FAEF and Teibel Education are excited to co-sponsor the EACUBO Cheers! reception on October 15.

Knowing about a skill or competency is one thing. Being able to access it in the moment is another. Building off the General Session, Howard Teibel and Christian Recknagel will lead participants through activities that bring out authentic ways of engaging and leading others. 

Culture is your greatest strength and your greatest weakness. When attempting to put new people, process or technology change in place, organizational resistance is the norm.

Higher education is going through seismic change. Old ways are crumbling as the value proposition is increasingly questioned in public discourse, especially amid a climate of financial scarcity. The Chronicle and Teibel Education Consulting have developed a two-part virtual professional development program to help administrative leaders develop skills and sensibilities to meet the needs of these changing times.

Join us for an upcoming information session to learn more about our Online Leadership Program!

Gone are the days of the singular leader on the hill simply asking the team to follow. In these days, it’s about giving up control and elevating others success.

This Deep Dive will explore the skills and sensibilities necessary to create a school culture that encourages interpersonal connection, enables effective coordination of work, and reinforces individuals’ leadership commitment to the organization and its mission.

Higher Education is going through seismic change. Old ways are crumbling as the value proposition is increasingly questioned in our public discourse. Student needs are changing, while the ways we deliver education and work together are transforming. As leaders, it is clear we must reshape or dismantle many of the old structures to build anew.

What if the practice of how we work together can be learned? There is a great deal of struggle and ambiguity around being an effective team or organization. As a result, individuals often suffer.

Every organization, large and small, functions as a network of commitments. These commitments are what make it possible to execute against an overarching mission. To create an innovative culture in higher education, we need to shift our way of thinking from consensus to commitment-building.

What if innovation is not the creation of shiny new things, but the building of new habits and practices across your organization?

The Creativity & Innovation Program is an immersive experience to build new habits of coordination within and across your organization. Develop an articulated vision through storytelling and headlining, bring high-velocity decisions to your organization, brainstorm and practice pitching ideas to inspire leaders to act, and practice change management principles to help your team deal with uncertainty and accelerated change.

When we are skilled in common workplace practices, such as closing the books or onboarding an employee, we don’t need to think about them. What if the practice of working productively together could be learned and performed in the same skillful and natural way? Being an effective team or organization is sometimes a struggle, and success in this regard can be ambiguous. Learn how to practice with ease as an effective team.

The biggest challenge facing leaders is the careful balance of running the college or university as a business while ensuring it lives its mission. This tension is historical and resides with the Chief Business Officer and Chief Academic Officer or Provost.

We speak of our academic and administrative teams needing to be more innovative, but don’t provide a roadmap to develop and enhance these skills, much less put them into action. What if innovation is a human practice that can be learned?

As higher education moves beyond the pandemic, what do the next few years hold for small institutions? Connect with small institution colleagues to discuss post-pandemic business and financial management issues. Share your thoughts about today’s challenges and tomorrow’s uncertainties.

A conversation for action is engaging in making requests, fulfilling promises, and effectively coordinating with each other. A conversation for possibilities is asking the question about who we want to be, where we’re going, and why. Most of us are so focused on the activities and actions of the day that we rarely practice or learn the art of being in conversation oriented around possibilities.

Higher Education is undergoing a major change. Old ways are crumbling as the value proposition continues to be questioned. Student needs are changing, while the ways we deliver education and work together are transforming. As leaders, it is clear we must reshape or dismantle many of the old structures to build anew.

Being a leader is recognizing opportunities to declare when change is needed and inspiring others to follow. Equally relevant, our people are living through a most uncertain period, one that is provoked by moods of overwhelm, indifference, or even resignation about the future. Well-being is today’s strategic imperative.

How can we retain the best of what we have learned over the past couple of years while discarding practices that don’t provide value? There is a risk that we will fall back into a pre-pandemic mindset and lose the urgency and focus that produced innovation across our campuses during the most difficult of times. Retention of our best people is at stake in a time that has come to be known as “The Great Resignation.”

What can someone do to cultivate a change in professional identity? What skills and sensibilities enable someone to shift into a new role in a different domain? What actions can someone take as they transition from a familiar organization to unfamiliar territory?

The pandemic has proven to be a moment of innovation and positive change for schools, and with 2020 and 2021 behind us, now is the time to look beyond the next fiscal year. Embrace the opportunity to reengage your leadership team in longer-term strategic thinking and financial planning. Learn how to think strategically across your teams and execute a plan that addresses your vision for the future.

Culture includes the history, norms, rules, and unique language of an organization. Culture is an institution’s greatest strength, but it also can be its greatest weakness. When we find ourselves in a position to reinvent processes—such as budget and planning—the history and expectations of the institution can impede progress on productive change. In this interactive session, presenters will explore how budget and planning processes support, shape, and have the possibility to transform culture.

Innovation is often interpreted as the rollout of a novel idea or shiny new object. What if innovation instead is the transformation of how we work together and make offers to address larger concerns. In this session we will build on cultivating humble leadership and explore practices we can embody that generate value for the communities we serve.

As leaders of our institutions, our voices can be front and center in the reconstruction of our institutions. If the pandemic has taught us anything, it is that we have the capacity to change. At the same time, the chorus of voices looking to get back to normal is upon us.

There are two types of conversations we lead and find ourselves - Conversations for Action and Conversations for Possibilities. A conversation for action is engaging in making requests, fulfilling promises, and effectively coordinating actions with each other. A conversation for possibilities is asking the question “who do we want to be and why?” Strategy at its heart is exploring possibilities for the future.

Higher Education is undergoing a similar struggle. Old ways are crumbling because they do not work anymore. The value proposition to students is in question. Costs are spiraling out of control. Student’s needs are changing. It is clear, that we are going to have to dismantle many of the old structures and build anew.

Are you committed to a new vision or complacent with how things have always been done?

Building a culture that can innovate from the bottom up

Innovation is not about the "new" idea but is about taking a current concern and identifying how to address the issue in a way that genuinely satisfies a customer’s needs. School leaders find it difficult to embrace the principle that everyone can innovate. How do you empower those around you who don’t believe they can innovate?

Explore case studies from institutions that have built this inclusive way of operating.

Being a Leader Without Being an Expert

15-min Goldmine

Leaders are often expected to not only provide expertise in their field but also have all the answers when challenges arise. In order for an institution to thrive in a post-pandemic world, its leaders must embrace leadership skills that emphasize collective responsibility and ownership to identify pressing issues. This shift away from ego and “being in charge” can empower school leaders to embrace ambiguity, acknowledge when they don’t know what to do and practice navigating problems with their teams.