The bell has rung:

Change is not a side conversation, it is the conversation.

In his latest article on Forbes, Higher Ed’s Left Hook - David Rosowsky talks about the desperate need to consider how higher education does “change better.”  

He says- “I would argue that we have moved into a new phase now. Like it or not, the reshaping of higher ed is now underway, the result of a series of federal (and in some cases, state) actions, and there is a collective acknowledgment that change is happening – and will happen - whether those on the inside participate or not. 

This, I refer to as, the great resignation. 

Not a resignation of position or employment, but to inevitable change.”

I believe David hits this one right on the nose. The article highlights the complexity of leading through shifting expectations, and it resonates deeply with the work I do around change readiness and capacity building and helping leaders build the agility their teams need to thrive.

When I think about what really drives successful change, it’s not just strategy or resources, it's people. How we prepare, how we respond, and how we grow through uncertainty makes the difference.When I think about what really drives successful change, it’s not just strategy or resources, it's people. How we prepare, how we respond, and how we grow through uncertainty makes the difference.

David lays out many areas where change is desperately needed, especially at research 1 and land grant universities. 

He says: “Some of the hardest punches and most damaging bruises come from within, from the same groups offering the greatest resistance to change. These are the loudest voices, often media-amplified, that create the image of the disconnected, arrogant, and self-important faculty member that underpins much of today’s public perception (and criticism) and feeds the impression of a campus in chaos, a leadership crisis, institutional dysfunction, or any combination of these.”

By overcoming the loudest voices and persistent resistance to difference, innovation, and change; campuses can truly improve the society for which it was created to uphold, fostering flourishing innovation, and global inspiration.

Building the capacity to change in many ways is where we have been stuck in higher education for decades. The time is now to get back up, and come back swinging in all directions. 

All voices need to be heard, hands raised and investment made in the people who make our campuses thrive, grow and sustain in vital ways. Rowsowsky asks: “What are the most pressing needs and the most promising opportunities?” To me, it’s ‘how’ we build the capacity of those both in the ring and on the bench. 

Here are some of the human-centered factors I see as essential in building change capacity and agility:

Clarity of Purpose → People can move forward in uncertainty when they understand the “why” behind change.

What I see now is a rush to make decisions and changes without explaining the “why”.  This is causing hunkering down in silos for protection from the decisions, especially when the only options are difficult ones.  While the decisions we make often have no ‘best’ outcomes - they must be made with purpose, aligned with mission and intention - not just survival.

Emotional Agility → Leaders who model transparency, steadiness, and care reduce fear and build trust. 

Through genuine connection and unwavering support, emotionally agile leaders empower their teams to face any challenge with courage and unity, transforming uncertainty into a powerful catalyst for growth. When we can acknowledge the emotion, work through it, and show care of the people involved - hard decisions can land softer and cause less bruising that needs to heal after the fact. 

Resilience Practices → Normalizing rest, reflection, and recovery keeps momentum sustainable.

Recognizing that change fatigue and uncertainty require a heavier emotional lift, especially, when faced with them every day. Time to reflect and recover is essential, both collectively and individually.  By intentionally cultivating these habits, individuals and teams can replenish their energy, gain perspective, and emerge stronger, ready to navigate the next wave of change with renewed energy and momentum.

Feedback Loops → Change becomes a dialogue, not a directive, when leaders listen and adapt.

A dialogue is necessary - but I caution that words and actions have to integrate into strategic priorities and decision making. Without feedback and a place to truly understand the impact - the hard decisions will be taken more like gut punches than hand shakes. By actively soliciting and integrating diverse perspectives, organizations can transform potential resistance into collective ownership, forging a path forward that is both strategic and truly collaborative.

Team Synergy → Collaboration, psychological safety, and shared values amplify impact.

Getting back to the ‘why’ we do what we do from a values centered perspective, and creating safe spaces for people to share ideas, voice concerns and create solutions are key to building an agile organization. When teams operate from a foundation of mutual trust and shared purpose, they unlock innovative solutions and achieve extraordinary outcomes, transforming challenges into opportunities for collective victory.

Learning Orientation → Seeing setbacks as lessons accelerates adaptation.

Really understanding the outcomes and the impact behind the work we do is vital to understanding what changes need to occur. How are we using the falls on the mat to learn, adapt and retry? We don’t stay down when we are hit - we get back up again and try a different approach. By embracing every challenge as a profound learning opportunity, organizations can cultivate an unstoppable momentum, turning every misstep into a strategic leap forward.

Leadership in the Middle → Middle managers often carry the weight of translating strategy to action; equipping them is non-negotiable.

When I arrived at the executive cabinet level, I was very vocal about the talent being untapped one and two levels down in our structure. When our bench isn’t strong enough, we can’t fight. 

Building capacity, strength and skills around strong leadership foundations, managing difficult situations and finding creative solutions amidst change and the unknown takes time, intention and investment. Investing in these pivotal leaders unlocks a cascade of empowerment, fueling adaptability and innovative problem-solving across the entire organization.

Future Readiness → Anticipating shifts, building flexible systems, and investing in people today for the challenges of tomorrow.

Being a change leader isn’t about having all the answers, it's about creating the conditions for others to adapt, contribute, and grow stronger through transitions. By proactively cultivating a culture of foresight and continuous development, organizations can transform potential disruptions into powerful opportunities, ensuring sustainable growth and impactful innovation for years to come.

Changing human behavior and capacity is often more difficult than fighting for survival of an industry long over do for changes. While these ideas and concepts are not new - establishing them within higher education institutions is the way we sustain the foundation of academic freedom, life long learning, personal transformation and a thriving society.

By intentionally embedding these human-centered principles into the very fabric of higher education, we can not only navigate the present landscape, but also, powerfully safeguard and elevate the enduring mission of academic freedom, lifelong learning, personal transformation, and the cultivation of a truly thriving society. 

The bell has long rung, and its clangor is undeniable; the imperative for change continues, and it's crucial to prepare to sustain for the fight by building our capacity to adapt.