前言
在过去的15年里,我一直在研究和建议全球组织进行“智能协作”,我可以这么说
confidence that President Scott Green is a true exemplar of the concept. From my first time working with him and his
几年前的领导团队, 我亲眼目睹了他致力于有效合作并取得成功
执行. 这是365滚球官网从财务破产中变得更加强大的关键, 全球大流行, 和一个
senseless tragedy involving four 学生.
我在哈佛大学(包括商学院和法学院)的教学和研究表明,高层领导人
typically value collaboration, 但 they often don’t know how to do it right. 这让他们在损失方面付出了高昂的代价
revenue, slower innovation, poor employee and customer engagement, and more.1
斯科特是个例外.
正如《365体育滚球》(由斯科特和他的合著者坦普尔·金恩撰写)中一再提到的那样。, he
has the skill and will to collaborate smarter to achieve his top goals. “最重要的目标”是至关重要的. 其中之一
first tenets of smarter collaboration is to start with the end in mind. Throughout 这本书, Scott reiterates his three
战略支柱:学生的成功, the path to R1 Carnegie research classification, 并通过
讲述大学的故事.
Scott never loses sight of these pillars, viewing every challenge and opportunity through the lens of these objectives.
它们不仅决定了他的优先事项, 但 they guide him when deciding whom to tap for associated projects. 让我们来
土壤研究就是一个例子. 当农业与生命科学学院(CALS)院长迈克尔·帕雷拉(Michael Parrella)申请一份
极具竞争力$18.九百万拨款建立一个深层土壤研究中心,斯科特和特别助理托尼
布洛伊也参与其中. 他们将拨款提案定为“总统优先事项”,这与教务长、副校长一致
教务长, 副总统, Office of 研究 and Economic Development, and Office of Sponsored Programs with CALS.
与这些不同关键领域的专家密切合作对于获得资助至关重要. 现在,来自
将来到莫斯科校区研究深层土壤碳捕获, 水的质量, 和变量
影响健康. 这 can help industry adapt to warmer temperatures in a sustainable way.
In addition to starting with the end (such as research excellence) in mind, 斯科特知道如何引入正义
perspectives—from both inside and outside the university. In fact, his network is so vast and ever growing that he
反复想到一个非传统但非常有益的咨询对象. 我们将把他的决定变成
比如大学校长. 为了做出最明智的选择,他会见了校友和长期在伊利诺伊大学工作的人
支持者, his current boss (the CEO at Hogan Lovells), and his former boss (comanaging partner at WilmerHale)—among
其他人. 利用他们对学校的集体知识和他的优势,他意识到这个职位是一份工作
适合. And sometimes, these ties boosted his prospects. 例如, after meeting with Scott, one influential
我跟爱达荷州董事会的一位董事说,新总统应该有事, 市场营销, 通信,
筹款, 政治专业知识(斯科特有)——不一定是博士学位——教务长和赠地经验
(斯科特没有). 如果斯科特没有培养和利用这些关系,谁知道会有什么
发生了?
It’s 清晰的 that Scott’s networking savvy extends to his colleagues. 例如, when the U of I needed more space for
它的博伊西法学院, 一处房产挂牌出售, President’s Office Special Advisor Chandra Zenner Ford stepped
in. She met with the listing agent for the property, an old friend she typically saw once a year, 赶上来. 她让
him know of the university’s interest in the 建筑; while the sales price was too high, 这个代理的连接
(和我大学的校友)同意以相当的价格购买并租赁给大学.
Smart collaborators also embrace conflict, knowing that a diversity of perspectives makes for a better end result.
是否与削减预算有关(例如.g. 2020财年为1400万美元)或新政策(如.g. 回归到面对面
2020年秋季授课, 不同的观点帮助斯科特和他的团队制定了最好的计划.
例如, 为了回到面对面的课堂, 大学要求戴口罩, 在线学习是可行的
for those uncomfortable being physically close to 其他人.
When things got heated during the pandemic and beyond, Scott made it a point of staying calm and continuing to work with
其他人. 他的口头禅, “保持冷静,继续破坏。,已经被教师们使用, 工作人员, 以及他的学生们
以数据和事实为依据. 例如,当教师在削减预算时表现出恐惧或歇斯底里时,他就会说
worked to keep his cool and share relevant statistics. In one case, he countered the perception the university was
I大学的学生/教师比例(1:14)与最可比的同行(1:16)的统计数据. 这
knowledge helped Scott and his 领导 team determine where to make cuts, 他沉稳的解释赢得了他
更广泛的支持. 这种行为与我们对智能协作的研究一致:压力会导致
人们退出, 但这正是有目的的时候, outcome-focused collaboration is most needed.
透明的, 清晰的, and regular communication also helps build interpersonal and competence trust, 两个关键因素
for effective collaboration and its strategic outcomes. Whether it’s with 学生, faculty, 工作人员, alumni, partners, or
公众, Scott consistently re-shares the U of I’s three pillars, 它的新发展和协议, 和
connection between priorities and decisions made. As fantasy and sci-fi author Alex Irvine has so wisely written,
“Overcommunicate. 告诉别人一些他们已经知道的事情总比不告诉他们一些他们需要知道的事情要好
听到.这就是斯科特在四名学生被残忍杀害后所采取的方法, 发送18封邮件通信给
学生, faculty, 和一个lumni in the weeks that followed.
Scott understands that to drive real change, 这需要多种心态的结合, 行为, 结构, 和文化
元素. 无论是标准化各学院和单位的财务报告结构, 投资研究
促进学生学习的能力, 或者向潜在客户推销大学的研究/学术荣誉
学生, 这些努力支持战略支柱,需要有关各方的明智合作.
Luckily, Scott and his team have this down pat.
I highly encourage 大学校长s, as well as leaders from any kind of organization, 阅读大学
总统危机手册. 它提供了一个蓝图,让你确定你的最高目标,以正确的方式合作
完成它们,并处理阻碍你的危机和日常挑战. 和我一样,你一定会被打动的
在过去四年里,在斯科特·格林校长的合作下,伊利诺伊大学取得了进步
领导. But Scott makes it 清晰的 it was a team effort: As you’ll read in this book, “团队精神和奉献精神
displayed by faculty and 工作人员 stood out to him. The institution persevered through incredibly difficult and stressful
situations because of its collaborative efforts.继续往下读,准备被惊艳吧.
Dr. 海蒂K. 加德纳
哈佛大学法学院杰出研究员
(1)关于这个话题的更多信息, 参见我的新书《365体育滚球》
转换工作.