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Leading Existential Change in Higher Ed Episode 4 of 7
Manage episode 519829512 series 3699053
เนื้อหาจัดทำโดย Gary D Stocker, Gary Stocker, and Ricardo Azziz เนื้อหาพอดแคสต์ทั้งหมด รวมถึงตอน กราฟิก และคำอธิบายพอดแคสต์ได้รับการอัปโหลดและจัดหาให้โดยตรงจาก Gary D Stocker, Gary Stocker, and Ricardo Azziz หรือพันธมิตรแพลตฟอร์มพอดแคสต์ของพวกเขา หากคุณเชื่อว่ามีบุคคลอื่นใช้งานที่มีลิขสิทธิ์ของคุณโดยไม่ได้รับอนุญาต คุณสามารถปฏิบัติตามขั้นตอนที่แสดงไว้ที่นี่ https://th.player.fm/legal
This episode reviews two more competencies from the 2025 book: "Leading Existential Change in Higher Ed: Mergers, Closures, and other Major Institutional Restructuring"
Authors: Ricardo Azziz, Lloyd A. Jacobs, Bonita C. Jacobs, and Richard Katzman.
Podcast 4 Chapter(s): 8, 9
Competency 5: Building change-oriented teams
Competency 6: Leading from the front and engaging directly
Below are the questions Dr. Azziz addresses during this episode.
Competency 5: Building change-oriented teams
1. Case: CU Denver and /Anschutz Health Sciences merged and then kind of unmerged as the Board of Regents ended up naming separate chancellors for both campuses. Is that an indication of how challenging public college mergers can be?
2. Building a team. You have been in the role as president of a college merger. You note in the book that this BSC is primarily the leader’s idea. Step us through how that played out in the Georgia merger you led. Talk about how you put together your team as you merged two colleges in Georgia. What did you learn? What were the biggest challenges?
3. P. 143: “We emphasize throughout this book that the legitimate use of power and authority will be necessary for a BSC leader and a BSC project to be successful. Loyalty is the inverse of authority, at least regarding the management of a team. You go on to say that a BSC leader must prioritize loyalty in the BSc team members above the assignment of authority usually seen in higher education.” Expand on that, please.
4. You also noyr in that same area that BSC members must genuinely believe in the proposed initiative. How do you see that playing out in most Mergers? What about leveraging interim leaders?
Competency 6: Leading from the front and engaging directly
5. P. 153 The case study for this competency is Newbury College (MA). President Josephy Chillo.
6. You talk about leading from above. From behind and from the side. That is in contrast to leading from the front. Step us through the difference and the opportunities or challenges of each approach.
7. Let’s focus on leading from the front. You list the pros and cons on page 161. Talk about those.
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