Abstract: This article presents a framework for cultivating an organizational culture that supports continuous learning within the context of achieving work goals and objectives. Drawing on literature from the fields of organizational learning, knowledge management, and adult education, the article outlines challenges to integrated learning and work. It proposes reframing learning as an inherent job responsibility, providing flexible learning pathways customized to individual needs, and protecting dedicated time for focused development. Metrics and practices for measuring progress are discussed, emphasizing multidimensional indicators beyond traditional training metrics. The value of sustained executive sponsorship to fully institutionalize learning is also covered. Case examples are used throughout to demonstrate practical application. The overarching aim is to establish habits and structures where ongoing skill development naturally occurs through daily work, empowering individuals and teams to adapt continuously to changing needs.

The landscape of higher education is undergoing profound transformation driven by technological disruption, funding challenges, shifting student expectations, and evolving workforce demands. Within this changing environment, faculty entrepreneurship has emerged as a vital strategy for both individual academics and institutions to adapt and thrive. Faculty entrepreneurship involves applying academic expertise beyond traditional roles, including consulting, speaking, content creation, and launching knowledge ventures. Despite possessing valuable specialized knowledge, many faculty members face uncertainty about how to translate their expertise into entrepreneurial activities outside academia. Highlights 🚀 Faculty entrepreneurship is a strategic response to funding cuts and evolving demands in higher education. 📉 Public funding for higher education has declined by 13% per student over the past decade across OECD countries. 💼 Faculty entrepreneurship includes consulting, speaking, training, content creation, and launching startups. 📊 STEM and business faculty show the highest engagement in entrepreneurial activities; humanities and social sciences are rapidly increasing their participation. 💰 Faculty entrepreneurs earn substantial supplemental income, with some earning up to $220,000 annually. 🏛️ Institutional policies and support programs significantly influence faculty entrepreneurship success. 🌐 Digital transformation and alternative credentials are shaping the future of faculty entrepreneurship. Key Insights 📉 Funding Challenges Drive Entrepreneurial Necessity: With public funding for higher education falling by 13% per student (inflation-adjusted) over the last decade, institutions face growing financial pressure. This decline necessitates alternative revenue streams and knowledge application models, positioning faculty entrepreneurship as a critical adaptive strategy. 💼 Diversified Forms of Faculty Entrepreneurship Reflect Market Needs: Faculty entrepreneurship is not monolithic but spans consulting, advisory services, expert testimony, speaking, training, and knowledge product creation like books and courses. This diversity allows faculty from various disciplines to find suitable pathways aligned with their expertise and interests. For example, STEM and business faculty often engage in consulting and startups, while humanities and social sciences increasingly leverage speaking and content creation. 🔍 Entrepreneurship Enhances Academic Productivity and Satisfaction: Contrary to fears that entrepreneurial activities detract from scholarly work, data reveal that faculty entrepreneurs produce 22% more peer-reviewed publications and obtain 34% more research funding than their peers. Additionally, faculty engaged in entrepreneurship report 37% higher job satisfaction, indicating that entrepreneurial pathways can complement and reinforce traditional academic roles rather than compete with them. ⚠️ Institutional Barriers Limit Faculty Entrepreneurship Growth: Nearly half of U.S. universities impose restrictive policies limiting external work, often capping it at one day per week and requiring burdensome approvals. Promotion and tenure systems continue to undervalue entrepreneurial activities compared to traditional research outputs, discouraging faculty from pursuing these paths. 🏛️ Successful Faculty Entrepreneurship Ecosystems Depend on Clear Policies and Support: Institutions like Stanford University and the University of Michigan demonstrate that well-defined policies, equitable intellectual property frameworks, entrepreneurial education, peer mentoring, and infrastructure support foster robust faculty entrepreneurship. 🌐 Digital Platforms and Alternative Credentials Expand Reach and Opportunities: The rise of online platforms reduces market entry barriers, enabling faculty entrepreneurs to reach global audiences with minimal infrastructure. The growing demand for specialized professional education fuels opportunities to develop alternative credentials and certification programs, opening new revenue streams and enhancing knowledge dissemination. 🤝 Collaborative and Multidisciplinary Ventures Will Shape the Future: Increasingly complex societal challenges require multidisciplinary approaches, leading faculty to form collaborative entrepreneurial teams. This trend leverages diverse expertise to create innovative solutions and enhances the societal relevance of academic knowledge. OUTLINE: 00:00:00 - Introduction and Abstract 00:01:34 - The Changing Context of Higher Education 00:03:12 - Nature and Benefits of Faculty Entrepreneurship 00:05:09 - Barriers and Solutions 00:06:42 - Case Studies and Implementation 00:08:16 - Strategic Implications and Future

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Abstract: Burnout is a significant issue facing professionals in a wide range of industries, yet it often goes unnoticed until the negative impacts emerge. This article explores the key dimensions of burnout as distinguished from temporary job stress, including emotional exhaustion, cynicism, and reduced professional efficacy. A review of common signs and objective assessment strategies helps practitioners recognize when stress has crossed over into burnout. Once identified, the research outlines actions individuals can take to address burnout through setting boundaries, managing workload demands, seeking formal or informal leave, and considering career changes if triggers cannot be resolved. Case studies demonstrate how identifying burnout prompted two professionals to pursue new roles better aligning their needs and skills. Overall, the article aims to raise awareness of burnout and promote its identification as an important indicator that a fresh job opportunity may be needed to restore well-being, passion, and optimal career functioning over the long term.

In this HCI Webinar, Dr. Jonathan H. Westover talks with Andy Lange about the evolving role of HR leaders. Andy Lange, MBA, PMP®, SHRM-SCP, is the Senior Vice President of People at Take Command, bringing over 15 years of combined HR, executive leadership, and operational experience. Prior to his current role, Andy served as CEO for seven years and as a partner and general manager, where he led business operations, talent strategy, and organizational growth. His career blends hands-on HR leadership with executive-level insight, enabling him to build scalable people programs that align with business objectives. Andy’s practical, real-world approach to helping HR leaders elevate their strategic impact through modern benefits strategies has been shared through speaking and editorial opportunities for BenefitsPro, HRSouthwest, business.com and SHRM. 🎙️ New to streaming or looking to level up? Check out StreamYard and get $10 discount! 😍 https://streamyard.com/pal/d/5000388458315776

In this podcast episode, Dr. Jonathan H. Westover talks with Andy Lange about the evolving role of HR leaders. Andy Lange, MBA, PMP®, SHRM-SCP, is the Senior Vice President of People at Take Command, bringing over 15 years of combined HR, executive leadership, and operational experience. Prior to his current role, Andy served as CEO for seven years and as a partner and general manager, where he led business operations, talent strategy, and organizational growth. His career blends hands-on HR leadership with executive-level insight, enabling him to build scalable people programs that align with business objectives. Andy’s practical, real-world approach to helping HR leaders elevate their strategic impact through modern benefits strategies has been shared through speaking and editorial opportunities for BenefitsPro, HRSouthwest, business.com (http://business.com/)  and SHRM. Check out his new e-book here: https://www.takecommandhealth.com/hr-leader-e-book Check out all of the podcasts in the HCI Podcast Network (https://www.podbean.com/podcast-network/HCI) !

This article explores the essential leadership behaviors that enable effective organizational change, emphasizing that change is both inevitable and challenging. Successful change leadership demands courage, adaptability, and a willingness to challenge established mindsets and routines. The article identifies five core behaviors that highly effective change leaders consistently demonstrate: embracing ambiguity, building commitment through transparent and engaging communication, empowering others via distributed leadership, leading with compassion to address the human impacts of change, and cultivating a learning orientation that treats failures as opportunities for growth. These behaviors are supported by case studies from major organizations like Cisco, Coca-Cola, Prudential, Yahoo, and Johnson & Johnson, illustrating how leaders have successfully navigated complex transformations. Highlights 🔄 Leaders embrace ambiguity by exploring options through trial and error instead of seeking certainty. 🗣️ Transparent, multi-channel communication builds commitment and reduces resistance to change. 🤝 Empowering distributed teams mobilizes diverse perspectives and frontline insights for innovation. 💖 Compassionate leadership addresses the psychological impacts of change, supporting employee well-being. 📚 Learning from failures fosters a culture of experimentation and continuous improvement. 🌍 Case studies from Cisco, Coca-Cola, Prudential, Yahoo, and Johnson & Johnson illustrate these behaviors in practice. 🚀 An adaptive, empowering leadership style enables organizations to thrive amid ongoing disruption. Key Insights 🔍 Embracing Ambiguity as a Strategic Advantage: Highly effective leaders accept the inherent uncertainty in transformational change, understanding that rigid plans are often impractical. By fostering environments that encourage experimentation and tolerate failure, leaders like Cisco’s John Chambers create psychological safety, which unleashes creativity and accelerates adaptation. 🗨️ Communication as a Change Catalyst: Transparent, consistent, and multi-directional communication is fundamental for securing buy-in across all organizational levels. Leaders who proactively address concerns, listen deeply, and engage through diverse channels—such as town halls, small groups, and digital platforms—can transform resistance into engagement. 🤲 Distributed Empowerment Enhances Agility: Large-scale change cannot be driven solely from the top. Distributing decision rights and resources to cross-functional teams closer to the front lines unleashes collective intelligence and responsiveness. 💡 Compassionate Leadership Mitigates Human Costs: Change disrupts more than processes—it affects employees’ identities, relationships, and psychological safety. Leaders who lead with empathy, such as Marissa Mayer at Yahoo, recognize and address these emotional dimensions through personal engagement and inclusive cultures. 📈 Learning Orientation Drives Continuous Improvement: Successful change leaders view setbacks not as failures but as essential learning opportunities. By encouraging a growth mindset and transparent sharing of challenges—as modeled by Alex Gorski at Johnson & Johnson—leaders cultivate cultures where experimentation is valued, risk-taking is supported, and iterative progress is made. 🌐 Case Studies Validate Leadership Behaviors: The real-world examples from Cisco, Coca-Cola, Prudential, Yahoo, and Johnson & Johnson provide concrete evidence that these leadership behaviors are effective across industries and contexts. 🔄 Integrating Humanity and Strategy for Organizational Agility: The synthesis of these behaviors highlights a leadership paradigm that balances strategic direction with human-centered management. Leaders who roll up their sleeves to engage directly with teams, support psychological well-being, and empower distributed decision-making foster cultures capable of continuous adaptation. #ChangeLeadership #OrganizationalChange #LeadershipDevelopment #ChangeManagement OUTLINE: 00:00:00 - Introduction and Abstract 00:01:04 - Setting the Stage 00:01:41 - Embracing Ambiguity 00:03:08 - Building Commitment Through Communication 00:05:01 - Empowering Others Through Distributed Leadership 00:06:44 - Leading with Compassion Through Change 00:08:14 - Learning from Both Successes and Failures 00:09:32 - Summary and Conclusion

Abstract: This article examines the factors that influence whose voices and perspectives gain influence within organizations. Through a review of the relevant literature across communication styles, cognitive biases, social hierarchies, and group dynamics, this research brief explores how certain individuals are more likely to have their ideas heard and shape outcomes based on attributes such as extraversion, confidence levels, gender, and social status. Biases in how competence and expertise are perceived unconsciously privilege those with characteristics aligning with dominant identity groups. However, practical recommendations are provided for how leaders can cultivate a more inclusive culture where diverse viewpoints have equal chance to meaningfully contribute. Examples from leading companies demonstrate the power of establishing equity norms, implementing unbiased processes, utilizing impartial third parties, and investing in feedback and development across employee demographics. The research stresses the need for multidimensional approaches acknowledging both individual and systemic barriers limiting diverse organizational voices.