Leading and Managing Change with Resiliency and Optimism

Lori Anderson (Western Carolina University)

Issue to be addressed: Leading and managing change is challenging and appears to be becoming more of the norm rather than a unique circumstance. Leaders need to be equipped with a variety of skills that they can draw upon at a moment’s notice when faced with change. Change can manifest as something minuscule or colossal and when encountered can propel even the most experienced leader into a tailspin.

Method: The application of various frameworks and strategieswhen faced with change assist a leader to embrace and manage change. Realistic Optimism is a fundamental trait that leaders possess, and influences actions taken.

Outcomes: The purpose of this presentation will be to describe and share one leader's perspective on how change has been embraced and the lessons learned from colossal events such as a consolidation and the pandemic. The importance of Realistic Optimism will also be explored as it relates to the foundational principles of resiliency for leaders.

Conclusion: Change is inevitable, yet when encountered, a leader must be strong and equipped to lead and manage. Acquiring and applying proven lifelong skills and strategies to assist in handling change are essential for a leader today and the future

Download PowerPoint slides here and view the recording below.

Strategic Planning in the Middle of COVID-19

Caroline Mallory (Indiana State University College of Health and Human Services); Whitney Nesser (Indiana State University College of Health and Human Services)

Issue: Strategic planning (SP) is difficult, butthe COVID-19 pandemic further complicates efforts and jeopardizes the outcome. What is the best way to accomplish SP during the COVID-19 crisis?

Method: Indiana State University College of Health and Human Services developed a strategic plan in 2018. Using the Strengths, Opportunities, Aspirations, Results framework the College will revise the plan this year. Anticipated challenges to SP include the stress response of faculty, staff, and students that reduces efficiency and effectiveness, fewer resources and an increased workload, competing priorities, and perceived relevance of SP in the midst of overwhelming uncertainty. We will work to overcome these challenges by engaging our colleagues early, recognizing the challenges, adopting a solutions focused attitude, limiting the workload associated with SP, and implementing a practical project plan.

Outcomes: Our goal is to have a strategic plan approved by the College by April 2021.

Conclusion: The short-term (hopefully) COVID-19 pandemic cannot be allowedto derail our vision and mission. SP in an uncertain environment offers up a unique opportunity in which new ideas can form, mindsets can change, and innovation is accelerated.

Download PowerPoint slides here and view the recording below.