Leadership

Recently, I had the opportunity to join Craig Anderson on his popular Executive Evolution podcast. So I wanted to share my perspectives from what was a great and fun discussion. We covered a lot of ground—leadership challenges, decision-making in uncertain times, and the lessons I’ve learned along the way in higher education and beyond. As […]

Successfully integrating administrative organizations across a university is as much about people and culture as technology and budgets. The real key to success lies in a clear purpose, an inclusive process, principled decision-making, and robust communication. MOR’s expertise helps institutions navigate both the technical and human challenges, ensuring that changes are not only implemented but embraced.

Today’s Tuesday Reading is from Mark Askren, Executive Leadership Coach with MOR Associates, and former Vice President for IT at the University of Nebraska. Mark may be reached at [email protected] or via LinkedIn. Given the current challenging context, leadership is more important than ever. The uncertainty persists regarding what will come next and for how […]

Addressing change fatigue requires a more human-centered approach to leadership. Originally contributed to TrainingIndustry.com Change isn’t new. But in today’s volatile climate, the rate of change is increasing. We must do better at meeting people where they are to enable this change. From technological overhauls to political unrest, economic volatility to institutional restructuring, individuals and […]

Leading during turbulent times requires supporting your people and leading with strategic focus. Here are five strategies to help.

Higher education must foster talent agility to adapt, ensuring resilience and innovation amid workforce instability.

IT integration requires intentional wording, an inclusive process, a clear purpose, established principles, an effective process, and ongoing communication.

The leader’s role is to position the organization to be successful in a constantly evolving environment.

I faced significant pushback from others when making changes. This confounded me until we studied Van Maanen’s three lenses on organizational change.

Transitioning from technical work to leadership involves coaching managers and aligning on context, philosophy, and goals.

Emotional Intelligence wasn’t always a concept I grasped fully. I hadn’t realized my emotions communicated even when my words didn’t.

Pause, Process, Plan, and People. As you navigate through uncertainty toward trust; trust in self, an intentional path, and the people around you.

I’ve had the opportunity to cross paths with thousands of leaders and learn from their journeys. Together, we’ve explored what it means to lead.

Work on the right things, use my time to think strategically, and do less of what’s comfortable and more of what’s needed. Focus on impact.

With my operations manager retiring, I focused on strategic change and reimagining the operations team for emerging technology trends.

What is required to be on a stage competing against the best in the world? What’s the correlation with how you work toward becoming great?

Focusing on existing strengths allows individuals to build on what they already do well, boosting confidence and motivation.

MOR common constructs are instrumental in building leadership capabilities to enhance working through issues and addressing initiatives together.

When they encounter each other, they can quickly communicate and connect based on a shared MOR experience and the resulting language.

While you don’t want to be known as a “no” person, you do want to be seen as a team player. That makes the situation difficult.