Navigating Leadership Transitions and Creative Disruption in Universities

In recent days we’ve witnessed the inauguration of the 47th President of the United States. Transitions of power create enormous uncertainty particularly when the incoming leader unleashes disruption upon civil society and the communities they serve.

While there are unlikely to be parallels quite so stark in universities and other public institutions, nevertheless, leadership transitions can trigger a degree of ambiguity and potentially anxiety.

Even if an organisation’s strategy remains largely in place, a new leader will likely bring new priorities, fresh ideas, and different value preferences to the role.

It can be tricky to align with new priorities; to learn new ways of working; to manage expectations of stakeholders (on all sides); to deal with team dynamics and the ‘positioning’ of team members who may be lobbying to have their issues promoted up the agenda.

Navigating a change of sponsor during an institutional transformation program can be especially tricky.

Consider a scenario where the sponsor pursues both an increase in savings targets and a required reduction in headcount.  How should institutions strike a balance between accepting a transition of approach while ensuring the transformation program is not derailed; that the transformation delivers the intended outcomes without overwhelming staff and the change team or compromising the quality of the outcomes.

• Be honest and open with internal stakeholders when goals and targets change. Be transparent that the roadmap has changed.

• Ensure the institution’s executive is aligned on the revised value proposition of the transformation.

• Reevaluate whether the change team have the capability and capacity to meet the new demands.

• Strengthen communication and leadership. Engage and empower senior leaders, middle managers and team leaders.

• Provide the broader leadership group with communication tools and plans to ensure consistent messaging and that they are equipped to address what might be challenging and cynical responses from their staff.

• Pay attention to the pool of impacted staff in particular. Consider what additional provisions should be put in place to support them.

• Avoid the temptation to look in the rear-view mirror and be defensive about work that has been done to date. Move forward.

• Disruptors may be unaware of nuances and they are even less likely to be concerned about ‘this is how we do it’; respond by distinguishing between the signal (what is being articulated ‘from the top’) and the noise that can accompany power transitions.