The strategic planning process should inspire your team, not wear everybody out. Bob and Eric discuss the best way to approach the strategic planning process.
We are surrounded by conjecture about the future of higher education. Facts and fiction are often co-mingled. To help you identify the issues that truly matter, we created this online poll.
When I work with clients on strategic planning there is a question that is always posed: what are the qualities of a great vision? Over the years, I have learned that great visions: 1. Are easy to explain to people within and external to the institution. 2. Offer hope and excitement not just to faculty, staff, and students, but donors, alumni, and prospects as well.
So many solutions. So little time. If you’re one of the 1,200 or so of us who wandered through the exhibit floor at the AMA’s Symposium for Higher Education last month, I’m sure those were the exact thoughts that ran through your mind. Digital solutions. Search solutions. Content solutions. Email solutions. Advertising solutions. Public relations solutions.
Just in time to help campus communities embrace New Year’s Resolutions that involve shifting paradigms and challenging the status quo, Bob and Eric discuss strategies for making change “stick.”
Perhaps PR guru and author of Spin Sucks, Gini Dietrich, said it best, “If you aren’t using the PESO model for your communications work, and measuring meaningful results that help an organization grow, you will not have a job in 10 years.” Rebekah Iliff, writing on Mashable’s blog, responded, “She’s being nice. I’d say five.”
On my desk is a brand new strategic plan for a four-year private in Texas. They are very proud of it.
On page 3 is a list of more than a dozen distinctive competencies. The president told me, with great enthusiasm, that this is what sets her college apart from its competitors.
There are two things I wish college and university leaders would understand. First, almost any single college in the country can be wildly successful. Second, because of declining resources and changing demographics, all cannot. The difference between success and failure is not dependent on budget or location or institutional type. Rather, the difference between success…
A paradigm is a basic framework that contains commonly accepted views about a subject. All of us have paradigms. They guide us. To some degree they protect us. Unfortunately, they can also blind us because they can prevent us from seeing the future.
In late 2014, I wrapped up a book on strategic planning. During the course of my research I had the chance to read dozens of strategic plans and discovered that many plans are awash in foundational documents.