by Melissa A. Maszczak, PhD
Maurice Yom/Shutterstock
There is no question that college and university leaders have countless demands on their time and energy, including the never-ending bureaucracy needed to run an institution, but the caretaking and maintenance required of an empowering organizational culture is one of the administration’s most important responsibilities. Ashby (1999) identified ten facets of great organizational culture: an almost missionary zeal; a sense of pride, sincerity, and cooperation; an attitude of constructive discontent; a value-based mindset and management style; an emphasis on creativity and innovation; a focus on building role models, not just leaders; a sense of high expectations and professional standards; fair, commensurate compensation and incentives; a habit of celebrating success; and an adherence to the golden rule (as cited in ASHE Higher Education Report).
Stress that occurs from job demands leads to burnout and high turnover rates. When the culture is positive, employees are more engaged and motivated, resulting in valuable organizational outcomes. When a culture becomes toxic, good people who have options leave, and all the relationships, institutional knowledge, and memory they have banked during their tenure go with them.
“From Protest to President: A Social Justice Journey Through the Emergence of Adult Education and the Birth of Distance Learning” illustrates several examples of creative and ethical leadership that produced sustained innovative culture in higher education. I suggest that there are several vital components that leaders can incorporate to foster an innovative institutional culture.
Clear Mission
A clearly articulated mission is a magnet for those who seek to align their personal mission and values with a career. It also provides a well-defined standard and unambiguous boundaries about what the focus is and what it is not. A coherent mission shared and executed by a group can provide a sense of identity and belonging where individuals feel comfortable contributing their own unique combination of knowledge and experience and feel a sense of personal and professional accomplishment.
High Standards
An explicit commitment to quality, professionalism, and ethical conduct at all levels, coupled with a fair and rational approach to accountability, establishes common principles to align individual behavior with institutional goals. Leaders must authentically commit and hold themselves accountable to the same high standards expected of everyone else.
Gift-Centered Hiring Practices
Talented individuals seek meaningful work experiences with like-minded people. Typical hiring practices consist of recycling an old job description complete with a laundry list of requirements, and attempting to find a person who matches that description. I propose flexibility when hiring, focusing more on the quality of the gifts and experiences someone brings to the table, rather than dismissing otherwise talented professionals because they do not have the exact number of years of experience or degree listed on the job description. People need to have the relevant experience necessary to do a job but also take into consideration someone with high emotional intelligence, a willingness to learn, and genuine compatibility with the existing team.
Think Time
Encourage “think time” or space during the day when people can convene around the water cooler or hang out and have coffee. In today’s world of remote work, finding virtual ways designated for connection, relationship-building, and “think time” is just as important. Time for reflection throughout the day and informal exchanges with colleagues are a necessity not only for creativity and innovation to occur but also to promote relationships and a sense of collective purpose.
Psychological Safety
Psychological safety is imperative in the workplace. When basic work needs are met, such as appropriate salary, time off, and supportive work/life balance, time can be spent more productively. Constructing an environment of psychological safety also builds trust among individuals and with the organization. People are assured that if they make a mistake, they will not be punished or humiliated, encouraging creative and thoughtful risk-taking. A popular meme out there sums it up: “the biggest concern for an organization should be when their most passionate people become quiet.” Cultivating an atmosphere that supports the freedom to exchange ideas without fear helps support a culture where people want to work and excel.
Eliminate Micromanagement
Why go through the trouble of finding intelligent people with good ideas to tell them what to do and how to do it? You are only making more work for yourself and demoralizing the team. Find intelligent people with complementing strengths, provide support where needed, and get out of their way.
Remove Toxicity
If the ethical framework of the culture is sound, toxic behavior will stand out. Leaders who allow toxic behaviors to infect the team are seen as incompetent and weak. The quicker the toxicity is addressed and removed, the faster the culture can heal.
The best teams like to be around each other, like working together, and look forward to coming to work every day. They respect each other and value each other’s thoughts and opinions. They vibe, as the kids say. Crafting a culture that supports the environment for these types of teams to emerge should be a leader’s highest priority.
Are you in the job market and looking for this type of culture? You are not alone. Culture fit is a high priority when deciding where to work. Glassdoor’s Mission & Culture Survey 2019 found that 77% of adults across four countries (the US, UK, France, and Germany) would consider a company’s culture before applying for a job there, and 79% would consider a company’s mission and purpose before applying. Glassdoor also found that company culture is one of the main reasons that almost two-thirds (65%) of employees stay in their job and “if their current company’s culture deteriorates, 71% of employees would start looking for new opportunities elsewhere.”
As we have all seen in the news, an unprecedented number of colleges and universities are suffering from a multitude of conditions causing them to shut down or lose accreditation. The failures these institutions suffer in many cases are caused by the presence and tolerance of dysfunctional institutional cultures. How do you make sure you do not find yourself as a crew member on the Titanic? Look for these red flags:
High Turnover Deteriorating Fiscal Condition Declining Enrollment Reputational Stains Lack of Transparency Unsettling Litigation
It is no secret that many people prioritize culture fit when deciding where to work. Cosmetic perks like providing snacks, shorter days around holidays, wellness/fitness memberships, and employee discounts are superficial niceties, but all of that is lipstick on a pig if the foundation is not built on effective leadership and culture crafting, shared values, trust, and sincere appreciation for people’s strengths and contributions.