Today’s Tuesday Reading is from Matthew Long, Deputy Chief Information Security Officer and Director of Research IT Services at the University of Nebraska, and a MOR program participant. Matthew may be reached at [email protected].
As leaders, we are currently faced with a complex and rapidly shifting landscape and are asked to navigate a period of profound complexity. The expectations placed on our institutions—to drive innovation, foster discovery, expand access, produce cutting-edge research, and serve our communities—are growing, even as we face tightening budgets and unpredictable funding streams.
State appropriations remain volatile and federal research funding is increasingly competitive and shrinking or disappearing in some cases. Due to these pressures and the challenges introduced, we are being asked consistently to do more with less. The current situation demands not only operational efficiency but also strategic clarity, resiliency, and above all, strategic leadership in uncertain times.
In this environment, our leadership must be both strategic and compassionate. Upon reflection and consideration of similar situations in my career, I’d like to offer several guiding principles that have helped me lead effectively through similar challenges.
5 Guiding Principles for Strategic Leadership in Uncertain Times
1. Strategic Focus
To be strategic and focus on the important, not just the immediate, we must prioritize initiatives that align with our strengths and long-term vision. This may mean making difficult choices, sunsetting lower-impact services, and investing in areas that advance our university’s core research, teaching, and service missions. We cannot afford to spread ourselves or our teams too thin. Concentrating on a defined number of high-impact initiatives aligned with our institutional strategic plan will yield greater returns and reinforce our positive impact on the university’s long-term vision and mission.
With funding sources in flux and being asked to do more with fewer resources, scenario planning is essential and will help set our teams up for long-term success. Modeling various budget scenarios and opportunities to collaborate enables us to make proactive, data-informed decisions that preserve our mission to support our university’s research, academic, and societal missions.
2. Transparent Communication
Transparent, clear, and frequent communication about our priorities and the financial realities we are facing will build trust and foster a shared commitment to our and the university’s mission. Our faculty, staff, and students need to understand not only what decisions are being made, but also why. Don’t forget to lead with the “Why.”
3. Collaboration and Partnership
Now is the time to deepen collaboration and partnerships across our campuses and teams. Being intentional and seeking to build relationships where synergies may exist can unlock new opportunities, amplify impact, and help us do more collectively than we can alone.
4. Metrics That Matter
Defining metrics that help us measure how our departments and teams are impacting the university will ensure our strategies are having the effect we intend and that we continue to move in the correct direction. Additionally, prioritizing meaningful metrics ensures that our limited resources are directed toward what matters most and ensures we have the largest impact possible.
5. Modeling Self-Care and Preventing Burnout
The demands of our leadership positions can be intense at times. Leadership begins by setting the example of what a healthy work/life balance looks like. By modeling self-care and encouraging wellness across our teams, we create a culture of sustainability that supports long-term performance and innovation.
By being asked to do more with less, our staff are navigating increased workloads and emotional fatigue. Being intentional about workload management, creating space for rest, recognizing contributions, and supporting flexible work environments are essential to retaining top talent and maintaining morale.
Conclusion
As leaders within our organizations, we have both the responsibility and the opportunity to lead with vision, empathy, and resolve. I invite you to reflect on how these principles are shaping your leadership and how they might be applied within your areas. Let’s continue to learn from one another. Strategic leadership in uncertain times means leading with purpose, ensuring that teams not only endure but thrive in the face of uncertainty.
What strategies are working within your teams or areas of responsibility?
Two weeks ago, we considered embracing the nice and asked if you identify with being described as “too nice”?
- 25% said very regularly
- 33% said regularly
- 29% said sometimes
- 13% said little or not at all
We determine how we show up as leaders. Especially in uncertain times, leading vision, empathy, and resolve is foundational. One earns respect through integrity, being a good communicator, treating people well, and being empathetic. Embrace the nice!