AAL Leadcast offers world-class interviews and resources by and for experts in health and higher education. Through bold strategy, we help organizational leaders transform their institutions, empower their people and lead the way forward in healthcare and education.

Series 1 Episode 10

Role of Legal Counsel

Professor Pamela Zarkowski, Provost and Vice President for Academic Affairs at the University of Detroit Mercy, examines the role of legal counsels for administrators and leaders in higher education.

Series 1 Episode 9

Authorizing Higher-Ed Projects When ROI Is Unclear

Professor Joe Morrow, Associate Dean for Management at the UT-Houston School of Dentistry, explains what to do if there is no monetary return on investment (ROI) of people or equipment in higher education, and why the answer to those project requests is not always no.

Series 1 Episode 8 

How to Say No to Funding Requests

Professor Joe Morrow, Associate Dean for Management at the UT-Houston School of Dentistry, provides insights to Chairs on how to say “No” to some funding requests that cannot be accommodated.

Series 1 Episode 7 

Crisis Prevention for Department Chairs

Dr. Craig Hlavac, Associate Professor and Chair of the Music Department at Southern Connecticut State University, talks about what Chairs can do to prevent crises or eliminate their likelihood.

Series 1 Episode 6

Chair’s Role in Responding to Department-Level Crises

Dr. Craig Hlavac, Associate Professor and Chair of the Music Department at Southern Connecticut State University, discusses the role of the Chair in responding to department-level crises.

Series 1 Episode 5 

Business Model of Higher Education

Dr. James F. Galbally, Jr., AAL Senior Consultant and President of the Galbally Group, examines the current business model of higher education, the one that most of our institutions employ in charting financial futures. Is it sustainable? What should be changed?

Series 1 Episode 4 

Changes in Institutional Governance in Response to Financial Issues

Dr. Jo Allen, president of Meredith College, provides her insights on whether she sees institutional governance changing as colleges adopt new ways of doing things in response to external financial issues.

Series 1 Episode 3 

The Roles of CAO and CFO in Higher Ed Institutions

Dr. Matthew Poslusny, Senior Vice President and Provost of Meredith College, discusses how a chief academic officer (CAO) communicates with a board and faculty about academics and economics. He explains the role a chief financial officer (CFO) plays in facilitating these important discussions.

Series 1 Episode 2 

Long-Term Viability of Higher Ed Institutions

Dr. Jo Allen, President of Meredith College, provides her thoughts on what she believes our institutions will look like in 25 years, and how we should view the impact of our actions on the long-term viability of our higher education institutions.

Series 1 Episode 1 

Roles, Responsibilities, and Relationships of the President and Chief Academic Officer

Dr. Jo Allen, President of Meredith College, examines the roles, responsibilities, and relationships of a president and chief academic officer in designing, developing, and implementing an institution’s program of effective change management.

Season 2 Episode 9 

Communicating Vision to Stakeholders

Dr. Jo Allen, President of Meredith College in Raleigh, North Carolina, provides insights on how she manages stakeholder expectations by communicating a clear vision for her community.

Series 2 Episode 8

Leadership Behaviors That Contribute to Virtuous Corporate Cultures

AAL’s president and The 9 Virtues of Exceptional Leaders: Unlocking Your Leadership Potential co-author, Dr. Karl Haden, examines organizational culture and the leadership behaviors that contribute to virtuous corporate cultures.

Series 2 Episode 7 

The Practical Difference of Virtuous Leadership

How is the “purpose-driven organization” an expression of virtuous leadership? Listen as AAL’s President and The 9 Virtues of Exceptional Leaders: Unlocking Your Leadership Potential co-author, Dr. Karl Haden, discusses the practical difference that virtuous leadership makes—both in our collective history and for today’s leaders.

Series 2 Episode 6 

The Opposites of Perseverance

AAL’s Senior Fellow and The 9 Virtues of Exception Leaders: Unlocking Your Leadership Potential co-author, Professor Rob Jenkins, continues AAL’s Leadcast conversation about perseverance. He tells us there are two opposites of perseverance and explains the important role of humility.

Series 2 Episode 5 

How Do Leaders Know When It’s Time to Stop?

In this, the first of two Leadcasts on the topic of perseverance, AAL’s president and The 9 Virtues of Exception Leaders: Unlocking Your Leadership Potential co-author, Dr. Karl Haden, ponders the virtue of perseverance. Most leaders know how to persevere, but what can leaders do to help themselves recognize when it’s time to stop?

Series 2 Episode 4 

The Essence of Virtuous Leadership

AAL’s Senior Fellow and The 9 Virtues of Exception Leaders: Unlocking Your Leadership Potential co-author, Professor Rob Jenkins, defines the essence of virtuous leadership (on and off the basketball court).

Series 2 Episode 3 

Virtuous Leadership: Justice and Transactional and Transformational Leadership

AAL’s President and The 9 Virtues of Exception Leaders: Unlocking Your Leadership Potential co-author, Dr. Karl Haden, considers the behaviors that make leadership virtuous.

Series 2 Episode 2 

Effective Strategic Planning Linked to Budgeting

The strategic plan is the cornerstone to effective institutional management. Dr. Jim Galbally, AAL Senior Consultant and President of The Galbally Group–which provides strategic and operational counsel to colleges and universities–comments on the disconnections that can exist between budgeting, resource allocations, and effective planning outcomes.

Series 2 Episode 1 

The New Chief Academic Officer: CAO 2.0

Dr. Matthew Poslusny, Senior Vice President and Provost of Meredith College, discusses the new role of the chief academic officer. How can that individual become an active enabler of change and not just an observer?