Bridget Burns, Executive Director of the University Innovation Alliance, and Paul Fain, Contributing Editor of Inside Higher Ed, are inviting insight and experiences from presidents and chancellors of universities navigating the challenge in real-time. The eighth guest is Ruth Watkins, president of The University of Utah. In a time of profound, rapid change, Ruth Watkins shares that it is an incredible privilege to work that matters. She adds that it is time to address white privilege and to take action to change racism.

What Is Her Leadership Philosophy?

In a time of profound, rapid change, Ruth Watkins shares that it is an incredible privilege to do work that matters. She adds that it is time to address white privilege and to take action to change racism. She states that it is an honor to lead in a crucial time like this.

Continuity in communication and information is essential in being a leader. Help others understand the current situation so they can take part in creating solutions and acting together as a community. As a leader, she says that one must inspire, motivate, help, and create an environment where anyone can succeed.

How Does She Moderate Herself To Focus On The Right Things?

She mentioned that it is always helpful to remember how much the mission matters. Ruth Watkins reminds herself to keep the pace and start using her time for the collective good. Something good that has come from this situation is that it has helped people change and act differently. When times get tiring and tough, always take a step back and remember the goal.

What Areas Beyond The University Does She Want To See Change?

After this global pandemic, Ruth Watkins would like to build a better educational delivery and to shift and use more effectively remote learning. She was also able to accelerate Telehealth, and her goal is to keep improving on it to serve better the people affected.

Bridget Burns, Executive Director of the University Innovation Alliance, and Jeff Selingo, author, columnist, and special advisor at Arizona State University, are inviting insight and experiences from presidents and chancellors of universities navigating the challenge in real-time. The seventh guest is Angel Cabrera, president of Georgia Institute of Technology. Angel Cabrera has been running institutions for the past 15 years. This coming September 2020, will be his first year with Georgia Institute of Technology as its president.

Leading During the Pandemic

Angel Cabrera has been running institutions for the past 15 years. This coming September 2020, will be his first year with Georgia Institute of Technology as its president. He said that leading during these times needs a hands-on leadership approach. An essential part of running an organization is setting up a set of directions to create a shared mission with his fellow faculty members and students.

His Vision and Plan

Does COVID-19 change his vision and strategies? Yes. His strategic plan for higher education has developed into a more inclusive approach. He is focusing on studying the effects of remote and online training and creating hybrid-type learning. He states that after COVID, they will teach differently. Be it online or on campus.

His Advice For Incoming Presidents and Chancellors

It is not an ideal time to start during these times, but it is what it is. Angel Cabrera shares that incoming leaders should make time to find space to have a deeper connection with the institution’s people and always to see the sense of purpose of the university.

He also mentioned that looking at endless examples of leadership by students and faculty gives him hope and inspiration. And that seeing their resilience on full display puts his hopeful vision into action.

Bridget Burns, Executive Director of the University Innovation Alliance, and Jeff Selingo, author, columnist, and special advisor at Arizona State University, are inviting insight and experiences from presidents and chancellors of universities navigating the challenge in real-time. The sixth guest is Dr. Shirley Collado, the president of Ithaca College since 2017, and a trustee of Vanderbilt University.

How Is She Holding Up?

During these crazy times brought about by the outbreak, Dr. Shirley describes it as by far one of the most challenging moments of her career. She carries the weight of enormous decisions that need to be carried out in a collaborative way for the public good in a shifting market.

Despite the situation, Dr. Collado says that she’s beyond blessed to be in a fantastic institution that has made the journey both incredible and bearable.

As A Leader, How Is She Navigating And Making Big Decisions Amid The Outbreak?

She states that Ithaca College decided to follow data-driven, science-based, methodical approaches diligently. Her team is slowly restructuring the entire academic year because they want to be aligned with the guidelines and restrictions implemented in New York. Also, they want the students and their parents to feel safe, knowing that the institution presents them with a well thought of strategy and plan.

What Does She Think Of Planning In The Midst Of ‘Unknowns’ Because Of COVID-19?

According to Dr. Shirley, you can’t create plans that are static and rigid. These plans have to be relevant and have a sense of urgency that instills a feeling of empowerment as opposed to building a program around fear or deficits.