What are the programs that are most important to us? What ways of doing things are most efficient? What will we stop doing? The latter question can be the most difficult to answer. Many of you worry that with position eliminations, those who are left behind will be left to do more with less. These are significant and possibly legitimate fears – that staff reductions to date have resulted in additional workload on those left behind.
As leaders, we must make difficult decisions and we must stop doing some important work in order to focus on our priorities. It is the responsibility of leaders across the university and at every level of authority, to ensure the work they assign is aligned with the university’s priorities for learning and discovery. We strengthen our priorities by putting our resources more squarely behind them. It is equally important to make focused decisions about what to stop doing. If we don’t make clear decisions about what we will stop doing, we risk losing this opportunity to focus on our priorities. In the short-term, help your leaders and yourselves by identifying and discussing work that could be stopped in order to focus more on higher-priority work. In the longer term we must work together on our shared services initiative to create a better designed organization that provides a better way to organize our work, creates more specialized support services and steps into a better support service model.
Greg and Brett