Michelle M. Lopez, Ph.D., PCC, CEC, CMC

Our Lean Strategic Planning revolutionizes #nonprofit strategy with agile, responsive methods. Moving beyond outdated, rigid plans, Ted's approach aligns strategic imperatives with real-time challenges, ensuring your organization stays ahead of threats and seizes opportunities. Engage your team and stakeholders in a dynamic vision for growth. Enhance your strategic planning today. #RiskManagement #StrategicPlanning https://bit.ly/4aTWe2w

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Our Lean Strategic Planning revolutionizes #nonprofit strategy with agile, responsive methods. Moving beyond outdated, rigid plans, Ted's approach aligns strategic imperatives with real-time challenges, ensuring your organization stays ahead of threats and seizes opportunities. Engage your team and stakeholders in a dynamic vision for growth. Enhance your strategic planning today. #RiskManagement #StrategicPlanning https://bit.ly/4aTWe2w

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Our Lean Strategic Planning revolutionizes #nonprofit strategy with agile, responsive methods. Moving beyond outdated, rigid plans, Ted's approach aligns strategic imperatives with real-time challenges, ensuring your organization stays ahead of threats and seizes opportunities. Engage your team and stakeholders in a dynamic vision for growth. Enhance your strategic planning today. #RiskManagement #StrategicPlanning https://bit.ly/4aTWe2w

How does one begin designing an active learning space? What resources can be of help in this process? What are the necessary considerations for creating an active learning space? Robert McDole and Jared Pyles, EdS talk through some of the design principles, the necessary considerations, and the best practices of designing an active learning space.

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I’ve witnessed firsthand that coaches who are also OD practitioners have a much broader understanding of the organizational context than those who only coach. We tell students in our Organizational Development and Knowledge Management master’s program that coaching is one of many OD interventions in a system. While supporting individual growth and development is a very good idea, it does no good if the organization does not change (or does its change badly!). https://ODKM.gmu.edu #gmu #schar #odkm #AllTogetherDifferent

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🎓 Four principles need to be at the center of strategic leadership in higher education, and they are the focus of my upcoming book, Pass /Fail (going to print this month—eek!). 1) Embrace Shared Governance: Embracing shared governance is a key theme in my section on strategic planning (Chapters 3–5). Higher education leaders must know how to lead by influence rather than authority. This requires overcoming silos and understanding the priorities of all stakeholders, including the board, the cabinet, and the faculty senate. 2) Be the Voice of the Students: Being the voice of the students is a central notion in my section on brand (Chapters 6–8). Understanding what students want and need and their challenges in the enrollment process and during their experience at the institution is critical to building strong brand awareness and ambassadorship. It’s also a strong framework through which to navigate leadership discussions. 3) Study the Market: Studying the market is a critical principle in my section on enrollment (Chapters 9–11). Higher education’s core demographics are changing, and so are the consumer preferences around it. Higher education leaders will be most effective when equipped with a strong understanding of their institutional data, their competitive landscape, and regional and wider market demands for the type of education they offer. 4) Build a Mission-Focused Culture: My section on culture (Chapters 12–14) is perhaps the most critical for successful leadership. Institutions that want their students, faculty, and staff members to feel a deep sense of belonging—which results in retention, brand ambassadorship, and alumni giving—must be intentional about how individuals and groups feel and behave on their campuses. You can still support the pre-sale on the Viv website: https://lnkd.in/edr7mdtZ

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Ready to drive meaningful change in your institution? Check out In Trust Center for Theological Schools’ recent webinar, led by change management and leadership development expert Dr. Aaron Einfeld, PhD, and strategy and governance consultant Dr. David Rowe, PhD. These industry experts share invaluable tools for leaders, helping them identify and overcome the hidden barriers that can keep institutions stuck. A must-watch for project directors, leaders, and board members looking to unlock progress and create lasting impact. Watch the video here: https://lnkd.in/g222fbCt #Leadership #ChangeManagement #InstitutionalGrowth #BoardDevelopment

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What’s the saying? Culture eats strategy for breakfast. The culture of a team is the one thing that drives all else. It can make or break a team. As a leader, this is something I strive to make sure is in place every day. It’s a part of the way I lead my team, the trainings we receive and offer, the way we work with teachers and students, the ideas that we come up with….it’s in all that we do. It’s at the forefront of my every thought. I appreciate the thoughts that this graphic offers in regards to to effective leadership.

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Women Educators, Leaders, Consultants... It's time for change! Join our webinar to empower and inspire women in their professions to command the compensation they deserve. Let's bridge this gap together. Sign up to be part of this important discussion. https://lnkd.in/euZ7xax7 #WomenEmpowerment #ProfessionalDevelopment #Leadership #Entrepreneurship

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Content has never been as widely available and under-valued as it is today, but it’s important to remember how critical RELEVANCE is in determining learning outcomes. This case study demonstrates how we can link content and experiences closely to job tasks to maximize relevance for learners.

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"In this paper we suggest how the current higher education landscape will require further refinement of competing interests. In addition to well documented demographic shifts, two important trends require more disciplined strategy, policy, and operations. The first is the rapid rise of lifelong learning and non-degree credentials. The second is the shift to online study—the overwhelming majority of lifelong learners, plus 71 percent of graduate and 67 percent of undergraduate students, now study partially or exclusively online."

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Certainly a complex issue that can't be fully explained or understood with one article. Or solved with a thread of comments. As an educator in higher ed for 17+ years who's been deep in the research about burnout, I'm curious about how diminishing shared governance for faculty members could negative impact the rate of burnout among faculty. And consider that education is reportedly one of the professions with a higher rate of employee burnout (above the U.S. average). ---------- The World Health Organization defines burnout as: “Burn-out is a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed. It is characterized by three dimensions: -feelings of energy depletion or exhaustion; -increased mental distance from one’s job, or feelings of negativism or cynicism related to one's job; and -reduced professional efficacy.” ---------- I hypothesize that diminished shared governance could fuel the 2nd and 3rd dimensions of burnout for faculty = cynicism and inefficacy.

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This is a great article, "Building a collaborative STEM teaching community for your district" from Jason McKenna with a few simple suggestions to help get started and the long-term benefits that come from teacher collaboration. #VEXRobotics #STEM #Community

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Higher Education in 2024: Navigating Challenges and Shaping the Future https://buff.ly/3VNLyi1 #highered #future #highereducation

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Isn't educational measurement more than just psychometrics? We discuss our paper on "Foundational Competencies in Educational Measurement" with state assessment directors Zachary Warner (NY) and Anju Kuriakose (AZ) today at 11. #NCSA24 With Derek Briggs, Susan Lottridge, Michael Rodriguez, and other members of the National Council on Measurement in Education (NCME) Task Force on Foundational Competencies in Educational Measurement here at the annual meeting of the Council of Chief State School Officers. https://lnkd.in/guRfPPV5

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Apply to Join the 2025 Performance Improvement Facilitator Learning & Performance Journey! Today's complex challenges require collaboration within organizations and between organizations, groups, and diverse stakeholders. We train and certify professionals to serve as neutral improvement, innovation, and implementation facilitators to guide this valuable work. Professionals chosen for this cohort receive proven tools and processes and apply them immediately, with coaching, to their complex challenges that require collaboration. They engage stakeholders and support them to learn with and from each other as they set and meet shared goals. Professionals from across all sectors are encouraged to apply. Those who actively participate and score "proficient" or "above proficient" on their application of the learning and tools earn the Certified Performance Improvement Facilitator credential and digital badge. This Journey is rooted in the discipline of Human Performance Improvement, adult learning science, and the ten validated Certified Performance Improvement Facilitator performance standards. Later-career professionals can choose this as their career capstone that allows them to shift to supporting community work, economic development, workforce development, non-profits, chambers of commerce, education initiatives, and other high-value efforts. These experts move beyond guiding strategic planning to facilitating collaborative solutions and sustainable implementation. Earlier-career professionals can use choose this to boost their career trajectories by demonstrating the impact of their performance on organizational results and goals. They will demonstrate how they apply high-demand skills like problem solving, complex communication, problem solving, and creativity to achieving collaborative improvement and results. Participants engage in a virtual orientation and ten 3.5 hour virtual sessions over six months with coaching and peer-to-peer learning and support. Tuition for those accepted is $5995 per person. Contact us at www.TIFPIedu.org/contact to begin the application process. The cohort is capped at 30 participants. Our most frequent comment from participants is to ask why they have not had this earlier in their careers. They emerge with a practice that works, and that, most importantly, supports success for all they facilitate. This is also a high-value team experience for local and regional groups seeking to engage stakeholders. We are a sole-source provider and also offer closed cohorts for organizations and stakeholder groups.

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The Power of Recruitment Marketing in Higher Ed The Power of Recruitment Marketing in Higher Ed In this episode, we explore the power of recruitment marketing within higher education institutions and how it helps attract top talent in a competitive job market. Learn about five key benefits, including building a strong employer brand, improving hiring efficiency, and using data-driven decision-making to create effective talent pipelines. Discover how consistent messaging across careers websites, social media, and job ads can engage potential candidates and position your institution as a leader in talent acquisition. For all higher ed jobs, visit ⁠https://lnkd.in/gUPUiz48 https://lnkd.in/gwB_Ey69

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