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Pandemic Response:

Managing Your Organization During Extreme Disruption

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Equity and Inclusion: Is This “the Moment” for Sustainable Change?

Nearly six decades have passed since the Civil Rights Movement, a bellwether crusade for equal rights that seemed certain to galvanize the long-overdue eradication of racial bias. And yet, right now in 2020, with continuing Black Lives Matter protests across a country still in the throes of a global pandemic, it is apparent that any progress already made toward black equality is vastly overshadowed by the volume of change still needed.

Despite laws in place to prevent overt racial discrimination, biases remain deeply rooted in American society and individual ideologies. The questions are being asked across our institutions and media – What has worked? What hasn’t? What must we do to finally get it right? Read more >

Covid-19 Impacts on Higher Education – Selected Resources Updated       

(Updated July 31, 2020)

This resource guide provides informative and thoughtful articles about the current and future state of higher education as a result of the COVID-19 disruption. Here’s what we’re reading. We will continue to keep it updated with selected material. We trust you will find useful data and insights. (Some of these may require a subscription. If you cannot access them, please contact us for assistance.)

Reopening:

Chronicle of Higher Education (numerous articles – here are key ones to date):

Reopening plans – The Chronicle is tracking more than 1,200 colleges serving primarily undergraduates and not including those that were already 100% online; it includes searchable tracking table to find institutions by name – here is the status of July 31. In the last 10 days, the number of “in-person” institutions has declined noticeably while the “hybrid” model and online have increased. https://bit.ly/2DkQoxa

  • Fully in-person (2.5%), primarily in person (21%) on July 31 versus planning for in-person – 53% (July 20)
  • Hybrid (16%) versus proposing a hybrid model (defined as mix of online, in-person, hybrid or blending learning) – 32% (July 20)
  • Primarily online (24%), fully online (3.8%) on July 31 versus planning for online – 10% (July 20)
  • TBD (27%) versus considering a range of scenarios – 3.5% and waiting to decide – 1.2% (July 20)

Read more >

“Best of” Resources for Leading Your Organization through (and beyond) COVID-19

These unprecedented times call on all of us to bring our best expertise and insights to lead organizations with resilience and agility through COVID-19 and plan smartly for a sustainable post-pandemic future. Even though the first “crisis response” phase is past, every week brings a blizzard of ideas, perspectives and approaches. We’ve collected our picks among the “best of” resources to assist you as you make critical decisions for the next 6, 12 and 18 months, and plan for the longer term.

Many of these resources have provided open-access to their articles and research, while a few may still require a subscription or membership. If you’d like to discuss the implications for your organization, we’re happy to share our additional insights about turning “best of” to the “best fit” for you.

We know many of you have made very successful adaptations to the ”transition normal” and are ending the year with new innovations and streamlined effectiveness. We wish you continued success as you embrace the coming months and tame the uncertainties ahead.  Read more >

What Organizations Are Doing Now to Manage Change Effectively: 7 Pillars for Coping with Covid-19

In a crisis, let purpose and strategy be your “go to” pillars.

The Covid-19 pandemic has forced organizations to move quickly to redesign work, home and social interactions in real time, choose priorities and accelerate change at warp-speed. This crisis challenges the very pillars on which we’ve built our universities, Advancement organizations, schools, businesses and nonprofits.

As companies and organizations navigate ambiguity and redesign a range of futures, several foundational practices can provide valuable pathways and platforms for re-engineering. Now more than ever, 7 pillars of organizations managing change effectively are driving their decisions as they plan for the next 12-18 months.

Read more >

Pivoting Into the Future of Higher Education: Leadership Communications in a Prolonged Crisis

Ask most college or university presidents or chancellors who have taken the helm in the last 10 years what their most important job is, and they will tell you it is finding ways to finance the operations of the institution through private and public resources. And though they may not often articulate it, the key to successful fundraising through private sources or advocacy for public funding is using a complex set of communications tools to reach prospective students, donors and public officials. Effective leadership communication, more than ever today, may very well be pivotal to the future of our higher education institutions. Leaders must make hard choices, almost on a daily basis, and the scenarios they face may be even tougher in the future.

Read more >

Why “Business Continuity Planning” Has New Urgency for Universities

OVERVIEW

With the advent of increased natural disaster frequency, prevalence of cyber-attacks, and a global pandemic (COVID-19) that has plunged global marketplaces into precarious territory, organizations have more reason than ever to plan for unanticipated threats to their ability to conduct business and keep personnel and assets protected. Colleges and universities are no exception. Not only are enrollment cycles threatened but fundraising – ongoing and major campaigns – immediately began to see their investment portfolios and thus operating cash from endowments slide drastically while anticipated pledge payments started faltering.

Read more >

Software Programs for Virtual Team Management:  Popular Options

Before the CoronaVirus (COVID-19) outbreak, many companies were already operating with a remote workforce, but the traditional office environment remained the de facto way to conduct business. Now that people in cities and countries across the globe are quarantined for the foreseeable future, companies that previously may not have had much understanding of how to accommodate its workers remotely are scrambling to get up to speed. Fortunately, there are many programs—many of them free—that are quick to implement and enable personnel to stay on top of their tasks from home, even when collaborating as a team. Read more >

Strategies to Effectively Manage Virtual Teams and Maintain Productivity

OVERVIEW

Companies with a global presence and offices and remote workers in multiple countries face a variety of challenges in maintaining productivity to ensure outcomes while managing employees and teams in multiple locations. Today, as organizations of all sizes transition rapidly to remote work, lessons from these organizations can help leapfrog them into the new mode of virtual work necessitated practically overnight by the coronavirus (COVID-19).

Primary challenges include ensuring productivity from afar, establishing methods for effective communication, and streamlining project objectives and collaboration with multiple teams in far-flung locations. Broader challenges include differences in time zones, language fluency, navigating regulatory variations, understanding cultural norms, and bridging the gap between corporate and individual office policies. Read more >

Whitepapers

Equity and Inclusion: Is This “the Moment” for Sustainable Change?

Nearly six decades have passed since the Civil Rights Movement, a bellwether crusade for equal rights that seemed certain to galvanize the long-overdue eradication of racial bias. And yet, right now in 2020, with continuing Black Lives Matter protests across a country still in the throes of a global pandemic, it is apparent that any progress already made toward black equality is vastly overshadowed by the volume of change still needed.

Despite laws in place to prevent overt racial discrimination, biases remain deeply rooted in American society and individual ideologies. The questions are being asked across our institutions and media – What has worked? What hasn’t? What must we do to finally get it right? Read more >

Why “Business Continuity Planning” Has New Urgency for Universities

OVERVIEW

With the advent of increased natural disaster frequency, prevalence of cyber-attacks, and a global pandemic (COVID-19) that has plunged global marketplaces into precarious territory, organizations have more reason than ever to plan for unanticipated threats to their ability to conduct business and keep personnel and assets protected. Colleges and universities are no exception. Not only are enrollment cycles threatened but fundraising – ongoing and major campaigns – immediately began to see their investment portfolios and thus operating cash from endowments slide drastically while anticipated pledge payments started faltering.

Read more >

The Integrated Advancement Organization – Getting Ready for the Next Phase of Change

The modern higher education “advancement organization” has been evolving since the 1970s as development, alumni relations and communications have become increasingly integrated, yet in widely varying structures with no clear “one size fits all.” The trend toward “engagement” over the past decade linked these “three legs of the advancement stool” more closely and operationally. Besides adapting lessons from business and customer relationship management, institutions have sought to engage alumni on a journey from loyalty to commitment to contribution to generate the sustained financial support increasingly vital to the health of colleges and universities. Read more >

Risk Assessment: An Emerging Imperative in Higher Education Strategic Plans

“Risk assessment and compliance” have typically governed strategic plans for businesses but, until recently, the concepts have not permeated strategic planning processes for colleges and universities. Broadened from the traditional association with internal audit finance and operations, enterprise risk management (ERM) offers a more precise lens for higher education executives and boards of trustees to analyze “strategic risk” as they develop long-term institutional visions and goals. Read more >