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Executive Director's View
Adaptive Capacity - A "New" Leadership Mandate for Community Colleges John Gardner’s quote has always been one of my favorites, but it seems even more appropriate now for community colleges as we explore the "New Reality" of our international economic challenges. There is no one person or entity that is capable of solving economic problems that in some cases have become systemic. We have often exalted professions that should serve greater servant status – like finance, and neglected the basic skills that have made our nation great. We have seen the danger of neither our pipes nor our theories holding water. Finally, with the help of many, but with special kudos to the American Association of Community Colleges, we may be able to "get it right." Legislation to promote community college effort to improve basic skills, revitalize programs to improve our safety, health and social infrastructure through a broadly educated citizenry seem to be recognized. But the role of community colleges, as always, comes at a price. We are tasked to continue to contribute at a time when federal TARP funds are expiring and both state and local revenue shortfalls are being variously estimated to fall $50 billion and $20-$30 billion respectively. What’s an organization to do? According to leadership scholar Warren Bennis and Accenture associate partner Robert J. Thomas, adaptive capacity is defined as the ability to plunge into a new situation, to discern its essential qualities and demands, and to adjust one’s leadership style to suit. Adaptive capacity is what makes it possible for leaders to thrive in ambiguous situations and to guide their organizations through turbulent and treacherous waters. This will come into play for all community college leaders, but especially for business officers than now. Prioritizing effort, especially among academic programs is more important now than ever. New federal money will not gloss over the need to use the present crisis to strategically and tactically set a new direction. Frankly it’s easier to accomplish during turbulent as compared to richer times. And who better to take a leading role at that table than our business officers? You’ve already made many hard decisions in administrative and support areas. It’s time to take on the "real" change task. This means doing what you do well. Working with the community – business, healthcare and technology leaders to provide the job skills they need most during this crisis. In Florida, for example, some community colleges were adaptive and persuasive enough to reconstruct specific programs (like Nursing) to baccalaureate status, while keeping their community college mission. This has allowed students to remain in place, serving their communities, while upgrading their skills...and in the case of nursing...improving the quality of care they will give to patients. In all communities students with all level of degrees are re-purposing their careers through both credit and continuing education courses into areas of higher need. Community Colleges are insuring that people can live, work, and learn together. Community Colleges are revisiting articulation agreements that sounded good on paper, but were largely meaningless to the students. This means fewer academic transfer programs at the community college but a higher likelihood of transfer success. It means tougher standards of success, often working with the Gates Foundation to insure that promised outcomes are actual outcomes of education. Easy? Of course not. It does mean that you must lead from your business officer strength, which I regard as being purposeful, structured, directed and thoughtful. It further means that you must play well with others. A key principle of adaptive capacity is that you must be resilient. Accept losses to achieve bigger gains. Take a punch to ensure a greater advantage. Do all that knowing that you are working for a win-win situation for all. You ARE business officers after all. CCBO needs your examples, critique and ideas. Send them to me at bob@ccbo.org and I will pass them along. We are in this together. Finally, congratulations to AACC and their new President Dr. Walter Bumphus. Some of you will remember that we worked with Dr. Bumphus during our Annual Conference that was moved from New Orleans to Orlando because of Hurricane Katrina. Dr. Bumphus certainly has successfully used all of the adaptive capacity skills to which I’ve just referred. Our excitement over the introduction of Dr. Bumpus is slightly tempered by our feelings as Dr. George Boggs moves to lend his talent and skill to new endeavors. Bumphus and Boggs – CCBO is and has been fortunate to work with you both! |
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