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How can higher education leaders manage crisis and risk effectively?

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Crisis and risk are inevitable in higher education, especially in times of uncertainty and change. Whether it is a pandemic, a natural disaster, a financial crisis, or a reputational scandal, higher education leaders need to be prepared to respond effectively and proactively. In this article, we will explore some of the key competencies and strategies that can help higher education leaders manage crisis and risk successfully.

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Gene Rendino

Professor * Inventor * Mentor * Strategist
Jasbir Singh

Founder, ANAAD | Skill Development Entrepreneur | Delivering Turnkey Solutions in Short-Term Training & RPL | Study…

1 Understand the context

The first step in managing crisis and risk is to understand the context and the stakeholders involved. Higher education leaders need to assess the nature, scope, and impact of the crisis or risk, and identify the key internal and external actors who can influence or be affected by the situation. They also need to be aware of the legal, ethical, and cultural implications of their decisions and actions, and how they align with the mission, vision, and values of their institution.

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Aman Justin Colvin

Senior Business Minded Growth Leader | Sales & Marketing | Business Development | Revenue Generation | ATL & BTL Marketing | Team Building & Leadership
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In effectively managing crises and risks in higher education, we as responsible educationists, must follow a systematic approach. Firstly, we should comprehend the context, recognizing stakeholders and ethical implications. Clear and transparent communication is paramount in building trust and addressing concerns. Strategic planning for both short and long terms is crucial, incorporating contingency plans aligned with institutional goals. Adaptive leadership is essential, requiring flexibility and ethical judgment. Effective collaboration utilizes diverse resources, fostering shared responsibility. This will ensure a better future for our young minds.

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2 Communicate effectively

The second step in managing crisis and risk is to communicate effectively with all the relevant parties. Higher education leaders need to establish clear and consistent channels of communication, and provide timely, accurate, and transparent information. They also need to listen to the feedback, concerns, and expectations of their stakeholders, and address them appropriately. Communication is not only a way of informing, but also of building trust, confidence, and collaboration.

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Gene Rendino

Professor * Inventor * Mentor * Strategist
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For effective external communications in a crisis, there are a few keys to keep in mind: - designate one point of contact or "face" of the organization, so that communications are consistent; - be as open and transparent as you can be; obviously you don't want to share info too quickly, before you can verify it, but communicating in a timely manner is important; - work closely with authorities and/or regulatory people and follow their lead, as this will build critical trust and credibility; - and be truthful! it's not only the right thing to do, it's also the best business strategy in the long run. Of course, internal communications are also key, and the same points apply.

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Maikon Cristiano Glasenapp

Pós-Doutor | Professor | Avaliador Educacional | Pesquisador em Sustentabilidade, Políticas Públicas, Gest?o e Inova??o.
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Gerenciar crises e riscos é uma tarefa complexa, e a comunica??o desempenha um papel crucial nesse processo. Estabelecer canais claros e transparentes de comunica??o é essencial para fornecer informa??es precisas e oportunas a todas as partes envolvidas. Mais do que simplesmente informar, a comunica??o nesses momentos delicados é uma oportunidade para construir confian?a e fortalecer os la?os com os stakeholders.

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3 Plan strategically

The third step in managing crisis and risk is to plan strategically for the short-term and the long-term. Higher education leaders need to develop and implement contingency plans that can help them cope with the immediate challenges and minimize the negative consequences. They also need to anticipate and prepare for the potential scenarios and opportunities that may arise from the crisis or risk, and align their plans with their strategic goals and priorities.

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4 Lead adaptively

The fourth step in managing crisis and risk is to lead adaptively and flexibly. Higher education leaders need to be able to adjust their leadership style and approach according to the situation and the needs of their followers. They also need to be able to balance the competing demands and pressures that may arise from the crisis or risk, and make sound and ethical judgments. Moreover, they need to be able to learn from their experiences and mistakes, and foster a culture of resilience and innovation.

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5 Collaborate effectively

The fifth step in managing crisis and risk is to collaborate effectively with others. Higher education leaders need to leverage the diverse skills, perspectives, and resources of their teams, colleagues, partners, and networks. They also need to foster a sense of shared responsibility, accountability, and ownership among their stakeholders, and create synergies and alliances that can enhance their performance and impact. Collaboration is not only a way of solving problems, but also of creating value and trust.

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6 Evaluate and improve

The sixth and final step in managing crisis and risk is to evaluate and improve their processes and outcomes. Higher education leaders need to monitor and measure the results and impacts of their actions and decisions, and identify the strengths, weaknesses, opportunities, and threats that emerge from the crisis or risk. They also need to solicit and provide feedback, recognition, and support to their stakeholders, and implement continuous improvement and learning initiatives. Evaluation and improvement are not only a way of ensuring quality, but also of sustaining excellence and relevance.

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Nathalie DREAN ??????

?? Enseignement supérieur pluridisciplinaire , RH, Management, Communication, Digital, Projet Pro, Personnel Branding, Entrepreneuriat. Facilitatrice et top 1% LinkedIn ? Ecoles d'ingénieurs, de Management, Universités.
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Les dirigeants de l'enseignement supérieur doivent mettre en place des outils de veille et d'évaluation continue pour anticiper les crises et les risques. En utilisant des méthodes telles que l'analyse des données, la surveillance des tendances ou les enquêtes de satisfaction, ils pourront détecter les signaux d'alerte et réagir rapidement. Ils doivent aussi être prêts à mettre en place des plans d'action préventifs et à améliorer constamment leurs pratiques en se basant sur les retours d'expérience. Une communication proactive et transparente avec les parties prenantes est également essentielle pour gérer efficacement les situations de crise.

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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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Jasbir Singh

Founder, ANAAD | Skill Development Entrepreneur | Delivering Turnkey Solutions in Short-Term Training & RPL | Study Abroad Expert ?? | Tech-Savvy Marketing Pro | Creating Pathways to Success Globally #EmpoweringGenZ
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Crisis Management in Higher Ed Leadership: A Strategic Playbook -Grasp nuances for clarity. -Build trust with transparent updates. -Craft a resilient roadmap. -Flexibility conquers dynamic challenges. -Unite teams for collective strength. -Foster connection through authenticity. -Learn, adapt, fortify for the future. Let's share experiences to pave the way for effective crisis and risk management in higher education leadership!

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Gene Rendino

Professor * Inventor * Mentor * Strategist
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For a great example of crisis management, read up on how McNeil handled the Tylenol poisoning episode in 1982. While not perfect, it is an excellent case study on what to do and what not to do. And is is easier to talk about doing the right things, than it is to actually _do_ them under the intense pressure of an unfolding crisis, with all the uncertainty, ambiguity, and fear that can bring. So another key: think about crisis management before you have a crisis. Think about who can lead the response to a crisis in different areas of your organization, and how the organization can best support them. Think about the resources you will probably need ahead of time for a few specific types of crisis, and you will be a little better prepared.

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How can higher education leaders manage crisis and risk effectively?

1

2

3

4

5

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7

1 Understand the context

2 Communicate effectively

3 Plan strategically

4 Lead adaptively

5 Collaborate effectively

6 Evaluate and improve

7 Here’s what else to consider

Higher Education

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How can higher education leaders manage crisis and risk effectively?

1

2

3

4

5

6

7

1 Understand the context

2 Communicate effectively

3 Plan strategically

4 Lead adaptively

5 Collaborate effectively

6 Evaluate and improve

7 Here’s what else to consider

Higher Education

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