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Leading Existential Change in Higher Ed Episode 4 of 7
Manage episode 519829512 series 3699053
Gary D Stocker, Gary Stocker, and Ricardo Azziz에서 제공하는 콘텐츠입니다. 에피소드, 그래픽, 팟캐스트 설명을 포함한 모든 팟캐스트 콘텐츠는 Gary D Stocker, Gary Stocker, and Ricardo Azziz 또는 해당 팟캐스트 플랫폼 파트너가 직접 업로드하고 제공합니다. 누군가가 귀하의 허락 없이 귀하의 저작물을 사용하고 있다고 생각되는 경우 여기에 설명된 절차를 따르실 수 있습니다 https://ko.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.
8 에피소드
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