LEADING THROUGH CHANGE - nacacnet.org · LEADING THROUGH CHANGE Ellen Kim, The Johns Hopkins...

LEADING THROUGH CHANGE

Ellen Kim, The Johns Hopkins University

Rachelle Hernandez, The University of Texas at Austin

Because we are!

New leadership at the executive level; changing state

and Federal aid guidelines; changing students;

changes in state legislature; changes in staffing;

changing technology.

Why does it feel like we’re in a constant state of change?

Change and leadershipEnrollment Management Case Studies

How do we as enrollment

leaders effectively facilitate,

sustainable change?

And help staff members be their best

selves, keep up with changing

expectations, and foster, effective,

productive and desirable work

environments?

“Whosoever desires constant

success must change [their]

conduct with the times.”

— Niccolo Machiavelli

“If you do not change

direction, you may end up

where you are heading.”

— Lao Tzu

Case Study 1: Lessons LearnedJohns Hopkins University Office of Undergraduate Admissions

Ellen Kim

Dean of Undergraduate Admissions at

Johns Hopkins University.

• Responsible for strategic oversight for the recruitment and

selection of first-year and transfer students to the Krieger

School of Arts and Sciences and the Whiting School of

Engineering

• In addition, manages the communications, visitor center

and admissions counseling teams

Case Study 1:Lessons Learned from JHU Admissions

What were the desired

goals of new leadership?

• Official perspective — President/VP

• Staff’s perspective

“Culture does not change

because we desire to change

it. Culture changes when the

organization is transformed —

the culture reflects the reality

of people working together

every day.”

— Frances Hesselbein


Challenges

A. Resources

B. Internal vs. External Expectations

I. Internal: Staff vs. Leadership

and the implications of “change”

II. External: University and

Industry partners

“Change is hard because

people overestimate the

value of what they have and

underestimate the value of

what they may gain by

giving that up.”

— James Belasco and Ralph Stayer


Methods

A. Staff structure and culture

B. Systems: Technology/Data,

Standardizing the work

C. Establishing short/mid/

long term goals

I. For individuals

II. For office/staff

III. For institution

D. Clear and consistent focus

on the work

I. Success measured against

goals; not feelings


Mistakes/Lessons

Learned

A. Perception of appetite for

change vs. reality

B. Confusing morale with authentic

buy-in

C. Change management isn’t a

one-time step

D. Culture is the hardest but most

important to change

E. Transparency is relative


If I could do it all

over again

A. Make changes more aggressively

B. Better balance personally

C. Assess stakeholders and

prioritize sooner

“Our dilemma is that we hate

change and love it at the

same time; what we really

want is for things to remain

the same but get better.”

— Sydney J. Harris

Case Study 2: Change in ProgressThe University of Texas at AustinEnrollment Management

Rachelle Hernandez

Senior Vice Provost for Enrollment Management

at The University of Texas at Austin

• UT Enrollment management includes the: offices of admissions,

registrar, financial aid, student success; enrollment analytics;

enrollment communications; academic information systems;

and new areas under development, one stop services, and the

university’s new college to career initiative.

Case Study 2: Change in Progress

Framing New Role,

Change Efforts

“Change readiness is the new change

management. Change readiness is the ability

to continuously initiate and respond to change

in ways that create advantage, minimize risk,

and sustain performance.”

— Anonymous

STEPS TO

TRANSFORMING

YOUR ORGANIZATION

H A R V A R D B U S I N E S S R E V I E W , M A R C H / A P R I L 1 9 9 5


1. ESTABLISHING A SENSE OF URGENCY• Examining market and competitive realities

• Identifying and discussing crises, potential crises or major opportunities

2. FORMING A POWERFUL GUIDING COALITION• Assembling a group with enough power to lead the change effort

• Encouraging the group to work together as a team

3. CREATING A VISION• Creating a vision to help direct the change effort

• Developing strategies for achieving that vision

4. COMMUNICATING THE VISION• Using every vehicle possible to communicate the new vision and strategies

• Teaching new behaviors by the example of the guiding coalition

5. EMPOWERING OTHERS TO ACT ON THE VISION• Getting rid of obstacles to change

• Changing systems or structures that seriously undermine the vision

• Encouraging risk taking and nontraditional ideas, activities, and actions

6. PLANNING FOR AND CREATING SHORT-

TERM WINS• Planning for visible performance improvements

• Creating those improvements

• Recognizing and rewarding employees involved in the improvements

7. CONSOLODATING IMPROVEMENTS AND

PRODUCING STILL MORE CHANGE• Using increased credibility to change systems, structures, and policies

that don’t fit the vision

• Hiring, promoting, and developing employees who can implement the vision

• Reinvigorating the process with new projects, themes, and change agents

8. INSTITUTIONALIZING NEW APPROACHES• Articulating the connections between the new behaviors and corporate success

• Developing the means to ensure leadership development and succession

Eight Steps to Transforming Your Organization, Harvard Business Review, March/April 1995


Clarify Expectations

Needed to articulate reasons

for change

• Renewed university focus on student success,

explicit focus on serving students from across

the state

• Explicit focus on upward mobility

• New leadership and expectation for even stronger

outcomes and enhanced collaboration across

campus

1. ESTABLISHING A SENSE OF

URGENCY

2. FORMING A POWERFUL

GUIDING COALITION


Vision, Mission, Values

Articulated who we are and what we

are doing

• Needed a way to describe internally and externally

what these changes meant

• Developed scope of student journey related to EM

• Unit wide staff committee to develop mission,

vision and values

3. CREATING A VISION

4. COMMUNICATING THE VISION

5. EMPOWERING OTHERS TO ACT

ON THE VISION


Immediate Needs

Focused on immediate needs and

corresponding ‘quick wins’

Step 1 — Connect vision and goals: Clearly articulate

university goals

Step 2 — Identify and celebrate quick wins: Recognize

history of success, identify and celebrate quick wins

Step 3 — Recognize and communicate impact of

change: Progress communications to campus

leadership


ON THE VISION

6. PLANNING FOR AND CREATING

SHORT-TERM WINS


Prioritize Leadership and

Training• Elevated clear leadership roles and began

succession planning efforts: Communicated to

campus clear lines of authority

• Developed an executive leadership team:

Established expectation of cross-unit leadership

communication

• Established commitment to training and

professional association membership: Established

expectation of state and national leadership


ON THE VISION


Set the Stage for Long-

Term SuccessArticulate long term campus needs and plans (in

progress)

• Communicate macro goals (outcomes)

• Develop documentation of unit specific goals

and plans

• Establish collaborations with key campus partners

Develop leadership support structures

• Focus on stakeholder relationship management

• Implementation of project management systems

7. CONSOLODATING IMPROVEMENTS

AND PRODUCING STILL MORE

CHANGE

8. INSTITUTIONALIZING NEW

APPROACHES


Advice for New Leaders• Find/establish your network

• Communicate, communicate, communicate

• Pick your battles; outcomes focused, sustainable

change is key

• And remember, enrollment management

leadership is a marathon, not a sprint

“Hindsight is 20/20…A new hire will need to

understand the university's position and narrative,

align themselves with that message, and to

continue to carry that torch forward.”

— National University EM Leader

“It doesn't matter how fantastic your predecessor

was. Do not be afraid to investigate and take

action on items that you think are issues. Even in

a high functioning organization you will find things

that need attention. It is no one's fault, but don't

think you have to be there any certain amount of

time to have ‘credibility’ in addressing these.”

— National EM Leader

Leading through Change“Effective Traits of a Leader”

• They asked, “What needs to be done?”

• They asked, “What is right for the enterprise?”

• They developed action plans.

• They took responsibility for decisions.

• They took responsibility for communicating.

• They were focused on opportunities rather than problems.

• They ran productive meetings.

• They thought and said, “we” rather than “I.”

— Peter Drucker in On Leadership

One Final Thought…

You must welcome change as the rule

but not as your ruler.

— Denis Waitley

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