What is innovation? Is it a strategy? A process? A goal? Is it something only for the young and entrepreneurial? Is it the responsibility of everyone within an organization?
These were questions tackled by the full house of attendees at the recent “Innovation Conference” in New York City sponsored by Witt/Kieffer in conjunction with BritishAmerican Business, a membership organization of leading companies across industries on both…
Javier Cevallos, PhD, recently left a 12-year tenure as president of Kutztown University to take on the top job at Framingham State University. How did he know when to go? What pitfalls stood in the way at Framingham State? When does the honeymoon of a new presidency end?
Cevallos shares thoughts in a new Witt/Kieffer Leader Profile, “A College Presidency: The Honeymoon and Beyond.”…
In the fall of 2015, Witt/Kieffer released results of our fourth major healthcare leadership diversity survey, in a report titled “Closing the Gap in Healthcare Leadership Diversity.” The survey was sent to thousands of healthcare executives, with 311 leaders ultimately participating. They were asked to answer questions about topics ranging from the perceived equity of leadership in healthcare to the barriers hindering continued improvement in closing the diversity…
By Jim Gauss and Oliver Tomlin
We think leadership diversity is a big deal. That’s why we thought it was significant last week when our firm released results of its fourth Healthcare Leadership Diversity study. (It was also a big deal when we did our first study in 1998, and again in 2006 and 2011.)
The latest results are shared in a new report and related webinar:
By Charles W.B. Wardell, III
I recently had the wonderful opportunity to deliver a lecture for a large, appreciative audience at the Brooks College of Health at the University of North Florida. My theme was about leadership and “The Joy of Responsibility.” Allow me to share the definition of leadership that I used in that talk:
Leadership is not the act of leading people. It is the act of being responsible for a collective group of people.
By Kimberly Smith, FACHE, Senior Partner
For military officers, the decision as to when to transition into civilian life is tough to say the least. Family, logistics, raw emotion, and trepidation about the unknown come into play. If you’ve been a soldier for 10, 20, or even 30 years, it’s hard to leave the ranks.
But most officers, at some point, exit the services for civilian roles — they want something different for themselves or their families, or have reached a…
Two years ago, our CEO Charles Wardell told FoxBusiness.com that job experience “has come back into vogue in a big way.” Wardell’s point was that organizations are more earnestly recruiting older executives and other “seasoned” workers, especially in industries that are particularly turbulent and need staff to lend stability amid chaos. Opportunities are still there today for late-career professionals who want to keep working.
Of course, youth is in vogue, too, with career experts everywhere talking about millennials…
While chief diversity officers in higher education are succeeding in their careers and often moving up and out of their roles quickly, little attention has been paid to building a robust talent pipeline for the next generation of diversity professionals, according to a recent Witt/Kieffer survey of CDOs and other diversity officers. Only 12 percent of the diversity executives surveyed said that their institution has a…
By Lucy Leske and Oliver Tomlin
The role of chief diversity officer within colleges and universities has blossomed and evolved over the years. It has gone from being a primarily tactical position to a strategic one, requiring a much more multifaceted skill set than in the past. “The successful diversity leader needs negotiating, diplomatic, communication, and analytical skills in addition to educational credentials,” we
From Wall Street to Main Street, organizations are striving to diversify their boards of directors. The belief is that trustees should reflect and represent the varied constituents they serve.
An irony of boards’ seeking to reflect their communities is that they often have to look outside these communities to find diverse trustees—whether diverse is defined by gender, ethnicity, age, sexual orientation, or other criteria. “This just gives them a much larger pool of potential candidates,” says