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2018 February AAL Newsletter
Three Daily Sheets Guide Morgan Stanley’s CEO
by Erik Schatzker
Morgan Stanley CEO James Gorman talks to Erik Schatzker about his leadership lessons, one of which is to keep three sheets of paper every day: daily numbers, personal goals, and company strategy. Gorman explains they provide focus and reveal important patterns and aberrations over time.
Ten Behaviors Leaders Should Eliminate for Better Results
by John Stoker
John Stoker describes 10 behaviors to correct for better leadership. Do you forge ahead without soliciting–or, worse, listening to–input? Have you been told that you lack self-awareness? Stoker suggests you should “Pay close attention to how others are responding to you: whether they engage or seem intimidated, share their thoughts and feelings freely or only speak when absolutely necessary.”
How Servant-Leaders Cultivate Performance
by Dan Rockwell
Explaining that the “choice between personal advantage and organizational advantage speaks to the heart of servant leadership,” Dan Rockwell suggests you weather the short-term disadvantage of developing and supporting your new team members, because it will pay off in long-term performance. He says, “Developing people means setting them up for success when it’s quicker and easier to do it yourself.”
Mindfulness: Why Being Present Can Make You a Better Manager
by Knowledge@Wharton
Gretchen Steidle, author of Leading From Within: Conscious Social Change and Mindfulness for Social Innovation, discusses how mindfulness training can transform leadership, describing it as beneficial not just for the self, but also for the organization: It is “a way of shifting, creating change and doing business more effectively and more collaboratively, especially with your stakeholders.”
2018 January AAL Newsletter
Leadership Insights from NASA
by Chris Maxwell
Paul Sean Hill, former flight director and director of mission operations for human spaceflight at NASA, tells Chris Maxwell why, in times of crisis, it is important that leaders take stock of the situation and get ideas–even criticism–from those around them. “After alignment on team-purpose, I insist on full transparency, usually phrased as, ‘All cards are face up on the table in every decision with the full team,’ ” he says.
Five Neuroscience-Based Tips for Meetings
by Dick and Emily Axelrod
Neuroscientific insights can help leaders to better develop and execute meetings that empower team members to participate, write Dick and Emily Axelrod. “Create opportunities for participants to influence the meeting’s direction and participate in decisions that are made there,” they explain.
Seven Higher-Education Trends to Be Aware of in 2018
by Julie Peterson and Lisa Rudgers
Peterson and Rudgers discuss the challenges that higher education will face in the coming year. They matter for everyone.
Puerto Rico’s Fight to Rebuild and the Role of Its University
by Fernanda Zamudio-Suaréz
Professors and students at the University of Puerto Rico strive to restore brightness, for their university community and all Puerto Ricans.
Da Vinci’s Intense Creativity and Curiosity, and Their Implications at Work
by Knowledge@Wharton
Walter Isaacson discusses his latest book, about Leonardo da Vinci, and the lessons for businesses and leaders who are willing to embrace da Vinci’s kind of intense creativity and curiosity.
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.
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?
2017 December AAL Newsletter
Always Question Strategy and Execution
by Paul Leinwand and Matthias Bäumler
Not enough leadership teams question whether they are clear about their company’s value proposition or can state what differentiates their organization, write Leinwand and Bäumler. If you want to create a culture of accountability and improvement, they say you must ask these and other difficult questions about your organizational strategy.
Keep on the Right Path by Staying True to Core Values
by Art Barter
Live by your core values and act on behalf of others when times are tough, writes Barter, the CEO of Datron World Communications. Barter explains, “It’s not just about me surviving the challenge–everyone is trying to survive and overcome the challenge set before them.”
Is Higher Education Kicking the Ball Down the Road?
by Jim Galbally and N. Karl Haden
Arguing that it is past time for a new business model in higher education, Jim Galbally and Karl Haden explain the flaws in current leadership approaches and propose a scorecard model to effect sustainable change.
Quarterly Questions to Ask Your Staff
by Chris Hallberg
Hallberg recommends asking your staff to rate the organization in such areas as accountability, communication, and recognition, and to do it on a quarterly basis. While the answers may be difficult to hear, you’ll learn what’s going on and who might become your next set of leaders.
Learn the Necessity of Letting Go
by Tom Epperson
Similar to last month’s post on perseverance versus pivoting by AAL’s CEO Dr. Karl Haden, Epperson asks “What activities, by stopping them, will allow you to focus on the leader you want to be?”
The Truth About Being a Workaholic–Why It Isn’t Always Bad for You
by Knowledge@Wharton
Do workaholics, perceived to be “working themselves to death,” really have an increased risk of such health issues as heart attack and stroke? Knowledge@Wharton looks at new research from management professors Nancy Rothbard and Lieke ten Brummelhuis, and consultant Benjamin Uhrich. What they found might surprise you.
Tips to Reach Mindfulness at Work
by Alaina Love
Need to achieve reflective, mindful work? It becomes easier when you take time out to be introspective and practice being in the moment by refusing to multitask, writes Love, explaining that “You’ll feel more balanced; you will become less reactive and more thoughtful as events in the workplace unfold; and you’ll be far more able to effectively manage stress.”
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.
Health Professions Education Leaders Share Strategies, Tools, and Support to Advance Collaboration Across the Health Professions
Inaugural IPEC Interprofessional Deans’ Leadership Program Convenes in Washington, DC.
Health Professions Education Leaders Share Strategies, Tools, and Support to Advance Collaboration Across the Health Professions
Inaugural IPEC Interprofessional Deans’ Leadership Program Convenes in Washington, DC
