Leading Through Change

Taking on a leadership role in higher education takes courage. An unstable market, rising costs and changing vision of pedagogical practices puts the future of brick and mortar institutions on shaky ground. Think higher ed is too big to fail? You're probably right, but I'm not so sure all aspects of the current landscape are safe. Student affairs and student services in particular need innovation and creative thinking in order to survive budget reductions and meet the changing needs of our students. 

I am surrounded often (both at work and in my coursework) by leaders in higher education who consider themselves change agents. They strive for adaptability and improving services and methods of delivery. But change is difficult, change takes time (particularly in higher education!) and it's often hard to see through the challenges of change to get a glimpse of the benefits.  In a recent class session, we read "Leading Change" by John Kotter (1996). Chapter 2 of the book discussed some key steps required in creating change - Kotter's aim was the business world, but much of the theory and action behind it translates well to higher education.

Kotter provided eight steps to follow in the change process. Admittedly, Kotter noted that these steps can appear over-simplified and generalized, but I still think they are worthy of discussion and application.

Establishing a sense of urgency - The requires an analysis of the situation. What's going on in your office or department that needs addressing? What is on the horizon that you know needs to be addressed? Urgency doesn't mean crisis or even that something is completely broken, though. What needs changing or adapting due to staffing changes? Or due to budget challenges? Or maybe due to shifts in philosophy?

Creating the guiding coalition - Who are your key players? Who has a vested interest and also has enough influence (both in scope of perceived and actual power as well as those with abilities to relate, connect and network). Calling together the super squad to align behind the issue and develop as a team is vital. Who is your super squad? Have your short-list of colleagues prepared - people you can depend on to think clearly through problems and who are motivated by change and hard work.

Developing a vision and strategy - You've assessed the landscape and established a sense of urgency around the issue, so what are you going to do about it? Leverage your group's connections and strengths to create a guiding focus and from that develop strategies to create change.

Communicating the change vision - Kotter said it's important to "[use] every vehicle possible to constantly communicate the new vision and strategies." Kotter included having the guiding coalition model the behavior expected via the change, but this also involves using communication methods at your dispoal - staff meetings, divisional meetings, social media/networking, publicity, etc. Communicating the vision for change can be difficult - it's the method by which we share the valuable information but it also opens us to criticism or doubt. Demonstrating a "united front" and a common message is vital.

Empowering broad-based action - Did you get negative/critical feedback while communicating the vision? Now is the time to change the structures that undermine the change vision, according to Kotter. Move beyond obstacles and empower others to embrace your vision.

Generating short-term wins - Make tweaks to the plan to promote positive aspects of the change. Acknowledge (publicly!) and reward those who assisted in the process of change. Small victories add up...

Consolidating gains and producing more change - Use the positive gains from the change process to inspire more change, including modification of structures or processes that aren't aligned with the larger change you helped make. Hire, promote, reward and develop individuals who can continue to implement the vision and affect change.

Anchoring new changes in the culture - Infuse change into systemic/institutional practices to insure that the change is carried forward and multiplies. Producing successful change gives permission to others to facilitate change. Make the positive gains part of the organizational culture to demonstrate that change can be good and that clear guidance and support through change feeds a culture of strong leadership. A clear connection between positive change and organizational success encourages continued growth and inspires others to take the risks needed to create change. Anchor change into the culture and let it influence the other decisions you make. The place I see this come to life more than any other is through hiring practices. I was once told to hire to vision, not just fit. If you only look for immediate personality fit or a concrete list of specific experiences, you may not get someone who is ready to adapt, change and thrive. Maintaining past hiring practices may limit your potential - seek those who match your vision and the change you see coming - not just for an immediate fix. 

Kotter's first four steps set the stage for change. Steps five through seven introduce the change and the eighth step ingrains the change into the culture and sets the groundwork for future success through change.

So why does change make us uncomfortable? If change is inspired by a departmental or institutional mission and a well-intended, passionate group of change agents can be assembled to create the strategies for change, the positive power of adapting and evolving can create new energy and sense of purpose for your organization. After all, if you always do what you always did, you'll always get what you always got. A pretty cliche maxim that I've heard throughout my life but one that seems fitting in facilitating change in higher education. 

Embrace change. Those of us in student affairs certainly should be! Tweet