The Nebo Company developed the Transformational Leadership Framework to help leaders navigate the complexity, pace and pressures of today. The simple framework is composed of four domains: Be, See, Say, and Do. In our work in higher education, we have observed that spending time in the domain of “See” can have a transformational impact. “See” is about learning to “notice what you notice” – and develop your awareness of what you might be overlooking.
Below we share five ways to apply the domain of “See” for leaders in higher education:
Seeing Self
Self-awareness is the foundation of transformational leadership. To build self-awareness, leaders in higher education must be able to see their own moods, attitudes, beliefs and habits. Leaders in higher education need to be aware of the influence their own lived experiences and fields of study have had on them and they must continuously examine their assumptions, biases, and preconceptions. They must explore their own fears and worries and identify what holds them back from taking bold steps.
Seeing Others
Leaders in higher education must see many constituents - students, parents, alumni, faculty, staff, the Board of Trustees and members of the local community. In order to be most effective with each of these constituencies, transformational leaders in higher education must be able to see the effect they have on others in order to best adapt to the needs of each group. Transformational leaders see the strengths and contributions of others and they notice how their message, tone and mood impact others. Transformational leaders also recognize who is present - or not - in the conversation. They invite a diverse group of voices to the conversation, seeking to engage and learn from the perspectives of others.
Seeing the System
It is critical that University leaders be able to “see systems” and recognize the systemic implications of change. Transformational leaders take time to step back and reflect upon and study the system. They seek to understand the implications of a situation for their team, for the University, for the community. They explore how the system may be shaping what they believe is possible, how the system may be holding them back, and how one small change can have the power to transform the whole system.
Seeing Context
Dr. Deborah Ancona of MIT elaborates on the concept of sensemaking, a framework for understanding the context in which one is operating. Leaders in higher education must be able to look outside of their institutions and understand the external environment. What is happening in the local community? What are the trends in higher education? What is happening in terms of politics and culture on a national and global scale? Transformational leaders develop a deep understanding of the broader context by regularly working on sensemaking with their teams. Understanding the implications of the current context will help the leader and their team to make informed decisions.
Seeing the Future
University leaders must be able to inspire diverse constituents with an aspirational vision of the future. While maintaining awareness of the current conditions, leaders must look forward with vision and an eye for new opportunities and possibilities. They must engage others in defining success and help others to see what is possible in the next three to five years.
Technology is rapidly advancing, policies are constantly changing and the expectations and needs of students are quickly evolving. Higher education needs transformational leaders to steward institutions into the future. Nebo has decades of supporting leaders in higher education to lead transformational change. If you are seeking to elevate the leadership of yourself and your team in order to meet the needs of today, contact us to schedule a conversation.