Leadership & Professional Learning

Two-way doors aren’t hypothetical. They’re how organizations learn when the world around them is changing faster than they can plan.

The most profound shift in higher education recruitment isn't happening in marketing departments or admissions offices. It's happening in the daily media consumption habits of prospective students and families. And universities that figure this out will be far more competitive.

Here's what I've learned after watching dozens of these emergency meetings: We don't rush to solutions because we're lazy or careless. We rush because our brains are designed to look for patterns and shortcuts.

Stephen Covey was absolutely right about personal development, so go for it. Begin with the end in mind. It’s a great way to think about your life and leadership. But if you’re someone leading within a university, maybe the better advice is this: begin with the truth of what defines your context and what your community needs.

Here's the thing nobody tells you about leadership: the hardest part isn't making decisions when everything is going well. It's making good decisions when everything feels like it's on fire and you’re the one in charge.

99% of the time, if you're being honest, the real answer is, "It depends." Because you don't have a crystal ball. You can't predict the future. And these kinds of issues are often really, really complicated.

We jump straight to solutions. We skip right past what's already working. And we miss out in the process.

Higher education institutions and consultants can get stuck in a "deliverable deadlock" of rigid, transactional engagements that impede lasting transformation. Breaking the cycle requires deep, intentional collaboration and strong internal structures to harness the value consultants create.