Last week’s conversation on turning leaders into guides inspired us to revisit the Teibel Decision-Making Model in the light of helping guides facilitate decision-making without authority. How do you help those empowered and accountable for change move through difficult decisions without skin the game yourself?
185: Reimagining Budget & Planning — EACUBO 2017 Annual Meeting
175: Fight the Drift to Day 2
“Jeff, what does Day 2 look like?”
That’s the first line of Jeff Bezos’ 2016 letter to shareholders, a question from staff at an all-hand meeting in which he describes a transformation that organizations can find themselves undertaking without careful and diligent attention. We start our conversation on the podcast today, pivoting off of Bezos’ response and his drive to maintain the agility of Day 1 inside Amazon, with a question of our own: Where is higher ed? Is higher ed in Day 1 or Day 2?
167: Fixing the Cracks in the Academic Business Model with Bill Massy
Howard Teibel recently sat down with noted educator and prolific writer Dr. Bill Massy talk about our changing perception of universities as complex human systems. The advanced modeling work that Dr. Massy has created over his distinguished career has helped institutions around the world to better understand pedagogical performance improvement and the relationship of that work to administration and leadership through sound operational models.
166: Finding the Courage to Make the Toughest Decision
153: Scope, Solution & Strategy — A tale of project management efficiency
149: Gerald Hector Part 2 — The power of storytelling in driving participation across the institution
In part two of our conversation with Ithaca College CBO Gerald Hector, we take on the power of storytelling in moving the institutional mission forward. From using metaphor to explain complex financial subjects, to Hector's "Dollars & $ence" meetings, now central to his mission around campus financial leadership, his input provides valuable perspective far beyond his role as a technical finance leader.
133: Using Data to Spur Innovation, Support Strategy with Delaware State's Teresa Hardee
What does sustainability look like? That’s the question at hand on the show this week, as we navigate the waters of innovation and decision making through strategic use of data. Dr. Teresa Hardee, CFO and CBO at Delaware State University, joins us to share her institution’s story of breaking down silos, encouraging institution-wide participation, and creating a culture of transparency around the numbers.
114: Helping Leaders Transform to Guides at AGB
109: The Attitude/Behavior Connection at the 2015 Administrative Management Institute
If you're a line manager, you might live in a world in which you believe that “decisions” are made above your pay grade. This week on the show, we dispel that myth and share how your behavior in the decision making process can affect the attitude of your team, your peers, and your leaders across the institution.
89: Datapoints — Learning to Love your Institutional Research with Loyola's Terra Schehr
Do you know your institutional research team? If not, you should. This question of data, and how we use it most appropriately and effectively is becoming an ever-increasing tool in driving change. But what comes with data is complexity.
Today on the show, we welcome Terra Schehr, Assistant Vice President of Institutional Research and Effectiveness at Loyola University Maryland. Terra shares her experience leading the IR team in demonstrating and serving the institution through data. Terra is being asked to collect and report new kinds of data — and reflects on some of her practices in benchmarking and longitudinal data around lifelong student experience. It’s a fascinating conversation on an incredibly powerful set of tools in service of institutional growth and change.
81: Exceptional Group Decision-Making
Howard Teibel
Creating a culture adept at group decision making is one of the great leadership challenges. It requires alignment in the face of personal stakes on the team, political motivations, individual belief systems and ego. It requires individual contributors to have a keen ability to listen, and an even deeper ability to dig into a key question that is almost never asked, but may be the most important question for team processing: Why are we doing this? This week on Navigating Change, Howard Teibel illuminates the decision making process for teams, shares his own insights for making difficult decisions, and creating teams that do the same.
80: How the Struggle for Perfection can Stifle the Team
Howard Teibel
For those who live with it, perfectionism can be a powerful tool for creating great work, or a blunt force impeding forward motion. In either case, we often refer to perfectionist traits as profoundly personal, a set of behaviors that impacts us, but that we confidently stow away when teams are involved. The truth: the team is an organism made of individuals. And as individuals, we bring all our behaviors with us. It is the collection of individual traits that determines the identity of the teams in which we work.
This week on the show, Howard Teibel and Pete Wright unravel the nature of perfectionism on teams. From our common understanding of team norms to how this drive toward perfection can hinder the discovery of key insights that can live in the gap between awareness and action.
78: Regional Leaders on Regional Challenges in Higher Ed — Live from EACUBO 2014
This week on Navigating Change we’re coming to you once again from the EACUBO 2014 Annual Meeting in Orlando, Florida. Speakers at the conference have been taking on some of the most challenging issues facing chief business officers in higher education. This week, we’re joined by all four regional CUBO presidents for a conversation on the challenges they’re facing in their regions. From dropping high school populations to a changing demographic landscape to dramatically declining state subsidies, each region is working hard to ensure their members are prepared to face tomorrow’s challenges today.
Our Guests
Regional Presidents, Associations of College and University Business Officers
Michael Gower, EACUBO
Senior Vice President, Finance & Tresurer
Rutgers University
Harold Hewitt, WACUBO
Executive Vice President and Chief Operating Officer
Chapman University
Mary Lou Merkt, SACUBO
Vice President for Finance and Administration
Furman University
Kathy Qualls, CACUBO
Senior Vice Provost for Academic Finance & Administrative Affairs
University of Cincinnati
54: Organizational Goal-Setting
In episode 52, we discussed the role of a clear mission and vision to the strategic planning process. But we left that conversation feeling unresolved — how do you take your mission and vision and translate it into goals and objectives that move the institution forward each day? This week on the show, Howard Teibel and Pete Wright discuss the nature of organizational goal-setting, and how to engage the institution in a process to translate the mission into daily activities that encourage growth and innovation.
44: Better decision-making at the heart of organizational effectiveness
EACUBO 2014 NY Area Programming Committee Spring Program Preview
If we're going to take on new challenges across our institutions, we have to get better at making decisions as a team. In our experience, making decisions that leverage shared experience and creativity, while not getting mired in process and politics, is one of the key best practice differentiators of highly effective organizations. Howard Teibel will be joining the EACUBO New York Area Programming Committee for their Spring Program on May 28. This week on the show, Howard and Pete Wright share a preview of the presentation and provide a framework for developing organizational effectiveness through better decisions.
33: Making Difficult Decisions for Senior Leadership
Decision-making is a difficult skill for any team, but at the senior leadership or board level, making difficult decisions brings with it the weight of the institution. This week on the show Howard Teibel and Pete Wright discuss the perils of difficult decisions in an industry in great flux, and offer suggestions on how you can diagnose whether your team is tackling the right issues for your organization at the right time.
27: Uncovering the "Why" — Part 3
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This week on Navigating Change, Howard Teibel and Pete Wright conclude their three-part discussion on a robust decision-making process and the importance of uncovering the "why" of every change initiative. In this episode, we talk about how best practice organizations turn outcomes of change initiatives into action.
26: Uncovering the "Why" — Part 2
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This week on Navigating Change, Howard Teibel and Pete Wright continue their three-part discussion on a robust decision-making process and the importance of uncovering the "why" of every change initiative. In this episode, we cover brainstorming and the critical importance of strong leadership in the process.
25: Uncovering the "Why" — Part 1
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This week on Navigating Change, Howard Teibel and Pete Wright begin a three-part discussion on a robust decision-making process and the importance of uncovering the "why" of every change initiative. In this episode, we cover the foundational elements and visioning structure that helps teams understand the foundation of their change story, and how to connect with it as a team at new levels of depth.