joins Howard Teibel to discuss their work on adapting the business approach to strategic planning for higher education.

16: Building Your Vision 2020 Part 2 – with John Eldert and Howard Teibel

Academic planning often adopts the business approach to strategic planning. The results are predictable: clear, measurable outcomes; tight, pithy vision statement; focused strategy targeting a clear and "directable" organizational culture. But these assumptions don't fit the higher education planning environment, with many parallel lines of activity, complex vision, and an environment that is often far more self-directed. This week on the show, we bring you part two of our conversation with John Eldert, Vice President of Administration at Berklee College of Music as he joins Howard Teibel to discuss their work on adapting the business approach to strategic planning for higher education.

15: Building Your Vision 2020 Part 1 – with John Eldert and Howard Teibel

Academic planning often adopts the business approach to strategic planning. The results are predictable: clear, measurable outcomes; tight, pithy vision statement; focused strategy targeting a clear and "directable" organizational culture. But these assumptions don't fit the higher education planning environment, with many parallel lines of activity, complex vision, and an environment that is often far more self-directed. This week on the show, we bring you part one of our conversation with John Eldert, Vice President of Administration at Berklee College of Music as he joins Howard Teibel to discuss their work on adapting the business approach to strategic planning for higher education.

14: The Importance of Training as a Team

We underestimate what it means to collaborate. The result is often a catalog of missed opportunities for improving function across the organization, which comes at the expense of systems training and technology solutions for simple problems. This week, Howard Teibel joins Pete Wright with a few suggestions for team cross-training -- ensuring that teams are aligned across departments and functions, and that process, not just systems, are tested all along the line.

13: The 15-Minute Meeting

We’ve all been there -- the eternal ineffective meeting. The facilitator labors on and on, agenda lost long, long ago, with no end in sight. But it is possible to hold effective meetings; meetings with focus, attention, participation, and accountability -- and it all starts with a collective understanding of the rules of the field. In this episode, Howard Teibel and Pete Wright outline those rules and provide suggestions for all who are plagued with ineffective meeting-itis on how to spark the right team behaviors and get back on track.

12: How do you increase productivity without carrying a big stick?

It’s easy to say you want to cultivate an environment of collaboration and communication on a team. It’s another thing all together to actually achieve it. When you are faced with team behavior that’s in the dumps, how do you pull the right people together, inspire that spirit of innovation, and get people working together again without getting mired in politics and frustration? This week on the show, Howard Teibel and Pete Wright take on this issue and offer key strategies for bringing your teams together.

11: We’re always selling

Walk into your next management meeting and tell your team that you think they need to learn to sell better, you're likely to feel a chill enter the room. Sales has a tough reputation inside organizations. And yet, so many core skills from the art of selling apply perfectly to the interactions we engage in day to day. This week on the show, Howard Teibel and Pete Wright discuss how we are always selling something, whether it's a project idea, a need for partnerships among business units, or influencing a group to buy into a new direction. Selling is ultimately about listening, then conveying how your idea meets another's need. It's about great communication and negotiating skills, something all of us can continue to improve on.

10: Strategies for Building an Effective Retreat

10: Strategies for Building an Effective Retreat

Holding a strong retreat takes planning and strategy to rally teams and build commitment. The best retreats offer a chance to capture institutional intelligence and align teams to strategic vision. The worst retreats are chaotic and unaligned, and can leave your team jaded and disorganized as a result.

9: Strategies for implementing The Balanced Scorecard – Special Guest Rebeka Mazzone

Rebeka Mazzone

Rebeka Mazzone

Implementing a Balanced Scorecard approach to quality and performance management can be tricky. Most teams are naturally cynical when it comes to new tools that measure their performance on the job. Clarity of mission and results across the organization can go a long way to soothing fears and inspiring confidence. This week on the show, Rebeka Mazzone joins Howard Teibel and Pete Wright to discuss strategies for bringing the Balanced Scorecard to your organization and fueling morale and trust at the same time.

8: Getting Started with The Balanced Scorecard – Special Guest Rebeka Mazzone

Rebeka Mazzone

Rebeka Mazzone

Measuring performance is about more than simply measuring the work of your people. Modern managers are faced with aligning the strategic goals of the organization with daily activity, and mapping performance to a specific and measurable program for quality improvement. The Balanced Scorecard approach is just such a tool, one that can help organizations create real impact without additional process overhead. This week on the show, Howard Teibel and Pete Wright are joined by Rebeka Mazzone of Accounting Management Solutions to discuss The Balanced Scorecard, and what organizations can achieve through it.

7: No one will hand you a positive attitude

Keeping a positive attitude on the job is hard work. In the face of political struggles, management misunderstandings, job frustration is bound to kick in sometime or another in your career. In the face of all of it, you know you have to put your best face forward and get the job done. This week, Howard Teibel and Pete Wright take a closer look at attitude on the job and offer key insights as to how teams deal with crises of attitude and how savvy managers can help pull staff back from the dark side.

6: Process Mapping

One of the great challenges to efficiency across organizations lies in being able to clearly communicate how work gets done, and who's doing it. Before Visio, we did it through detailed policy manuals and word-of-mouth, but these hand-me-down techniques often missed key elements of process, focusing instead on constraints rather than delivering results. This week on the show, Howard Teibel and Pete Wright dissect this issue, and talk about just how important clear, visual process maps can be in communicating the work of the organization.

5: The New Leader in Town: Create Impact and Deliver Results as a New Leader to your Team

When you inherit a new team, you inherit all the baggage that comes with it. So how do you drive toward synergy and overcome communication and process roadblocks? This week on the show, Howard Teibel and Pete Wright take on the new team leader and give you strategies for building an cohesive environment you can count on.

4: Aligning Goals to Strategic Plans: Turning Direction into Work

Smart organizations run according to their strategic plan. But even the smartest managers can be challenged to take those plans and turn them into action. This is, in fact, the artistry that comes from being a good manager: being able to put into action that high-level strategic goals of the executive team. This week on the show, Howard Teibel and Pete Wright put perspective to turing strategy into action and give guidance on how you can better understand your primary charge as a leader.

3: Working in Virtual Teams: Motivating Teams and Learning Tolerance

How we define "teamwork" has changed drastically. Not just in the last decade, either. In fact, the rapid evolution of communication and technology has thrust together projects and teams distributed around the world. Even with the challenges that come with such an arrangement, the expectations are the same: deliver results. This week on the show, Howard Teibel and Pete Wright take on just these issues, and provide insights and tools to help you navigate the change that comes with these new teamwork arrangements.

2: Canary in the Coal Mine: How do you know when your teams aren’t functioning?

One great truth about managing projects and complex teams is that even the savviest of managers stands the chance of missing key cues when their teams begin to suffer. This week on the show, Howard Teibel joins host Pete Wright to take on this issue and provide strategies for maintaining open communication and increasing the effectiveness of teams in the process.

1: Thriving in times of organizational crisis

How do you help yourself -- and others -- in times of uncertainty? How do you stay motivated to deliver top results in your organization when those around you are struggling? In this episode of Navigating Change, Howard Teibel and host Pete Wright take on these difficult questions and offer guidance in navigating the political -- and personal -- challenges that come with job insecurity.