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Higher Education leaders want to build a culture of trust and respect. How can they achieve it?

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A culture of trust and respect is essential for any organization, but especially for higher education institutions, where collaboration, innovation, and diversity are key values. However, building such a culture is not easy, and requires intentional and consistent actions from leaders at all levels. In this article, you will learn some practical strategies to foster a culture of trust and respect in your higher education setting, and how to overcome some common challenges along the way.

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Veronica Lee

Cofounder at Borderless - making higher education accessible to intl students | Content Creator (225k+ followers) |…
Laura Mita

Editor, Educator, & Instructional Designer | Strengthening content, empowering learners, and creating exceptional…
Neha Thakrar

Educational Consultant/ IELTS/ PTE Academic/ TOEFL/ CELPIP/ OET Trainer / Career Coach *Unlocking your potential to…

1 Define your vision

The first step to building a culture of trust and respect is to define what it means for your institution, and communicate it clearly and frequently to your stakeholders. Your vision should reflect your mission, values, and goals, and align with your strategic plan. You should also involve your faculty, staff, and students in the process of creating and refining your vision, and solicit their feedback and input regularly. This will help you to create a shared sense of purpose and direction, and to demonstrate your commitment to transparency and inclusion.

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Veronica Lee

Cofounder at Borderless - making higher education accessible to intl students | Content Creator (225k+ followers) | Engineer
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I believe that transparency in higher education is extremely important, especially when it comes to college admissions. Students trust institutions that are transparent about their fees, financial aid policies, methods of evaluating candidates, and campus culture. No university is perfect for everyone, but every student wants to find their so-called "College Fit." Building trust and respect is not only about communicating high-level values; it’s also about taking the time to explain to international students how to submit their transcripts when they don’t have a college counselor.

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Neha Thakrar

Educational Consultant/ IELTS/ PTE Academic/ TOEFL/ CELPIP/ OET Trainer / Career Coach *Unlocking your potential to achieve your dreams*
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Before anything else, leaders in higher education can nurture a culture of integrity and esteem by defining and clearly communicating these values for their institution. Defining values such as respect and truth requires stakeholder consultations, workshops, and ethical guidelines. Continuous evaluation, leadership modelling, integration into the mission, and feedback mechanisms all contribute to fostering a culture in which these values flourish and assure alignment with the objectives of the institution.

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Brian Tinker

Visual Communicator / Instructional Designer
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When building trust with institution employees ineffective communication can significantly undermine the effort. Absent information, people can (and will) imagine all sorts of things. Many administrators send an email, or post to a portal, or make a statement and delude themselves into thinking they have communicated effectively. Effective communication is often more challenging, complex, and contextual than people realize. And even when communication is effectively executed, if that communication isn't authentic the audience will often sniff that out. For example, giving only lip service to shared governance at an institution, while claiming to embrace it. Inauthenticity in one instance encourages the audience to mistrust others.

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2 Model the behaviors

The second step to building a culture of trust and respect is to model the behaviors that you expect from others, and to hold yourself and your peers accountable for them. This means that you should show respect, empathy, and honesty in your interactions, and acknowledge and appreciate the contributions and perspectives of others. You should also admit your mistakes, ask for help, and offer support when needed. By doing so, you will set the tone and the standards for your institution, and inspire others to follow your example.

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Rubin Sagar

Simplified 1:1 higher education and admissions mentoring | I help ambitious people reach leading universities | University of Michigan alum
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Counselors and consultants form a significant stakeholder group in the higher education industry. Being a part of this group, I know that prospective students (and families) face issues such as lack f transparency, hidden costs, lagging communication, conflicts of interest, etc., leading to mistrust from certain consultancies. This must change. In fact, one of the reasons I became a consultant was to provide a sense of complete trust and a positive experience to as many prospective students as possible. Having been on both sides, I know what a prospective student expects, and I constantly strive to deliver that.

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3 Encourage dialogue

The third step to building a culture of trust and respect is to encourage dialogue among your stakeholders, and to create a safe and open environment for communication. This means that you should provide opportunities and platforms for people to share their ideas, opinions, and concerns, and to listen actively and respectfully to them. You should also facilitate constructive feedback, constructive criticism, and conflict resolution, and avoid blaming, shaming, or silencing anyone. By doing so, you will foster a culture of learning, growth, and collaboration, and enhance the quality and diversity of your institution's output.

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4 Empower your people

The fourth step to building a culture of trust and respect is to empower your people to take ownership of their work, and to make decisions that align with your vision and values. This means that you should delegate tasks and responsibilities appropriately, and provide the necessary resources and support for them. You should also recognize and reward their achievements and efforts, and celebrate their successes and milestones. By doing so, you will build a culture of autonomy, accountability, and excellence, and increase the engagement and satisfaction of your people.

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5 Evaluate your progress

The fifth step to building a culture of trust and respect is to evaluate your progress regularly, and to make adjustments as needed. This means that you should measure and monitor the indicators and outcomes of your culture, such as employee retention, student satisfaction, innovation, and impact. You should also solicit feedback from your stakeholders, and use it to identify the strengths and weaknesses of your culture, and to implement changes and improvements. By doing so, you will build a culture of continuous improvement, and ensure that your culture remains relevant and responsive to your institution's needs and goals.

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6 Overcome the challenges

The final step to building a culture of trust and respect is to overcome the challenges that may arise along the way, and to persevere in your efforts. Some of the common challenges that you may face include resistance to change, lack of trust, conflicting interests, and competing priorities. To overcome these challenges, you should communicate the benefits and rationale of your culture, and address the concerns and questions of your stakeholders. You should also seek and offer support from and to your peers, and leverage the best practices and examples from other institutions. By doing so, you will build a culture of trust and respect that will enhance your institution's performance, reputation, and impact.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Laura Mita

Editor, Educator, & Instructional Designer | Strengthening content, empowering learners, and creating exceptional instructional experiences ????? ??
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I was in higher education for 15 years. I found that when leaders promoted equity not just for students but also for faculty and staff, my peers and I were thankful and appreciated that those leaders saw all of us as busy. I saw the struggle and frustration rise when only 1 or 2 people were asked to serve on all committees and to speak at events. Those individuals felt like because they were good at their jobs that they were being asked to do more and more, taking more time that they didn’t always have. I watched a lot of great faculty leave their positions because they felt overworked with too many extras beyond the classroom and grading.

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Galloway Teresa

Associate Professor of English and Reading, Retired.
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Laura Mita and I shared the same experiences. We really were there for the students, but we did not need professional developmental days where we brought our laptops and were grading while we listened to a speaker who had nothing to do with our discipline. We taught, and we taught very well. Our students were successful, and our classrooms were full to overfull. We had all we needed from our education, or we would not have been picked from the hundreds of applications for the job. Ask the students: do you want your teacher devoted to providing the best education and having available time to tutor you and grade your assignments, or do you want your teacher to have many hours of "busy work" that is someone else's 'bright idea'"?

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