Hope all is well na ka.
Today, my podcast episode is on, 'Leadership in Crises' so I think it'd be nice to share a part of it with you na ka.
This is from my friend back from Teachers College, Columbia day ka. Kevin Quigley was (the last) President of Malboro College, Vermont who had been through a huge crisis the past several years. Like quite a number of liberal arts colleges and universities in the US, numbers of students were smaller and smaller while the expenses were high, among other reasons in our changing world. Heard that about 500 of higher education institutions were closed and it was time for Marlboro too ka. This situation, in fact, happened well before the COVIC-19 ka.
Preparations were made by Kevin to make sure that his team and students would be secure. In addition, he had to work closely with his Board, supporters, and the community, etc. for the best options possible. In any case, after some tough rounds of discussions with several key potential partners, he finally managed to negotiate successfully for Marlboro to be part of Emerson College in Boston. This means, those decided to move on this track would sure have a place to work/study.
This is only a background for you to go to read what Kevin has shared on his leadership in this hard time ka. I think this could give some thoughts for many. Who knows, eventually, we could see similar situations in our country's universities too.
Here's what Kevin shared ka:
Leadership in crises, whether across cultures or not, requires at least three things:
1. Knowing exactly where you are: understanding as best you can what are your circumstances, clearly, honestly and objectively...and without any illusion. And given that understanding of where you are and what are your available options.
2. Communicating clearly and frequently: it is essential that leaders in the midst of crises communicate clearly and regularly with all key stakeholders whether they are trustees, faculty, staff, students, alumni and supporters.
3. Modeling appropriate behavior: most people pay much more attention to what leaders do and how they do it rather than what they say. This requires leaders to be steadfast, hopeful while acting with the greatest possible honesty and integrity and expressing empathy regarding how the crisis is affecting people.
1. Knowing exactly where you are: understanding as best you can what are your circumstances, clearly, honestly and objectively...and without any illusion. And given that understanding of where you are and what are your available options.
2. Communicating clearly and frequently: it is essential that leaders in the midst of crises communicate clearly and regularly with all key stakeholders whether they are trustees, faculty, staff, students, alumni and supporters.
3. Modeling appropriate behavior: most people pay much more attention to what leaders do and how they do it rather than what they say. This requires leaders to be steadfast, hopeful while acting with the greatest possible honesty and integrity and expressing empathy regarding how the crisis is affecting people.
He said after all the efforts made, อุเบกขา (let go and stay calm....my own translation ka!) would be crucial ka!
I like his reflections especially อุเบกขา ka. Once the leader has tried his/her very best for the higher purpose beyond him/herself, whatever happens is beyond one's control!
Over to you who are interested na ka.....what do you think ka?
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