Leading Culture Change
Culture is your greatest strength and greatest weakness. When leaders put new processes, systems or structures in place, the reaction is often some form of resistance. Your people do not have a problem with change, they have a problem with uncertainty.
Teams that Focus on Results
What is Patrick Lencioni's major premise on how groups develop into high-performing teams? In The Five Dysfunctions of a Team, it comes down to five qualities that people bring to group dynamics: trust, conflict, commitment, accountability, and a focus on results. When these qualities are present, groups are able to accomplish extraordinary things. In the absence of these qualities, groups become mired in personality and political distractions that take away from achieving their goals.
Conducting a Difficult Conversation
Anticipating a difficult conversation in your education institution can be challenging, uncomfortable, and anxiety-provoking. Whether it's delivering bad news, addressing a sensitive issue, or confronting a direct report about their behavior, there are practices you can build to increase your confidence and produce the result you’re looking for.
A Voice, A Vote, or A Veto
Campus leaders explain how a shared governance process can achieve genuine buy-in among decision makers, resulting in innovative strategies for both academic and administrative efforts.
Becoming a Resilient Listener and Speaker
The workplace is full of opinions. When one is expressed, others react with automatic responses (I like, I dislike, I agree, or I disagree). Then counter-opinions are given. We learn nothing from these exchanges except who is good at dominating others.
Shifting from Power to Collaboration: Realizing the Vision of Shared Governance
Missing in the literature on shared governance is a recognition that in the absence of collaboration, these groups execute by power over people or activities. Breakdowns of trust, lack of transparency, or an incomplete understanding of roles end up driving boards, administrators, and academics to act in unproductive manners.
Practicing Resiliency
As we approach the spring of 2022, we face another period of uncertainty. What if we could transport ourselves into the future and discover this uncertainty only increased over time?
Looking Beyond the Enrollment Cliff
While this past year has been one of the most difficult in the history of higher education, there is beginning to be a growing light at the end of the tunnel. The emergence of the COVID-19 vaccine has brought a renewed sense of optimism. University leaders around the country are planning for a majority of their students to be vaccinated by the end of the summer or earlier, and fully reopening their campuses come fall.
Webinar: The Future of Higher Education and Leading through a Crisis
Teibel Education’s President Howard Teibel; Rutgers University Executive Vice President — Chief Financial Officer and Treasurer Michael Gower; and University of Colorado Boulder Provost and Executive Vice Chancellor for Academic Affairs Russell Moore have a Webinar discussion on the Future of Higher Education and the roles we can play to navigate through this crisis.
COVID is a revealer of and accelerant of how we need to change as institutions. Academics, administrators, and boards need a new framework to meet these challenges as we look out over the horizon.
Webinar: The Emergence of the New Normal
Howard Teibel and Pete Wright have a conversation about Leadership, Resiliency, and Team during times of crisis.
The Emergence of the New Normal Webinar
The phrase “New Normal” has been thrown around these last few weeks but it’s way too premature to say we’re there.
Teibel Education Statement on COVID-19
At Teibel Education, we are committed to helping our clients navigate change. As a result of COVID-19, we are in the midst of uncertainty, the likes of which we have not seen before.
“5 Minutes with Howard Teibel” — Language, Coordinating Actions and Problem Solving in Business Officer Magazine
Howard Teibel sits down with Leah Thayer of NBOA’s Net Assets magazine for a wide-ranging interview on communication, the perils of thinking in terms of “problem-solvers” as leaders, turning around moods of cynicism on teams, and more.