Charlie Nguyen

📊 Did you know that, on average, campus executive teams function at only 60% of their performance potential? 👇🏼https://lnkd.in/gksWg-VN ⚖️ That missing 40% could be the make-or-break factor for your institution's success. 🔥 It's time to accelerate your leadership, team, and system performance. Here's how 👇🏼 For Your Campus Teams 🎓 ✅ Schedule a Team Keynote ✅ Enroll in the HPG Leadership Team Institute For Your Regional Leaders 💡 ✅ Consider hosting a Leader Development Network Don't let untapped potential hold you back. Sharpen your competitive advantage today! 💪🏼 🌐 Visit higherperformancegroup.com and click "GET STARTED" to begin your journey toward Higher Performance today! Because... Everyone deserves to live in a community served by Healthy Teams and Highly Reliable Systems. 🏙️ #edleadership #edleader #highered #higheredleadership #teamdevelopment #cancelaverage #leadership #leadershipdevelopment

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<> In 2024, building trust takes on a very different set of challenges than in 2022[1]. 2024’s interlinked challenges for CEOs can only be addressed by viewing and guiding each of their organizations as a system that cannot be built without trust among the organization’s people and its ecosystem.       Six key areas of the system need attention: three that require urgent and immediate attention and three that require ongoing focus and attention. All six themes are interrelated, and in some cases, the arguments I make could fit equally well under one of the other areas. Hence, CEOs need to focus on the organization as a whole, living, evolving system Cheers, Bill [1] https://lnkd.in/e9HM-efC  

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The GAP is real with (+/-) impact on team and system performance. Secure your complimentary copy of the 2024 State of Campus Culture™ Report today. 👇 https://lnkd.in/gksWg-VN #edleadership #edleader #highered #higheredleadership #teamdevelopment #cancelaverage #leadership #leadershipdevelopment

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Collaboration: Together, WE THRIVE! 🌟 My secret sauce to success and leadership is collaboration. I’ve found such joy and inspiration in collaboration. In fact, all initiatives we’re launching in Communication Leadership at the University of Washington involve deep collaboration with alumni, partners, faculty, students, and our outstanding staff. Each collaboration is not just a task but a celebration of shared vision and talent. Witnessing someone else’s vision and talent thrive and contributing to a goal together not only expands my thinking but also inspires and motivates me. I am currently considering readings and applied learning activities for our Master's students to reflect on their collaboration styles and identify obstacles to effective collaboration. Here are some ways I enrich my collaborative practices: 💡 Give up control: Those in leadership roles sometimes want to hold onto our ways, but we are moving away from singular visions. Trust your team and empower them to take charge. This fosters a sense of ownership and accountability, leading to more innovation. 💡Make your goals a collective endeavor: Collaboration is about shared goals, but have you involved your collaborators in identifying your goals? At what step did you add your collaborators? Were they with you when you identified your goals? Should you revisit your goals now that you are in an environment of collaboration? 💡Still have a vision, but be open to change: A strong sense of direction is helpful in a collaborative process, but justifying and being open to change is essential. 💡Listening is key: A collaborative environment isn't just about being heard but about the joy of listening. When was the last time you reflected on your listening style? 💡Delegate thoughtfully: Collaboration is also about self and collective delegation. Reflect on what you can take on during a collaborative process. What are you good at? What is someone you’re collaborating with better at doing? What can you contribute? What are your strengths and weaknesses? 💡Analyze your practice: During collaboration, many things happen—one person might take charge, or one collaborator might do most of the work. Without a built-in step to analyze the structure and dynamics periodically and without a safe space to discuss potential issues, collaboration can leave a sour taste. What is that reflective step in your collaborative process? 💡Transform success into a collective endeavor: Many collaborate on tasks and initiatives, but do we always give credit where it’s due? Leaders are often more visible than the collaborative processes behind their success. Highlighting the community of individuals behind the achievements is vital. It’s about recognizing and respecting the collective efforts that lead to success, beyond just a LinkedIn post. ❓ What are your best practices for collaboration? How do you ensure your collaborative efforts are successful and fulfilling?

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Reimagining Higher Education through Strategic Frameworks and AI In today’s competitive higher education landscape, aligning leadership decisions with an institution’s core strengths is more critical than ever. The Value Lens Approach (VLA) serves as a strategic methodology to ensure leadership actions and resource allocations strengthen an institution's brand and areas of distinction. By honing in on what an institution does best, the VLA allows leaders to make informed decisions that drive sustainability and growth. The Mission Impact Levers (MIL) Framework brings the VLA to life by focusing on three critical components: - Mission = Distinctive strengths: what the institution is uniquely good at. - Impacts = What moves the needle and makes a material difference for the institution. - Levers = What needs to be pulled—think of these as resources that must be aligned and activated to make the Impacts happen. Grateful to AI experts Dr. Emily J. B., and Dr. James Hutson, PhD, PhD, for their instrumental role in developing a machine learning algorithm that powers the innovative solutions presented in this study. By integrating AI, institutions can better analyze data, predict trends, and drive alignment between mission, impact, and resource levers to overcome both immediate challenges and long-term goals. Attaching the study to share insights on how the frameworks above and AI can transform higher education leadership and decision-making. Let’s work together to reimagine how to support sustainable institutions of higher education. #Leadership #AI #DataDrivenDecisions #Collaboration #HigherEducation #Strategy #Sustainability #CoreEducationPBC

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This week's blog is a timely discussion for those wrapping up this academic year 🎓 and preparing for the next. Explore the "upstream thinking" concept and discover strategies to address issues before they become problems. Read this week's HP-Insights and revolutionize your approach to problem-solving as a system leader. The Preemptionist Mindset 👇🏼https://lnkd.in/gHVGPPxC #edleadership #edleader #highered #higheredleadership #teamdevelopment #cancelaverage #leadership #leadershipdevelopment

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The Top HR Trends for 2024: Essential Insights for HR Students and Professionals As we navigate through 2024, the HR landscape is rapidly evolving with trends that are reshaping the future of work. Jeanne Meister's recent Forbes article highlights these key trends, offering valuable insights for HR students and professionals. Here’s a breakdown of the top trends that matter most, complete with compelling data points: ➡️Generative AI Will Be Your New Work Buddy Generative AI is transforming how we work, introducing AI-powered assistants that enhance productivity and streamline tasks. For instance, Walmart's AI-powered app, My Assistant, helps 50,000 corporate employees by summarizing documents and creating content, significantly boosting efficiency. ➡️Generative AI Will Impact How Managers Lead With 200 million users of ChatGPT since its launch, managers are adapting to leading teams of both human and digital workers. Generative AI is expected to affect 25% of all occupations today, rising to 44% within three years. This creates a $16 billion market for reskilling workers displaced by AI. ➡️The Fear of Obsolescence Will Drive Companies to Increase Spending on Career Development & Mobility 75% of employees fear AI will make their jobs obsolete, prompting companies like PwC to invest $1 billion in AI training for 75,000 employees. KeyBank's AI-powered platform, Grow at Key, has seen a 60% increase in employee engagement in training programs. ➡️Hybrid Work Environments Are Good for Business 64% of workers would consider quitting if asked to return to the office full-time. Companies with flexible work environments have revenue growth four times faster than their more stringent counterparts, according to Boston Consulting Group and Scoop Technologies Inc. ➡️The Workforce Is a Blend of Full-time Employees, Part-Timers, Contingent Workers, and Digital Workers Statista reports a growth in part-timers from 20 million in 1990 to 26 million in 2022, with contingent workers forecasted to be half of the US workforce by 2027. Companies like Cisco and Novartis already employ a significant percentage of contingent workers, highlighting the need for effective management practices. ➡️Cognitive Skills Will Increase in Importance as Generative AI Gains Traction The World Economic Forum predicts that 44% of core skills will change in the next five years. Skills like creative and analytical thinking, technological literacy, resilience, flexibility, and lifelong learning will be crucial as AI continues to evolve. Call to Action: HR students embrace these trends to prepare for the future of work. HR professionals, leverage these insights to drive innovation and strategic change in your organizations. Educators, integrate these trends into your curriculum to prepare the next generation of HR leaders. "The best way to predict the future is to actively create it." - Peter Drucker #FutureOfWork #HRTrends2024 #GenerativeAI

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The use and effectiveness of #VR in business education and executive development is growing. INSEAD XR Immersive Learning is leading in the discussion in this industry.

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How does it change how faculty design and deliver courses? How does it change how students learn? This new technology raises the stakes for faculty members to reimagine pedagogy for on-campus programs and online courses. More than previous generations of technologies (e.g., digital connectivity in the classroom), this advancement may take us one step closer to the possibilities of personalized education at scale. What if we can design a personalized coach for the student before, during, and after class sessions, and if so, does it reduce or redefine the role of a faculty? What does this mean for different modalities of teaching--lectures, group work, case discussions, projects, simulations, capstone projects, etc.? Does it allow for new modes to be invented (I am particularly interested in business education but I am sure other disciplines must be wrestling with similar questions). #personalized_education #business_education Paul Carlile

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IN ONE WEEK: Learn how to navigate academic leadership complexities. Our Aug 13 webinar introduces HALE, connecting you with peers and expert coaches. Don't miss out: https://lnkd.in/eAVbev8P

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Strategy and tactics to support a systems thinking mindset.

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What Makes a Great Board Leader? In a recent interview, I discussed the evolving role of board leaders, including the U.S.-specific concept of the Lead Director, and why individuals take on these critical roles—not for the money, but to learn, give back, and stay engaged post-retirement. What’s your take on this vital role? https://lnkd.in/eHdDagXN #BoardLeadership #CorporateGovernance #Leadership

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𝗧𝗵𝗲 𝗙𝘂𝘁𝘂𝗿𝗲 𝗼𝗳 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗧𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗶𝗻 𝘁𝗵𝗲 𝗔𝗴𝗲 𝗼𝗳 𝗔𝗜 🚀 In an era where data is abundant but time and focus are scarce, strategic thinkers are grappling with a big question: How can we make smarter, faster decisions without drowning in information overload? That’s where AI comes in. By harnessing AI’s analytical power, strategic thinking shifts from reactive to anticipatory. It’s not about replacing human insight—it’s about enhancing it. 🌟 𝗞𝗘𝗬 𝗧𝗔𝗞𝗘𝗔𝗪𝗔𝗬𝗦 • How the 𝗣𝗼𝘄𝗲𝗿 𝗼𝗳 𝗠𝗲𝘁𝗮𝗽𝗵𝗼𝗿𝘀 can craft powerful narratives that transform complex ideas into relatable insights. • Uncover 𝗻𝗲𝘄 𝗽𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲𝘀 𝗼𝗳 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴 through drawing and visualization. • 𝗦𝘂𝗿𝗳 𝗮𝗻𝗱 𝗗𝗶𝘃𝗲 𝗧𝗲𝗰𝗵𝗻𝗶𝗾𝘂𝗲 - Explore the value of scanning the horizon before diving deep into strategic insights. • 𝗔𝗜 𝗶𝗻 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗧𝗵𝗶𝗻𝗸𝗶𝗻𝗴 and the integration of AI to enhance foresight and adaptability. • 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝘄𝗮𝘆𝘀 𝘁𝗼 𝘀𝘁𝗿𝗲𝗻𝗴𝘁𝗵𝗲𝗻 𝘆𝗼𝘂𝗿 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵 in any situation. Ready to level up your strategic thinking? Listen to the full episode for more insights. • YouTube: https://lnkd.in/gekJ3tBJ #StrategicThinking #learnfromthebest #Leadership #AI

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Market failure and redistribution have become the basis for endless government intervention in the economy. Too many public economists still presume a benevolent, all-knowing dictator will allocate resources to their best possible uses and redistribute wealth fairly and impartially. But governments are far from all-knowing or fair. Soviet economists thought they could allocate resources by gathering enough information. But shelves were often bare, or unwanted inventories piled up. It takes the “invisible hand” of a market economy to allocate resources best. Public economics lacks an adequate theory of government failure. Politicians are not benevolent: they try to stay in power by winning elections. Bureaucracies make decisions for personal aggrandizement, not just public interest. Nobelist James Buchanan (1919-2013), who criticized welfare economics for lacking a theory to explain government behaviour, helped found “public choice theory” to understand government behaviour. It leads to proposals such as limits on taxation to make unbounded government growth more difficult. So far, however, public choice theory has had a limited effect on the profession. Most public economics textbooks still focus on market failure, with government failure largely ignored.

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10 Ways Your Board Can be More Generative (1/2) In the last two entries I made the case that boards need to be more generative. Generative governance is focused on sense making, framing the work of the organization around essential questions of the school’s mission and values. This type of governance helps boards do the three things it must do well: identify the most important issues, engage in thoughtful deliberation about those issues, and then make sound decisions to ensure meaningful results. The problem largely emanates from identifying the critical issues. If boards latch on to peripheral (operational) problems, the opportunity cost is significant. Boards do not meet that often and thus time is limited. Generative governance is not merely about talking about key questions, it is about changing the mindset of the board. In the boardroom, they are not executives nor are they employees of the school. They are trustees. It is easy to miss this, which is why Chait spends so much time on the “problem of purpose.” Being very clear about the board’s purpose will shape the structure, form, and content of the board’s activity. This is what generative governance is really about.  Generative governance is so important because: - It is how a board can add the greatest value to an organization; indeed, generative governance is most valuable because it is work ONLY the board can do.  - It is more engaging and intellectually challenging to trustees than traditional modes and models of governance. - Generative governance makes the best use of the board’s time and talent. Spending hours reporting and updating, meandering in operational matters is frustrating, wasteful, and boring. - Generative governance provides the head of school with the collective mind of the board without inserting itself into operations. Chait says, “Generative work conveys the gift of helping executives see things better, improving their perception and perspective so that they are in a better position to invent new goals, to discard old goals, to better see problems and to discard problems that really are not that important in the long run.” - Generative governance is less dependent on technical knowledge and allows board members to contribute without extensive educational expertise.  - It focuses the board’s time on clearly defining who the school is with respect to the most critical issues the school is facing. In this sense, it is enacting the board’s primary role as mission guardians, trustees of the school’s integrity and future. If the reasons for becoming a more generative board are compelling, it may not yet be clear as to how a board would start being more generative. Next, I will provide 10 things your board can do to get started... https://lnkd.in/eCBcyQ3B

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🗣 Question: What are you doing next October 28th? 🙋‍♂️Answer: I am going to join a webinar and meet the guest editors Eric Liguori, Diego Matricano, and Thomas Pittz, Ph.D. to talk about the special issue 🖍 Leveraging Digital Technologies to Support Entrepreneurship in the journal Technology in Society (CS 17.9; IF 10.1) During the event, the guest editors will talk to scholars potentially interested in submitting their papers to answer their inquiries about potential research questions, areas of interest, theoretical and methodological research, implications and further developments of their papers, and other issues. Don't miss out this opportunity Here is the link to join us 👇 https://lnkd.in/dG2ytnSS

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MIT education for $2000 While providing Consulting and Training services for a large capital goods manufacturing MNC, we realized that the mid-level and Senior Management team is showing tremendous interest in learning and adopting AI & ML technologies. This appetite to constantly learn and update oneself has become the need of the hour especially at the Senior levels in Organizations. How does a Senior Management professional keep abreast of the latest developments without having to invest huge amounts in 'fancy degrees' offered by premium business schools? Scott Young has the right solution. He undertakes interesting self-education projects, such as attempting to learn MIT's four-year computer science curriculum in twelve months and learning four languages in one year. Here's his YouTube video on answers to common questions on how he achieved this without taking any classes!! To me, this approach seems to be the future of learning. What do you think? https://lnkd.in/gSKQPSNr

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