Lamar K. Oglesby’s Post

Navigating Higher Ed's Transformation: A Roadmap for Leaders Despite centuries of resistance, the future of higher education is not predetermined; it's ours to shape. This is a moment of opportunity for forward-thinking institutions to embrace transformative change and thrive in any environment to come. In our latest article, “Strategic Adaptation in Higher Education: Navigating 2024 and Beyond,” we discuss embracing transformation and resilience in higher education business models, which serves as a strategic roadmap for leaders. It outlines actionable steps to: 🔹 Rethink the student journey: Design experiences that are personalized, relevant, and prepare graduates for success in a dynamic world. 🔹 Optimize resources and diversify revenue streams: Ensure financial stability while exploring new funding models and partnerships. 🔹 Harness the power of technology: Utilize digital tools to grow and retain enrollment, enhance learning, personalize education, and expand reach. 🔹 Foster a culture of innovation and collaboration: Encourage experimentation, risk-taking, and open communication across all levels of the institution. Ready or not, now is the time to adapt to our new environment. We invite you to read the article and share your thoughts.  ➡️ https://lnkd.in/gUDA-SH4 #higheredleadership #strategicplanning #changemanagement #highereducation

The education sector has seen a huge amount of change and challenge in the years since the pandemic, and there is no doubt more to come. We are now forced to find new ways to frame education in the lives of learners, parents and a teaching workforce looking for greater flexibility. With a new optimism under the Labour government, and an Education Secretary committed to impactful improvement, it may be an encouraging time for the sector. For years, the only certainty our school leaders have had, is that things are ‘uncertain’. In the very fabric of such uncertainty lies the opportunity to embrace the unknown and to create a culture of confidence and security. Through informed decision making and broad strategic planning, we can mitigate risk and soften the blows of unpredictability. Here at The Edwin Group, we are engrained in the education sector and this is underpinned by our three pillars – recruitment, retention and the reduction of teacher workload. Read more about this in The Edword, our termly newsletter which brings together topical articles from a range of contributors, with the aim of supporting education leaders on key strategic issues. Find out more about The Edword and sign-up to receive future editions direct to your inbox https://lnkd.in/ek-2SDJZ Liam Roberts CEO of The Edwin Group. #education #leadership #TheEdword #thoughtleader

Gear up for winter with CEPE's Holiday Discount and save 20% on any Winter 2024 professional education course! The discount kicks off on November 24 and lasts until December 21. Be sure to follow our social media channels for more details on this exclusive offer in the coming days❄️! Learn more about our programs here: https://lnkd.in/g6E5Gg7h #winter #discount #professionaldevelopment #skillsdevelopment #learninganddevelopment #projectmanagement #dataanalytics #HR #leadership

Introducing a new resource for teaching social studies to first-grade students. Each program is specifically designed to align with and support the individual learning standards of each state. Exploring My Communities asks first-grade students to examine leadership and problem solving, decision making, human and environment interaction, and personal finance. Find out more on https://hubs.la/Q02K7_gF0. #socialstudies #firstgrade #firstgraderesources #socialstudiesresources

Useful tips for educators

This is a really great read for a Monday morning - rich perspectives, relatable insights and lot of reflective thinking, as we have come to expect from WonkHE and AdvanceHE. For me, there's a key point towards the end: 'there is a need within institutions for an understanding of the activities and behaviours that build trust, and perhaps for trust to be explicitly adopted as an intention of executive team development'. Inevitably this begs the question of how? Trust is one of the those 'you know it when you feel it' phenomena. And at times of sector-wide uncertainty and threat, there are many human instincts at play which can seamlessly erode trust. Fear of vulnerability, of personal loss, a lack of transparency and historical baggage can get in the way. My initial Monday morning thoughts on this: 1. Create 'safe spaces' for honest dialogue. Regular, facilitated sessions where leaders can speak candidly without fear of (even mild) repercussion, and listen even when its uncomfortable. 2. Implement 'radical transparency'. Share everything. Nothing off limits. 3. 'Perspective-taking' exercises: Have team members present challenges from another's viewpoint. 4. 'Devil's advocate' testing to challenge group thinking constructively. 5. 'Assumption-busting' sessions: Openly examine and question long-held beliefs about the university's operations. Crucially, it's about genuine understanding between team members. It's never enough to simply hear each other - we need to actively listen, especially when it's uncomfortable. Thanks again to Debbie McVitty and Alison Johns for their thought provoking research. #LeadershipAndTrust #PsychologicalSafety

As a higher education professional, I am by no means the smartest, innovative, or research-grounded. I’d be arrogant if I said that, right? However, I am mindful of how decisions impact culture and operations - even more now than ever. Over the past few days, these words have lingered with me, “the trauma of a bad decision lasts longer than the success of a good one.” I am seeing this more prevalent now within higher education: FAFSA delays, enrollment strategies, DEI infrastructure, policy creation and changes, student access and more. As leaders, I feel it is our responsibility to follow our gut in decision-making to do what we feel is right for the organization. The decision should be logical, data-informed, and centered in the people it will impact - for it is them [people] who are our greatest resource. We can make a decision, but the aftermath is what carries its truth.

Excited to share the latest document from the DFE in the UK regarding teacher appraisal! This comprehensive guide provides valuable insights into how to effectively assess and support our educators in their professional development. It's a crucial tool for enhancing teaching quality and driving student outcomes and aspects of the guidance can be applicable in any jurisdiction. For those looking to dive deeper into this topic, I recommend checking out hashtags such as #UKeducation, #TeacherDevelopment, and #DFEguidance for more related content. Stay informed and continue to advocate for excellence in education. Let's work together to empower our teachers and create a positive impact in the classroom. I encourage all educators, school leaders, and education stakeholders to engage with this document and use it as a resource to drive positive change in schools. Let's elevate the teaching profession and ensure that every teacher receives the support and recognition they deserve. Together, we can shape a brighter future for our students. #TeacherAppraisal #EducationExcellence #ProfessionalGrowth. Link to the document: https://lnkd.in/dNWBiYkh

As a dedicated industry partner in the realm of higher education, I have often reflected on the multifaceted nature of governance within our institutions. Governance, the backbone of any educational organization, is more than a mere structure or a set of rules; it's about creating a system that fosters growth, innovation, and inclusivity. In my experience, effective governance in higher education hinges on several key factors: 1. Collaboration and Communication: Open lines of communication between faculty, administration, and students are crucial. It’s about building a community where every voice is heard and valued. 2. Adaptability and Innovation: The ability to adapt to changing educational landscapes, integrating new technologies and pedagogies, is vital for staying relevant and effective. 3. Accountability and Transparency: Institutions must be accountable not only to their stakeholders but also to the broader community. This means transparent decision-making processes and clear, measurable goals. 4. Diversity and Inclusivity: Governance structures should reflect the diversity of the community they serve, promoting inclusivity in all aspects of decision-making. 5. Strategic Vision: A clear and forward-thinking vision is essential for guiding institutions through challenges and opportunities. As leaders, our role is to ensure that governance structures support these principles, thus creating an environment where learning and growth are not just goals, but realities. I would love to hear your thoughts and experiences on this topic. How does your institution handle governance, and what practices have you found to be most effective? Ed Magee Euclid Walker Thane Kreiner, PhD Dennis Lanham Cynthia Jackson Hammond Vanessa Gilmore Lori George #HigherEducation #Governance #Leadership #Innovation #EducationManagement

In this article from the latest issue of Impact, Sam Gibbs and Nikki Sullivan explore the limitations of summative assessment for evaluating teaching quality and the impact of professional development, advocating instead for formative approaches. They argue that formative evaluation can better support leaders in creating empowering staff learning cultures that promote school improvement alongside individual growth. Read here: https://lnkd.in/e4_A6Pa7 #ImpactJournal #Assessment