I’m a sucker for vision. When a bold leader lays out a plan that is clear, compelling, and resonant, I find myself tingling with anticipation. But when the moment of visioning passes and the focus shifts to implementation and administration, I always sigh with disappointment. Another missed opportunity to commit to the standards of quality and integrity that we so desperately need.
As a person who works in the vast spaces between vision and outcomes, I could use a little help. For once, I would love our leaders to dig just a little deeper, clarifying commitments and standards in addition to goals and objectives- a value, a promise, a commitment to something real and authentic, something that we can hold on to, that will not shift or move.
Of course I can understand their reticence. In a world that is constantly changing with new threats and obstacles emerging by the moment, any promise of quality seems risky and naïve -especially in the world of higher education, with systems comprised of diverse campuses, programs, and faculty all prizing their respective freedom and independence.
So when visions are set, it is the highest and broadest metrics that are employed, essentially inventorying and counting impacts, highlighting stand-outs, while implying consistency and quality through messaging and story-telling.
To be clear, I’m not some accountability or assessment freak. Nor do I inherently like being told what to do. But I know that the very act of defining quality in a way that is meaningful and clear is often the most powerful part of the visioning and leadership process.
If we turn to the world of manufacturing, this point becomes clearer, with the specific widget or commodity dictating the design of production. Ultimately, it’s an insistence on consistency and fidelity that refines the internal mechanisms, calibrating and realigning, until the desired product is not only achieved but guaranteed.
But when we look at our own system of higher education with its disparate campuses, programs, and teaching faculty the challenge of consistency and fidelity become both daunting and critical. When a leader boldly sets a vision for the entire system, it- by definition- has the potential for great impact, but only if it is clear and consistent enough to be implemented with fidelity.
Without this assurance from the very beginning, we will continue to define quality through our own respective lenses and tendencies, failing to leverage our full potential as a powerful engine for change.
As someone who designs courses, programs, and initiatives I know that virtually anything is within our reach, especially when we have compelling and resonant goals to help inspire and guide us. But for once I wish we would just go for it, setting a high standard for quality and fidelity to which we can aspire and rise. Not only will such a standard ensure consistency and impact, but it will help us to be a better, stronger, and more relevant system, thus ensuring our sustainability for decades to come.