We are blanketed - often without our notice - with design choices that are there to make us slow down, focus, and alter – sometimes even forcing - our behaviors.

Building points of constriction, intentional stop points, or slight intentional impediments in your workflows designed to make you pause for reflection, aren't obstacles to progress - they are there to ensure you get to where you're going, successfully, with the least amount of harm to everyone involved.

Asking "what am I doing and why am I doing it" could be just the shift in perspective you need to thoughtfully maximize your time and get to where you need to be - not just where you thought you did.

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The good news is that accountability is not necessarily something that must naturally present in someone. Accountability can be learned, modeled, and passed on. 

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Think of those times in your life when something amazing happened when you were in “the right place at the right time.” What was attributable to simple blind luck, rather than you just being ready for the moment? What would you do to vastly increase the number of right places and right times to achieve success?

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We should proactively seek ways to minimize the inevitable impacts of change on our staffing, strategic technology design efforts, and budget planning.

Change is inevitable. Failing to plan for change is not. 

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We rob one another of agency to make real, meaningful, and lasting change when we avoid hard conversations. True growth occurs when we lean into uncomfortable moments. 

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Lasting excellence occurs when we lead through influence and collaboration, rather than dictate. This is truer in Higher Education leadership than in almost any other profession - staff and faculty alike. Understanding this reality separates effective Higher Ed leaders from those who are merely tolerated until they fail - or leave. 

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We’ve all heard the phrase “dance like no one is watching.” 

However, in leadership - and life - someone is always watching. Being mindfully in the moment, engaged, and always acting with intention ensures you’re the exemplar you wish to be, rather than a cautionary tale. 

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Many relationships, projects, and products fail miserably - unable to execute at the finish line. Why? Because their value proposition being promised is not universally understood, internalized, or even communicated to all involved in delivering that which was promised. 

Strategy means nothing if you don’t - or can’t - deliver. 

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The what, the who, and the why.

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