By Lisa Lapin 

Anticipating a new year is an excellent time to think about preparing a strategic plan, whether it’s at the outset of an academic year, fiscal year or calendar year. If you already have a plan, it’s a great time to revisit, polish and give it an update. 

While it can feel like an annual chore, it’s a best business practice to have a stated strategy, make sure it is widely distributed and understood, and revisit it regularly to make sure your resources are going to the highest and best use.

Why go through the effort? Here are 10 benefits of a strategic plan:

1. It forces you to think and act strategically.  It keeps you on track, so that every effort and expenditure is aimed to accomplish a specific purpose, outcome or overarching vision. 

2.  It helps you to say “no,” to work that doesn’t contribute to the goals outlined in your strategy.

3. It helps you prioritize. By creating a strategic roadmap, you can more easily decide which tactics and goals are most important, which are already accomplished, and which can move up or down the list. 

4. It positions you as the leader. You can involve the input of many in the process of developing the strategy, and people will look to your leadership to execute on it.

5. It keeps everyone on the team accountable. Goals and tactics can be assigned to different departments or staff members, so that everyone knows how their work is contributing to the plan. 

6. It provides a basis to measure progress. Each year, you can assess: Did you meet the goals? Make progress toward them?  Accomplish them? Allowing you to celebrate and move on?

7. It makes performance reviews easier. Team members can be asked to do their self-appraisals based on their contributions toward the overarching plan, and manager evaluations can do the same.

8. It raises awareness and sets expectations for attitudes and behavior.  Strategic plans include a vision and mission, so the entire team understands your direction, how you want them to work and how you are establishing priorities. 

9.  It aligns your work with the larger organization. Presuming there is a plan at the highest levels, your strategy can be in support of the broader vision.  If there is not, you can align your strategy to the success of other similar organizations to which you aspire.

10. It reinforces you as a leader, and gets you a seat at the table.  You can demonstrate accountability to a board or show another oversight group that you are following clear strategic objectives, and that your work supports an overarching mission. 

Lisa Lapin is the founder of Lapin Strategy and a Senior Associate with the Peterson Rudgers Group, serving as an advisor to higher education and non-profit organizations on strategic planning, public affairs, communications and marketing. Previously, she was Vice President for Communications at Stanford University and the J. Paul Getty Trust.  

Quick guide to maximizing interview success

By Lisa Lapin

1. Have a message. Think in advance about the most important things you want to convey in the interview. If you were given a quote of only two or three sentences in the story – which is quite likely – what would you want them to be? During the interview, try toreturn to these core messages repeatedly.

• Anticipate challenging questions. Reporters need concise answers, so think about likely questions in advance and formulateanswers in your mind. Write notes if it helps. Use the answers to tie back to your core messages.

• Educate, don’t just respond. Simply answering a narrow, specific question may be missing an opportunity to educate a reporterabout the broader context of an issue or to convey a broader set of messages about it. Feel free to show that the topic is part of alarger issue, or has a history, or can be viewed from multiple angles other than the one from which the reporter is approaching it.

• Keep it simple. Unless you are dealing with a specialty/trade/niche news outlet, use terminology that most members of the generalpublic would understand. Speak simply and concisely. Don’t get into process details or other “inside baseball” – instead, go for examplesand anecdotes that bring your key points to life.

• Remember that you’re representing Getty. In your comments and demeanor, embody the professionalism andcommitment to excellence that are such important components of Getty’s values.

What if…?

… you’re not ready? Don’t feel obligated to respond on the spot  when a reporter calls. Ask if you can get back to the reporter at a better time;just remember to ask for his or her deadline, and be respectful of that deadline.

… you’re not the right person? Suggest the right person to speak on the issue (and give that person a heads-up so he or she anticipatesthe reporter’s call). Feel free to consult with Getty Communications if you’re not sure.

… a reporter asks you to go “off the record” or “on background”? Don’t. Different reporters may use these terms in different ways, and your comments can still be traceable back to you. Keep everything candid, straightforward, and “on the record.”

… you don’t know an answer? It’s fine to acknowledge that you don’t. Say you will look into the question and respond soon. This is acompletely appropriate response.

Lisa Lapin is the founder of Lapin Strategy and a Senior Associate with the Peterson Rudgers Group, serving as an advisor to higher education and non-profit organizations on strategic planning, public affairs, communications and marketing. Previously, she was Vice President for Communications at Stanford University and the J. Paul Getty Trust.  

Concrete ways to boost your internal communications and prepare for unforeseen change.

By Lisa Lapin

President Trump was one week into his first term, in late January 2017, and the panicked phone calls and overnight media inquiries began.  A Stanford graduate student was detained at JFK Airport while trying to return to campus after conducting research in Sudan. Her flight had been in mid-air when the executive immigration order took effect, temporarily banning people from seven Muslim-majority countries from entering the U.S.  Despite her legal U.S. residency and green card, and 20 years of living in the U.S., the PhD candidate arrived unknowingly to a new world, was subjected to confinement, handcuffed, searched and confined, and found herself the focus of national and international news attention.

It was the first in a series of early presidential actions that directly impacted foreign students and academics not only at Stanford, but throughout the country—actions that sent higher education leaders scrambling to translate new rules and communicate to their campuses, while simultaneously providing support to students, faculty, staff and their communities. 

Might more of the same happen again?  The lesson from 2017 is absolutely, yes.  Expect the unexpected.  Expect direct campus impacts that can’t yet be envisioned and expect disruptions that will likely amplify anxiety and divisions.  Not unlike the sudden nature of the COVID shutdown, or the student protests of the past year, the presidential transition brings campus leaders another challenge that will call for robust internal communication. Amidst the uncertainty, there are ways to build trust, minimize the anxiety and help your campus community by preparing ahead to communicate about change.  

How well you communicate in the face of any change directly impacts how smoothly your organization will weather the upheaval. Even if you don’t have every answer, you can be prepared to issue clear communication about campus values, resources and actions in the event of unforeseen change.  You can establish internal communication channels—via the web, email, social media—where people know they can go for updates and accurate information as it becomes available. And you can create ways for inevitable concerns and questions to be aired and vetted through deep listening. 

At Stanford in 2017, a small team scrambled within hours to create special web sites and FAQs around immigration questions.  Even when we didn’t have every answer, we could direct students and other panicked members of the campus community to people they could speak to.  Student Affairs staff were able to track specific cases and reach out to students, faculty and staff from directly impacted international communities. Web sites were updated regularly.  Counseling and outreach services were made available.  And regular, empathetic communication from campus leadership reassured that the university was seeking clarity on the new policies, and that it valued everyone as members of the community. 

Some basic steps you can take now, even before any issues arise:

Provide timely, easy access to facts and information.  Be prepared to quickly create an issue-oriented web site on a specific topic. Be able to promptly issue a campus-wide email, or at a minimum a targeted email to specific communities.  Make sure the staff needed to do so are ready to go.  Have clear channels and policies about where and when you issue leadership statements, particularly when an issue has direct impact on your campus community or operations. And even if all facts are not yet known, still create the channel, so people know there is a place they can turn for accurate information when it becomes available.  Prepare to keep the communication open and frequent—even if there is not new information to share, the community will know you are paying attention. 

Think ahead about your position on topics likely to be raised.  Immigration reform, changes to student loan and financial aid policies, and changes to research grant budgets are just some of the topics that have been discussed and could have a direct impact on campus communities.  How would you want to convey your values, and campus values, around the importance of each?  

Send empathetic, supportive messages. Even in the face of the unknown, acknowledging those who are frustrated, frightened or confused helps to ease tension and the inevitable emotions that arise in the face of change.  Everyone will be asking the question:  What does this change mean for me? When people feel seen and heard, they feel respected. When there are direct, tangible impacts to community members, it will not be a time for leaders to go silent. 

Be prepared to provide resources and support.  It can be more empowering for people facing any change if they have the tools to take some sort of action or if they know where to seek help.  As soon as you are able, tell people what the change will be, how it affects them, and what if any action they need to take.  Provide contact information for people they can speak with, whether it is campus financial aid experts, immigration legal assistance, student affairs or counseling staff. 

Prepare to foster engagement, listen and seek contributions and ideas.  Leaders should prepare to be present with their communities and to convene impacted groups to hear from them directly what concerns they have, what support they need, any ideas they have for managing, and how leadership can be helpful.  If the campus community can be included in decisions about change or any adjustments that may be needed, they may feel more engaged and less like victims being subjected to new rules.  Creating feedback channels also can ameliorate some tense circumstances.  Do you have ways to help students, faculty and staff respectfully speak their minds?  And is there two-way communication so they know what campus leaders are thinking? 

Begin contemplating how you will respond now, and you will be better prepared to respond when change arrives.  Done well, clear, transparent, empathetic, internal communication can help campus communities navigate uncertainty.  Recognize that the natural inclination is for people to resist change.  Clear communication can reduce anxiety, fear and mistrust.  It can prevent an onslaught of misinformation and provide people a more certain path to action and resources.  Engaging and involving the people who will be most impacted, listening to their concerns and ideas, will result in a higher degree of ownership and acceptance, even amidst new policies that they cannot control.  Effective communication around change can help build a more resilient organizational culture and a more mutually respectful community. 

Lisa Lapin is the founder of Lapin Strategy and a Senior Associate with the Peterson Rudgers Group, serving as an advisor to higher education and non-profit organizations on strategic planning, public affairs, communications and marketing. Previously, she was Vice President for Communications at Stanford University and the J. Paul Getty Trust.  

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For Campus Leaders, Election Preparedness is Crucial 

By Lisa Lapin

After one of the most intense and fraught periods in recent history for higher education, more campus tensions are forecast for the 2024 Presidential Election and beyond into 2025. And once again, a tremendous responsibility falls upon campus leaders to leverage the moment to advance their educational missions, and help their communities navigate a potentially disruptive season productively, safely and smoothly. 

Colleges and universities are filled with undergraduate student cohorts of first-time presidential voters, many also excited by hot issues such as abortion and climate change and international policy.  They are eager to participate, but potentially also anxious and confused by the mass amounts of information and disinformation before them.  America’s youth are not just choosing between two presidential candidates, but facing unprecedented national political divisions, an inescapable onslaught of conflicting digital content, and numerous external movements seeking to mobilize them, leverage their influence, and garner their votes. It is an opportune time to foster dialogue and customize academic programming for the moment. 

Colleges and universities themselves are already under intense scrutiny, and the actions of administrators during the fall election will be examined closely.  Battered by spring protests, and conversations about college value and high costs, higher education institutions have much to gain or lose by their performance around the Presidential Election.  At the most recent annual meeting of NACUBO, the National Association of College and University Business Officers, concerns about election-related tensions, protests and possible violence dominated the conference conversation. Worries included whether campuses still reeling from raucous protests over the war in Gaza will have the resources and wherewithal to also address unrest and disruption that could emerge over a divisive presidential race.  

But with the wisdom of that recent experience, strong leadership and effective communication strategies, campus leaders can harness student energy to maximize learning and effectively prepare to minimize election-related reputational risks. It is critical for campus leaders to plan immediately for the fall election cycle and potentially an aftermath of tensions extending into the new year.  Key to a successful fall and winter will be clear communication from leadership, including pre-emptive internal awareness about policies, well in advance of any escalation. Some key strategies to revisit and consider now:

Leverage the teaching moment to support your mission.  A presidential election is a tremendous educational opportunity, first and foremost.  With large populations of young people who will be voting for the first time, and their interest and engagement running high, campus leaders have pedagogical opportunity that plays to their strengths.  Identify pockets of faculty expertise that can be tapped to plan and contribute to academic programming: panel discussions, invited speakers, teach-ins and teach-outs.  It may be worth convening academic leaders, student leaders and trusted faculty to brainstorm ways to bring scholarship and academic expertise to bear on the important aspects of the election, in a manner that is factual, informative and a-political.  What does history tell us about past presidential elections? How does the Electoral College system work? How did political parties evolve? Wherever possible, the institution can rely on and activate existing programs and infrastructure: “Dialogues Across Difference,” “Community and Values,” and other programs can help foster open dialogue. 

Help students actively participate in the democratic process. Workshops and seminars on the democratic process could be helpful, as would instruction on how to determine whether information is accurate and which credible sources to trust. The American Council on Education has an extensive issue brief on “Student Voting and Political Campaign Activities for 2024” with practical advice on managing the moment. You have just a matter of weeks to focus on voter registration: How have you helped students to register and do they know where or how to vote?  Will you encourage or provide assistance to students who want to help get-out-the-vote, or participate in one of many existing federal programs designed to encourage student voting?  How do you help students inform themselves with accurate information with which to make decisions? 

Maintain institutional neutrality while supporting respectful discourse.  As with the war in Gaza, students, alumni and other stakeholders will push university leaders and administrators to take political positions and support or criticize presidential candidates. It will be critical this fall to communicate the educational mission and role of colleges and universities, to facilitate discourse and debate and conversation. For example, Harvard University announced that it will no longer take official positions on any policy issue unless it directly impacts its educational mission. Campuses can establish programs to be a vehicle for the political speech of others, while refraining from actively participating as an institution. Do organizations on all sides of the political spectrum have equal access to resources? 

Delineate what constitutes personal political expression and institutional or official statements. With hundreds and thousands of faculty and staff who want to use their voices to influence voters, confusion could ensue if their political statements are conflated with a campus taking a neutral position.  Members of the senior leadership team, including deans, will need supportive messaging and FAQs to help them respond to inquiries from their faculty, staff, students, alumni, and parents. They will also need guidance on when they can issue their own statements and when they should forward or amplify official university communications. Providing a template for communications is even more important for topics where tensions are high. It is important to communicate clearly to members of the campus community that during the election season, they are free to speak as individuals, not representatives of the institution.  This would be particularly important for social media accounts that are related to specific academic programs or departments.  Does your campus have a social media policy that makes it clear now social accounts with direct institutional affiliations and identities should be used?  Do you have policies around how students and faculty can use institutional email groups and channels? And what about political signage in dormitories and elsewhere on campus property? 

Assure that institutional policies regarding rallies and protests are updated and communicated.  Many colleges retooled and strengthened their policies regarding freedom of speech and expression in the aftermath of pro-Palestinian encampments this past spring.  Many adopted clearer standards that allow for speech but draw the line at any disruptions to the campus’ educational mission, such as noise, or whether students can safely travel to and from class.  Do your policies make it very clear what types of protest actions are acceptable?  And what will not be tolerated? As well as what punishments could ensue for specific policy violations?  

Be clear about how external, non-affiliated organizations can access your campus and students.  Many colleges and universities have open campuses and broad public access.  During the Gaza protests, it was sometimes difficult to tell whether protesters were students or external members of the public. Outside political organizations highly value access to students with election-related information.  Some student organizations may be approached to represent larger external organizations.  Are you prepared to handle the influence of outside organizations that seek to leverage students and student groups?  Do you have clearly communicated policies about who can use campus spaces?  Or for soliciting on campus? Do your student organizations know the rules for holding events and inviting outside speakers, including controversial speakers? And what will you allow with respect to signage? 

Keep your campuses safe and prepare for the potential of violence in the aftermath of the election.  As with Gaza protests, campuses could be targets for violent acts by people impassioned by any possible election outcome, given the strong divisions among political parties.  Violence and rioting could also emerge in the immediate vicinity of a campus. Some universities in Washington D.C. are bracing for violence, and even have parents declining to send students to the city over the election months for fear of unrest.  While everyone hopes that unity and calm will prevail regardless of the election outcome, it behooves campus leaders to make sure they are in close contact with local law enforcement jurisdictions. Is the collaboration between local law enforcement and campus security solid?  Does each know when they would be called upon? Do students know what to do to assure their own personal safety if protests emerge?  And if you have established parent programs, communicate to concerned parents about your campus safety plans.  

Establish a culture of openness and set expectations for respectful conduct.  Above all else, campus leaders can set a tone at the outset of the academic year for the type of conduct and conversation they expect of the campus community in the coming months.  Be open about the challenges ahead, acknowledge the divisions, and be empathetic about anxiety and confusion about the state of the world. Encourage students to be active learners, to respect and try to understand all sides, and to approach each other with open minds. Ask them whether escalating conflicts resolves issues, or would they rather be part of solutions?  Some campuses are incorporating lessons on active listening and civil discourse into freshman orientation programs or offering workshops.  Do you have a general campus conduct policy?  If so, it would be a good time to remind your community of its content. Encourage openness, curiosity, dignity and respect.

There is no doubt that the issues that will face university leaders throughout the President Election this fall with be increasingly complex.  There will be a need to acknowledge and confront both international and domestic tensions, and the reverberating impact of world and national events on sensitive campus communities. But with some advance planning and effective, pre-emptive communication strategies, conflicts can be reduced, reputational risks averted, and the educational mission can remain your primary focus.  

Lisa Lapin is the founder of Lapin Strategy and a Senior Associate with the Peterson Rudgers Group, serving as an advisor to higher education and non-profit organizations on strategic planning, public affairs, communications and marketing. Previously, she was Vice President for Communications at Stanford University and the J. Paul Getty Trust.