Increased responsibilities in higher ed.
You know the expression: “If you want something done, give it to a busy person”. That’s right, the reward for excellent work in higher education leadership is being given more work. However, it’s not as bad as it sounds. If you’re feeling overwhelmed because your role keeps expanding, take a second to breathe. Realize that it means you are trusted to be able to handle it. But it is going to require you to do things differently.
Redefining your role
Let’s say for example that you were in charge of one department, then two, and now three. You can’t possibly do the job of three people, and you need to redefine what it means to be responsible for three departments. The most obvious thing is that you can’t get in the weeds, give your time and attention to every little detail, and expect perfection from everyone.
To gain more clarity, please reflect on the following questions:
What are the most important things for you to accomplish in your role?
What does your supervisor think the most important things are, and are your perceptions aligned?
What metrics and timelines can you set to help you meet your goals?
How can you get organized to make time for critical things instead of risking seeing your days consumed by urgency and reactivity?
What resources do you have?
What are your direct reports’ talents, strengths, and weaknesses?
How can you create an inspiring vision, and keep employees motivated, and accountable?
If you think that’s a lot, you are correct. But you still need to do it! Otherwise, something important will inevitably fall through the cracks, you will risk giving your time and attention to non-essential tasks, or you may be working 10-14 hours per day and that’s not sustainable. Consider working with a coach to create a solid plan and stay on track even when circumstances get challenging, and pressure rises.
Set morning intentions and do evening reflections
Each morning, set intentions about what you are going to accomplish, and/or what habit you are going to break. Be intentional about anything that needs to be top of mind, as opposed to being on auto-pilot. Make sure your daily intentions are realistic and can be achieved with self-awareness and self-discipline.
In the evening, reflect on how your day unfolded and see what you can learn. Be mindful not to blame yourself or be too self-critical, because these thoughts would create or reinforce a belief that you can’t succeed. You don’t have the luxury of indulging in self-pity. This is a learning opportunity to be able to do better the next day, without the weight of self-judgment.
For example, if you intended to protect two hours of your time on your calendar to work on your strategic plan, but employees interrupted you and didn’t let you focus, it’s time for some healthy boundaries. You cannot expect other people to know what the best use of your time is, so you have to be the one making these decisions.
Rethinking your professional identity
Many new resolutions don’t work because people forget that consciously or not, their actions will always reflect their identity.
For example, some higher ed. administrators built their success early in their career by being “the person who gets things done”, so it’s challenging for them to delegate and trust others to work independently. It’s difficult to step back from what they do best and direct their time and attention to something less familiar.
Others became successful because of their people skills, but later find themselves having to make unpopular decisions and can’t make everyone happy. They may shy away from things that will be controversial and avoid confrontation. They will have to shift their identity from a people person to a strong leader, or a servant leader, or a courageous leader, or whatever else fits them in their new role.
That is why it is essential to ask yourself what characteristics you need to have or to develop, in order to succeed in your new role. I am not suggesting that you should abandon anything that makes you who you are, or any of your core values. Simply question if the perspective you have on some challenging issues can change. That will allow you to free yourself from old habits, without being out of integrity.
I know, changing your own mind is tough! That’s why leaders work with executive coaches like me. We are highly trained to help you open your mind to new ways of looking at things and empowering you to succeed.
Do yourself a favor, click here to schedule a complimentary consultation with me to discuss how I can help you thrive. Look at your budget and your professional development funds. If you’ve been promoted or your role has expanded, it’s reasonable to expect your institution to provide support for your success. I look forward to speaking with you soon.
About the author: Dr. Audrey Reille has empowered thousands of professionals through one-on-one coaching, group coaching, speaking engagements, and online courses. Audrey is the go-to executive coach for leaders in higher education administration. She empowers them to thrive by improving communication, confidence, executive presence, effectiveness reducing stress, optimizing strategies, improving professional relationships, and developing a strong and empowered mindset.