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Unbeknownst to us in February 2020, we were about to go into a certain kind of hibernation, one forced on us by the circumstances of our time. Two years into this, we may be seeing the beginning of the light at the end of the tunnel – learning how to live with this global pandemic and bring back the kind of social connection we value and need. Jeff Shields, CEO of the National Business Officers Association and Howard Teibel turn their attention to looking forward in anticipation of the upcoming NBOA Annual Meeting to be held in Chicago this February. The theme this year – Elevate! A call to step up our game and bring into our work what we’ve learned these past two years. You can also join Howard at the conference in his talk with Taylor Hastrich from FAEF in an experiential session to elevate Strategic Thinking as a Business Officer. To learn more about this conference or register for the event, visit NBOA. Whether your challenges are financial, structural or simply the need to build strong teams, Teibel Education can help your people move to the next level of excellence. Check out how we can help you be a stronger leader and build stronger teams at teibelinc.com! Howard Teibel Links & Notes Learn More and Register for the 2022 NBOA Annual Meeting Schedule Registration Follow Jeff on Social Media Twitter LinkedIn ß

Joining Howard Teibel today in conversation is Dr. Nathan Grawe, distinguished teaching professor of the social sciences at Carleton college, where he has served on the faculty since 1999. You might have seen Nathan's work as it relates to the framing of the enrollment cliff, something that's been exacerbated and accelerated in this last year. As we find ourselves beginning to emerge out of lockdowns in our lives — and for many of us on our campuses — the big question is how will we navigate back to what Georgia Tech is framing as a return to better? This conversation with Nathan covers many important topics, including his most recent analysis of enrollment trends, issues of shared governance, and how we need to think about work as we come out of this pandemic. Reach out to us at Teibel education if we can help you build an intentional mindset and process to navigate your challenges over this next year. About Dr. Nathan Grawe Dr. Nathan Grawe the Ada M. Harrison Distinguished Teaching Professor of the Social Sciences and Professor of Economics at Carleton College. He is a labor economist whose work examines intergenerational connections with education and labor market outcomes. Nathan's book, Demographics and The Demand for Higher Education (Johns Hopkins University Press, 2018) examines how recent demographic shifts are likely to affect demand for higher education. In a follow-up project, The Agile College (Johns Hopkins University Press, 2021), Nathan draws on interviews with higher education leaders to provide examples of how proactive institutions are grappling with demographic change. Links & Notes About Dr. Nathan Grawe The Agile College: How Institutions Successfully Navigate Demographic Challenges by Nathan D. Grawe Visit Nathan's Website at Carleton College 00:00 - Welcome to Navigating Change 02:28 - Introducing Dr. Nathan Grawe

As we turn our energy to 2021, we can begin to catch a glimpse of getting on the other side of this crisis. Independent school leaders have implemented innovations over the last nine months that they could only dream about prior to the pandemic. The question now is can they sustain these changes with intentionality.  Jeff Shields, CEO of the National Business Officers Association and Howard Teibel explore these questions in anticipation of the upcoming February all-virtual NBOA Annual Meeting.  The opportunity in this year is to prepare ourselves with the right state of mind – resiliency, ambition for change and living our vision. Join Howard at the NBOA Annual conference for a Goldmine session on Being a Leader Without Being an Expert, February 22 and for a Deep Dive session around Building a Culture that can Innovate from the Bottom Up, February 23.   To learn more about this conference or register for the event, visit NBOA.   Whether your challenges are financial, structural, or simply the need to build strong teams, Teibel Education can help your people move to the next level of excellence. Check out our work with Independent Schools today! 02:25 - Welcome Jeff Shields 03:44 - Introducing NBOA ... Virtually! 10:33 - Maintaining energy, new lessons learned 16:53 - NBOA Keynote Speakers 22:10 - How has your leadership changed? 26:49 - Post-COVID challenges for our field 29:42 - The value of the Annual Meeting

At Teibel Education we are committed to having your people be connected with a higher purpose. As we look to 2021 and the hope for greater ease and less uncertainty, we bring you a podcast on learning.How do you produce active listening in a colleague, student, or peer? Active listening is a central tenant to the capacity to learn and acquire new skills.In this podcast, we explore learning with UCLA professor Dr. Christopher Surro. Chris is committed to his student’s success and he teaches us how to engage others to learn by applying a few simple principles – showing care, guiding versus doing and creatively using technology.As administrators, Deans, CFO’s, or faculty, this is an invaluable conversation to listen to and share with others. We look forward to hearing how this resonates with you. Links & Notes About Chris Surro — UCLA Department of Economics About Dr. Christopher Surro Chris Surro is an Assistant Adjunct Professor in the Department of Economics at UCLA. He primarily teaches macro courses but has teaching interests across a variety of economic fields. His main teaching goal is to provide students with both economic knowledge and the ability to apply that knowledge in practical ways to their future careers. He also tries to incorporate new technologies into his classes to improve student learning and engagement. His research focuses on using recent computational methods to improve economic analysis. 02:24 - Welcome to Navigating Change 02:50 - A Study of Retention 05:49 - Why Students Prefer a Lecture Over Active Learning 07:35 - Integrating Technology 09:29 - Before COVID 10:58 - Upside Since March 2020 13:13 - Redesigning Classes at This Point 15:53 - Additional Time to Prep 18:31 - Shifting the Online Status to In-Person... Eventually 19:57 - Zoom Fatigue 21:38 - Faculty Collaboration 25:34 - COVID as an Opportunity to Make Positive Changes 33:07 - Shifts in Student Types 35:54 - Student Evaluations and Being Actually Good 43:23 - Telling Students They'll Struggle But Will Learn 44:31 - Learning How to Learn 47:15 - Last Thoughts

Mission in Action Today on the show we bring a demonstration of living a mission. Our guest is Doug Brown, President of UMass Memorial Community Hospitals and Chief Administrative Officer for the UMass Memorial Health Care system. He had a vision for their community - looking in their own backyard and anchoring their institutional mission through local investing, local procurement, and local hiring. As a $2.4 billion integrated health care delivery system in Central Massachusetts, Umass Memorial’s “Anchor Mission Project” is addressing the social determinants of health beyond the traditional approach of providing excellent clinical care. UMass Memorial is putting their money where their mouth is by investing part of their institutional portfolio in local resources, purchasing directly from local businesses, and hiring a greater percentage from the surrounding community. Links & Notes “Anchoring Health beyond Clinical Care: UMass Memorial Health Care’s Anchor Mission Project” — Harvard.edu Harvard School of Public Health Highlights UMass Memorial’s Anchor Journey — DemocracyCollaborative.org UMass community hospitals chief appointed to AHA trustees — Telegram.com UChicago Joins the Higher Education Anchor Mission Initiative — The University of Chicago Civic Engagement

This is an important conversation to listen to the whole way through. First, ask yourself: what’s the highest purpose of your organization?  Likely you have an answer, something you’ve been told, or something you’ve absorbed through your experience over the years. But maybe the greater truth is that we need to discover our organization’s purpose with our people.   When we move to higher purpose, we form a contract with each other that transcends normal management theory – the need for greater control.   Dr. Robert Quinn and Howard Teibel pick up where they left off in episode 222 of the podcast and now focus on what it looks like to give up control to create something most of us only imagine – an engaged, connected and purpose-focused organization, where leaders put their egos aside and allow their people to step up.  Links & Notes About Dr. Robert Quinn RobertQuinn.com Robert’s Blog Connect with Robert on LinkedIn Follow Robert on Twitter • @BobQuinnUofM Find Robert on Facebook Watch "Find Your Purpose" on Facebook

Heather Jarhling is a rising senior at Colby College in Waterville Maine. She — like her peers — is facing an unsettled future. This cohort spent the last three and a half months running to keep up with a shift to online education that many of them did not sign up for. Of course, no one signed up for the changes sweeping education as a result of the pandemic. And the rising voices around racial injustice will be additional concerns you will need to face. We need to listen to one other — now more than ever — as our expectations, needs, and requirements shift toward the fall. Heather and Howard explore what the transition to learning from home meant for her and what students like her are looking for in their educational experience as we face the fall term. If you’re an administrator or a faculty member and you’re looking to understand your students’ expectations leading into next year, this is a must-listen. Next year’s class is looking for a signal for change ahead and as you’ll hear in this conversation, finding the middle-ground that demonstrates they’ve been heard today will go a long way when you need to ask for their flexibility tomorrow. We invite you to use this podcast to open or continue the conversation with others.

As we begin to pivot in our organizations from the necessary critical decisions to get through these first few months and on to living with a new way of working, how do we not fall back into business as usual? Our people are looking not only for direction and stability but a sense of connection to a larger purpose. At the heart of people feeling disconnected is the absence of a certain kind of leadership that puts one’s ego aside and empower others to genuinely connect with a deeper purpose. Today on the show, Howard has a conversation with Dr. Robert Quinn, professor emeritus at the University of Michigan's Ross School of Business and co-founder for the Center for Positive Organizations. Howard and Robert explore what it looks like to step up into an authentic way of leading – both from the heart and with conviction. Links & Notes About Dr. Robert Quinn RobertQuinn.com Robert’s Blog Connect with Robert on LinkedIn Follow Robert on Twitter • @BobQuinnUofM Find Robert on Facebook Watch "Find Your Purpose" on Facebook About Dr. Robert Quinn Robert E. Quinn is the Margaret Elliot Tracy Collegiate Professor Emeritus at the University of Michigan, Ross School of Business. His research and writing focuses on purpose, leadership, culture and change. He is one of the co-founders of the field of Positive Organizational Scholarship and a co-founder of the Ross Center for Positive Organizations. In terms of research, he is in the top 1% of professors cited in organizational behavior textbooks. He has published 18 books. As a teacher, Quinn is the recipient of multiple awards. In a global survey he was recently named one of the top speakers in the world on the topic of organizational culture and related issues. His talk on personal purpose went viral and has been viewed by over 16 million people.

In our lifetime, Higher Education has not seen the kind of global shock to its system that emerged over a two-month period. We anticipated a systematic and orderly shift in the next few years to address the rising cost of education, changing demographics, and a growing adult population choosing to come back to further their education. Those institutions that had already invested in a new kind of education now find themselves in a position to accelerate. Georgia Institute of Technology is one of those institutions. Today on Navigating Change we have Dr. Nelson Baker, who serves as Dean of Professional Education for Georgia Tech. His group oversees the delivery of Georgia Tech's extensive catalog of world-class credit and non-credit education programs for over 40,000 learners and 2,600 organizations worldwide each year.  Our conversation with Dr. Baker revolves around his experience overseeing this expansive arm of Professional Education and what that experience can teach us as we turn toward rebuilding in the COVID era.    Links & Notes “Deliberate Innovation, Lifetime Education” Report from the Commission on Creating The Next in Education at Georgia Tech (PDF) About Dr. Nelson Baker Connect with Dr. Nelson Baker on LinkedIn The Center for 21st Century Universities 00:00 - Welcome to Navigating Change: The Podcast from Teibel Education 01:12 - Introducing Dr. Nelson Baker, Dean, Professional Education at Georgia Tech 02:45 - The Coming Demographic Transformation 04:33 - What Georgia Tech has Built 07:18 - Opportunities opened with the Lifetime Education Initiative 09:33 - Building Partnerships 14:20 - The Virus 19:02 - The Role of Leadership in Accelleration 23:05 - Recommended Resources

Many of us listen to podcasts in moments of leisure or capacity to separate from work. Sometimes a topic comes along that is central to what we’re facing right now. This week, we are very fortunate to have educator and futurist Bryan Alexander joining us for a conversation around scenario planning in the era of COVID-19. Bryan recently has been a leader in a crowdsourced operation to document the impact of the pandemic on higher education and discusses approaches to scenario planning along with the pitfalls institutions may experience along the way.    Please share this episode with colleagues who would benefit from strategies in scenario planning.  As always, feel free to reach out to the Teibel Education team to discuss further. Links & Notes Google Sheet: Higher Ed Closures and Migrations Academia Next: The Futures of Higher Education by Bryan Alexander About Bryan Alexander 01:05 - Welcome to Navigating Change 01:51 - Introducing Bryan Alexander 02:27 - Bryan breaks Google 04:54 - What can we learn from the data? 08:23 - Scenario Planning 16:05 - Three possible pandemic scenarios 20:58 - Pitfalls 29:12 - The Queen Sacrifice Part II 33:30 - Mood 37:17 - Reasons for optimism?

Over the last two episodes we’ve discussed two major functions of strategic thinking. In the first, we shared insights around uncovering your key message. In part two, we focused on how to get the attention of your audience with headlining your vision. This week, we’ll focus on the key factors to bring strategic thinking to your work that asks the big questions. Strategic thinking is not linear or delivering on daily work. It’s about peering around corners, across horizons, and uncovering trends that exist beyond the bubble of your institution.

Our guest is working to develop the 60-year curriculum, one with an eye toward a lifetime of education. Rovy Branon serves as Vice Provost for Continuum College at University of Washington. When you are a learner at Continuum College, you are taking part in one of the most aggressively innovative programs dedicated to bringing education to non-traditional students. Branon and his team are part of a dynamic shift in how we think about education well beyond the traditional student.  This week, Rovy joins Howard Teibel to share the story of Continuum College, and how their work is shaped by re-evaluating how we learn...throughout our life. Links & Notes Continuum College Professional and Continuing Education at UW Learning for a Lifetime: A 100-year life requires a 60-year curriculum 00:00 - Welcome to Navigating Change 02:37 - Introducing Rovy Branon 04:30 - Exploring the "new" traditional learner 07:21 - Creating pathways for learning 09:17 - The 5 Strategic Areas for Development 25:05 - Broaden credentialing offerings 31:36 - Preparing learners to learn 35:07 - Emerging challenges in the coming year — Digital credentialling

There is an unnamed disruptor around the corner. So says our guest today, Rutgers University’s Mike Gower. As Executive Vice President for Finance and Administration and University Treasurer, the breadth and depth of his involvement in university operations is extensive. With decades of experience in the field, one might expect him to carry more answers than questions these days. That, according to Gower, is far from the case, and the unnamed disruptor - the change you haven’t seen coming - is always right around the next corner. Being a part of the leadership team for an institution as large as Rutgers brings with it a unique set of demands. “We can’t solve the future. We can’t solve the next set of trends that may be coming our way — or may not. Instead, we have to explore them and say, ‘what might that mean?’… Then we can go positive and say, ‘what would we like to do? What should we do?’ Instead of being reactive, what would we like to do to continue growing as an institution?” This week on Navigating Change, Mike Gower joins Howard Teibel to talk about the questions before us and the disruptor around the corner. He shares the background to his work in leading change across his leadership team and how that work can help set the stage for the next generation of finance and administrative leaders. Our congratulations to Mike for winning the KPMG Distinguished Service Award at EACUBO for his service in advancing the role of the business officer as a strategic leader.

Cutting a path through the political and emotional landscape to deliver a strong strategic plan is an act of courage. Even with a clear consensus that a strategic plan is required, connecting intention to action is a massive undertaking.  That’s precisely what Rhode Island School of Design’s leadership achieved with their 2020-2027 NEXT Strategic Plan. Under the management of Taylor Scott, RISD Chief of Staff & Communications, and the rest of the diverse RISD team, they developed a campus-wide effort to prioritize resources, gain commitment, and drive toward a productive new vision of the institution for the next decade.  This week on the show, Taylor Scott joins Howard Teibel and Rebeka Mazzone as the three share their perspectives on marshalling the enthusiasm of resources while building a future based on realistic financial goals.  Links & Notes Learn more about the RISD NEXT plan

In February 2015, Roger L. Martin joined us to talk about innovation, incentive, and inspiration. This is the stuff that drives teams to face the most complex, stubborn challenges with surprising and creative solutions. That episode quickly cemented itself as one of our most listened-to episodes in the nine years that we have been producing this show. Roger effortlessly demonstrates the kind of approach to change that has become foundational to our work at Teibel Ed. We're not solving problems, we’re navigating uncertainty. In his time as Dean of the Rotman School at the University of Toronto, he managed to enroll his best educators to help him solve a seemingly intractable recruiting challenge. The story he tells of this experience is at once bold and charming, and it carries our central message this week: what does it mean to be part of the solution, not part of the problem? Professor Martin's work in Harvard Business Review, "The Rise — and Likely Fall — of the Talent Economy," lays out the case for the disconnect of high salaries to performance in knowledge work. But can the same case be made for the impact of significant financial goals on cultivating our best creative solutions from our most engaged and willing teams? From Howard Teibel's work with institutions in administrative and academic reviews and Professor Martin's work as an academic and business leader comes a conversation that addresses the competencies of our teams, inspiring our best players to do their best work in the face of the significant challenges before them. Links & Notes Roger L. Martin — rogerlmartin.com @RogerLMartin — Twitter "The Rise (and Likely Fall) of the Talent Economy" — hbr.org "What Threatens the Talent Economy" — Innovation Hub About Roger L. Martin Professor Roger Martin is a writer, strategy advisor and currently #1 ranked management thinker in the world. He is the former Dean and Institute Director of the Martin Prosperity Institute at the Rotman School of Management at the University of Toronto in Canada.

Requests are not directives — they live in conversation How often do we find ourselves hearing a request, waiting until we walk away from that person, and then say to ourselves, “I have no idea what my boss or colleague is asking me to do?” This universal experience is both comical and frustrating at the same time. Making and receiving requests are foundational speech acts in the workplace. Done with care, a request reveals both conditions of satisfaction for the speaker and the critical role of the listener as a partner in the exchange. Through conversation, we can discover a hidden efficiency and reduce the cycle of repetition of the request as we seek a common understanding. This week on the show, we’re going to explore the nature of requests, how to engage as a listener in those conversations, and a powerful alternative to merely accepting or declining what is asked of you: the counteroffer. Links & Notes 5 Minutes with Howard Teibel: Reading the Room by Howard Teibel — netassets.org *The Profession of IT: The Other Side of Language *by Peter Denning, a summary of Fernando Flores’ book,* Conversations for Action* (Amazon)

How do you build a culture of creativity and innovation? It starts with uncovering the unseen forces that keep a team from excelling, including fear of failure, lack of candor, and unwillingness to put aside individual needs. This week on the show, Howard shares an overview of his session at Cornell and an article you can read below titled Loosening the Grip on Silo Thinking. In the article, you will learn how to utilize principles from the animation studio PIXAR on how great teams go about building the capacity and structures required to invent the future together. This year’s conference takes place August 5-8. For more information, visit AMI. Links & Notes Administrative Management Institute at Cornell University NACUBO HR Horizons: “Loosen the Grip on Silo Thinking” Navigating Change 168: Finding Inspiration on the Outside — Bringing Innovation to Higher Ed

Peter Denning returns to the show this week to talk about innovation. But this most likely isn’t the innovation discussion you’re expecting. Instead, Peter challenges the conventional wisdom in the area of innovation and idea, inviting us to rethink our perceptions on contribution. His work and writing have lead to a series of observations in human and team behavior. The upshot: our ability to make offers and deliver on the offers we make to others are skills that can be honed and indisputably lead to new innovations in our work. These are skills that most of us aren’t very good at. If you haven’t read The Beginner’s Creed, we encourage you to read it now. It provides excellent background to this week’s discussion. You can find it, along with our earlier conversation with Peter, right here. About Peter Denning Peter is a Distinguished Professor at the Naval Postgraduate School in Monterey, California. He chairs the Computer Science Department and directs the Cebrowski Institute, an interdisciplinary research center for information innovation. Peter has held previous faculty positions at Princeton, Purdue, and George Mason, and he was founding director for the computer science research institute at NASA Ames. Links & Notes Read The Beginner’s Creed by Peter Denning About Peter Denning — Naval Postgraduate School, Computer Science Department 00:00 - Navigating Change: A conversation with Peter Denning 03:21 - How do we bring innovation to our work? 04:02 - What is "innovation"? 05:47 - Invention vs Practice 09:46 - Strategic planning and making great offers 15:25 - The Buy-in Myth 19:23 - Revisiting our experience as a beginner 23:52 - What are the 8 Practices? 26:26 - The mechanical nature of "active" listening 28:35 - Possibilities 30:17 - The role of the leader in moving possibility to action 34:04 - Making and delivering on our offers, developing credibility and authority 36:54 - Innovation, practices, and the objects we create 39:37 - Closing thoughts

Dr. Menah Pratt-Clarke has dedicated her career as an educator to helping others better understand some of the most charged encounters we face. She is a thought leader in diversity and inclusion and even as her area of study engages in conversations that range from discomfort to rage, her approach to helping her institution find its voice on these issues is one worth understanding. Dr. Pratt-Clarke joins Howard Teibel on the show today and what starts as a discussion about the role of diversity and inclusion in the education environment turns quickly to our waning collective skill in truly engaging in difficult conversations — from our micro-conversations on social media to dialog among senior leadership. Dr. Pratt-Clarke and Howard Teibel will each be presenting at this year’s AuditCon — the annual conference of the Association of College and University Auditors — coming up September 15-19, 2019 in Baltimore. Learn more at ACUA.org. About Dr. Pratt-Clarke Menah Pratt-Clarke is the Vice President for Strategic Affairs and Diversity, and Professor of Education (with tenure) at Virginia Polytechnic Institute and State University. With twenty-five years of administrative, academic, and legal experience, Dr. Pratt-Clarke has led and managed large-scale institution-wide transformational strategic initiatives at public and private higher education institutions. As a member of the President’s Executive Staff at Virginia Tech, she oversees the Office for Strategic Affairs and the Office for Inclusion and Diversity. Links & Notes ACUA — Learn more about AuditCon 2019! Baltimore, MD • September 15-19, 2019 InclusiveVT — Hub for more information on Virginia Tech’s mission, Ut Proism Newest Book: A Black Woman's Journey from Cotton Picking to College Professor: Lessons about Race, Class, and Gender in America by Dr. Menah Pratt-Clarke (Kindle Edition) MenahPrattClarke.com Menah’s full list of publications

Who is on your first team? If I said to you, "tell me about your team", you likely would report about those who are your direct reports. This is not only natural, it's the way we orient ourselves to get our work done. The principle of “Team Number 1”, introduced by Patrick Lencioni, asks you to consider your first team as the person you report to and your peers. This week on the show, Howard Teibel introduces the first team model through the lens of higher education. Although work is performed within our organizational units, the missing piece is being on the same page with our peers that run other areas within our group. Navigating the "First Team" requires integrating a conversation about what our division wants to accomplish, not just what I want to do with my own team — moving from an I focus to a We focus. How do your deans collaborate across academic functions? How can your senior leadership team adapt to this first-team principle? This week, we offer a conversation intended to provoke your exploration of these questions. Listen to this with your direct reports and open a discussion about this important topic! Links & Notes Lencioni’s “Team Number One” Learn more about the Teibel Group Coaching Program