{"title":"应对全球流行病不确定性的经验教训:两年制高等教育机构领导人的见解","authors":"T. Strayhorn","doi":"10.1080/00091383.2023.2235247","DOIUrl":null,"url":null,"abstract":"In Short Commit to lifelong learning and ongoing development, even while leading through crises. Acknowledge the individuality and uniqueness of people, while also celebrating and recognizing the meaningful contributions of/to teams. Put people first by prioritizing beings over buildings, people over profit. When leaders show up for their people, people show up for them too, especially in times of crisis when people may be feeling unsure, uncertain, and unseen.","PeriodicalId":77065,"journal":{"name":"Change","volume":"55 1","pages":"16 - 22"},"PeriodicalIF":0.0000,"publicationDate":"2023-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Lessons Learned Navigating Uncertainties of the Global Pandemic: Insights From Two-Year Higher Education Institution Leaders\",\"authors\":\"T. Strayhorn\",\"doi\":\"10.1080/00091383.2023.2235247\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"In Short Commit to lifelong learning and ongoing development, even while leading through crises. Acknowledge the individuality and uniqueness of people, while also celebrating and recognizing the meaningful contributions of/to teams. Put people first by prioritizing beings over buildings, people over profit. When leaders show up for their people, people show up for them too, especially in times of crisis when people may be feeling unsure, uncertain, and unseen.\",\"PeriodicalId\":77065,\"journal\":{\"name\":\"Change\",\"volume\":\"55 1\",\"pages\":\"16 - 22\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2023-08-08\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Change\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1080/00091383.2023.2235247\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Change","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1080/00091383.2023.2235247","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Lessons Learned Navigating Uncertainties of the Global Pandemic: Insights From Two-Year Higher Education Institution Leaders
In Short Commit to lifelong learning and ongoing development, even while leading through crises. Acknowledge the individuality and uniqueness of people, while also celebrating and recognizing the meaningful contributions of/to teams. Put people first by prioritizing beings over buildings, people over profit. When leaders show up for their people, people show up for them too, especially in times of crisis when people may be feeling unsure, uncertain, and unseen.