32 | COMMUNITY COLLEGE JOURNAL AACC.NCHE.EDU
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I have had and heard many conversations about
cybersecurity recently. It’s a growing concern as
we adapt more college processes and systems to
the technology-driven world around us. The rapid
advancement of technology is virtually impossible
to keep up with, but it is imperative that commu-
nity college leaders understand the ramifications of
change and the implementation of anything new.
With the possible exception of the rapid rate
of change, technology is not the only change that
needs to be well-managed and changes intended
to advance the institution are nothing new.
Community colleges are built to respond to change.
As a leader, how responsive are you to change?
Change is an interesting topic that is often
discussed in leadership circles. Leading successful
change is seen on many job descriptions for pres-
idential roles. But how can we measure success
in leading change? More importantly, how do we
lead transformational change? You’ve heard me
talk about collaborative processes and policies that
reflect various constituent input. I stand by the
importance of collaboration and active listening
to constituent voices. But, are changed policies and
processes effective measures of success when it
comes to change?
We may be missing a key part of a successful
transformational change model. We need to be
sure that we are addressing the human side of our
resources and truly leading change in a collaborative and inclusive way. As the president, you
have hopefully clearly articulated “why” change
is needed. Engaging the college community in a
meaningful way to commit to the “how” to make
the change is critical to success.
It is not enough to hold a meeting and consider
that collaborative input. Engaging everyone (even
those that disagree) in the process of change and
articulating the “why” includes acknowledging the
feelings, fears, past accomplishments and value
of each contributor within the organization. If
you are changing something, chances are it has
an impact on the operations of the college which
means someone’s job is changing. Even if everyone agrees that the change is necessary, it can still
create negativity on campus if you do not acknowledge the impact of change for your employees.
Personalize the experience of change by shar-
ing a time in your career where change directly
impacted your job duties. How did that make you
feel? Even if your experience with change was
good, you should acknowledge how change may
create fear or insecurity for some. It is important to
share and be willing to show vulnerability. While
it is not always easy, but it builds trust which is
especially important if you are trying to imple-
ment successful change. Giving your team a voice
in the change and acknowledging their previous
contributions can help you achieve the “how.”
Whether it is technology advancements or new
state regulations, managing change is always a
challenge for leaders. Clearly articulate the “why”
keeping in mind the human resources, anticipate
unintended consequences, and acknowledge what
came before the change and you may find success
in implementing the “how.”
Walter G. Bumphus is president and CEO of the American Association of
Community Colleges.
Leading
successful change
By Walter G. Bumphus
“Personalize the experience of change by sharing a time in your
career where change directly impacted your job duties.”
