The best conferences still do what higher education at its best does: they give us an opportunity to think together.

It's to choose tools that make you more resilient rather than more rigid. Because in a world where uncertainty is the only certainty, the institutions that thrive won't be those that predicted the future correctly.

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.

There are basically four different types of problems, and they're about as different from each other as a goldfish, a horse, a weather system, and a hurricane.

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.

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.