Lack of Urgency Closing Universities

Once upon a time, in a quiet little university nestled on a hill, there lived a group of faculty and staff. They were a dedicated bunch, to be sure, but one thing was missing: a sense of urgency. This wasn’t the kind of urgency that made people frantic or stressed—it was the kind that gave them purpose, the kind of urgency that fueled inspiration and kept the university thriving.

But alas, the culture at this university was more like a sleepy fog. Days passed, and deadlines drifted by like lost assignments. Committees met, but decisions moved as slowly as a snail carrying a library on its back. The faculty chatted about grand ideas, but oh, how little was actually done! Students began to notice. Their classes felt stagnant, their experiences unremarkable. And while other universities innovated and adapted to the fast-changing world, this once-proud institution began to fall behind.

The president of the university, Mr. President, was a wise and observant leader. He had seen many institutions in his time, and he knew the dangers of a lack of urgency. He had heard the grumblings of students, the missed opportunities, and the growing sense that this university was stuck in the past.

"It’s time to act," said Mr. President one crisp morning. He stood before his team of deans, professors, and staff, and spoke with conviction. "We must build a culture of urgency, of purpose! This is how we will move forward, for our students and for ourselves."

Now, you might wonder, dear reader, what this sense of urgency really means. It’s the spark that drives people to work with intention, to finish tasks not just on time but with pride. It’s the energy that propels an institution toward greatness, where every person knows their role and strives to be their best.

When employees understand the importance of speed and efficiency, the whole atmosphere changes. Mr. President knew this. He’d learned from the likes of great leaders—people like Jack Welch at GE—who famously fired the bottom 5% of underperformers every month. "Tough, but necessary," Jack would say, "if you want to stay sharp."

So, Mr. President gathered his staff together in the big conference room. He laid out clear 90-day goals, and to their surprise, these weren’t suggestions. No, these were firm expectations. "Meet these, or you’re on probation. Fail again, and, well… off you go!" He wasn’t being cruel; he was being smart. He knew that without this fire under their feet, they’d be left behind.

Mr. President had learned a great deal about leadership. He knew that urgency was not just about rushing through tasks, but about setting clear goals, making decisions, and solving problems with swift and thoughtful action. He had once worked with legendary leaders who used bold strategies, such as switching all employees to stand-up desks to promote both health and productivity. He knew another university where meetings were restricted to stand-up sessions that lasted no more than 15 minutes—and you wouldn’t believe the impact! Productivity soared, decisions were made faster, and faculty felt more energized than ever.

"This is the way forward," Mr. President said, as he unveiled his plan. "We will meet only when necessary, and meetings will be short, focused, and productive. Our faculty and staff will have the tools to succeed, but with those tools comes the responsibility to act swiftly, with care and precision. We owe this to our students, and we owe it to ourselves."

But Mr. President didn’t stop there. He knew the future of education was changing, and so he made another bold move. They inculcated their university with the latest AI technology to cut costs, eliminate non-producing employees, refocus the role of the professor, and create a much better learning experience for graduates to find jobs— all while lowering tuition so students didn’t graduate with debt. AI allowed the university to automate many administrative tasks, enabling professors to spend their time on high-value teaching and mentoring, especially with advanced students or those needing extra support. The result? A leaner, more efficient institution that put students first.

And then, with a wry smile, Mr. President added, "As the joke goes, ‘How does one close a university? Put Faculty in charge of the business!’" The room chuckled, but everyone knew the truth behind it. Universities, after all, are academic institutions, not businesses. And too often, those in charge of education weren’t the right fit for managing complex operational demands. Faculty, though brilliant in their fields, sometimes lacked the skills to run the business side effectively.

Sadly, Mr. President had seen this before, not just with faculty, but with boards as well. Boards of trustees, especially those focused on fundraising, often made decisions that were entirely disconnected from the reality of running the university as a thriving institution. "I hear Board members say things like, ‘I will never vote to change that program, no matter how much it is losing, because that’s where I met my dear wife of 40 years!’" Mr. President shook his head. "Really? Boards designed for fundraising are terrible at helping the President manage the business, and frankly, it’s a charade when it comes to their true fiduciary responsibilities."

His words were inspiring. A sense of excitement rippled through the room. The university’s new mission was clear: to move with purpose, to be agile, to lead with urgency in every corner of the campus.

But Mr. President wasn’t done yet. He knew that urgency was not just about how fast you could work. It was about how well you could take care of yourself, too. "Living a life of urgency also means living well," he said, as he encouraged everyone to embrace healthier habits. He led by example—eating right, exercising, and inspiring others to do the same. "We can’t pour from an empty cup," he said. "To be our best, we need to be at our best, both in body and mind."

And so it was. The faculty and staff switched to standing desks, boosting their energy and focus. They limited meetings to short, sharp bursts of collaboration—standing tall, thinking on their feet, and getting back to their students quickly. They took on healthier habits—walking across campus, grabbing nutritious meals, and making time to recharge.

The transformation was incredible. Productivity skyrocketed, decisions were made with clarity, and problems were solved before they could spiral out of control. The university was alive with the hum of purposeful activity, and the students were the first to notice the change.

Classes became more dynamic, deadlines were met with ease, and the energy on campus was contagious. Students, inspired by the example set by their professors and staff, took on new challenges themselves, striving for excellence. They, too, felt the urgency—the inspiration—that had swept through the institution.

Now, you see, dear reader, a university with a sense of urgency isn’t just about rushing to meet deadlines or scrambling to keep up. No, it’s about having a clear vision, taking care of yourself and your team, and knowing that every step you take is one toward success. It’s about creating an environment where people thrive, where they are motivated to give their best, and where they understand that their work matters.

Mr. President’s university became a beacon of excellence, not because they worked harder, but because they worked with intention. The culture of complacency was gone, replaced by a culture of urgency, of inspiration, of purpose. And in this university, success wasn’t just measured by grades or rankings, but by the lives they touched, the ideas they fostered, and the future they shaped.

So, if you ever find yourself in a place where things feel stagnant, where deadlines drift by and progress feels slow, remember the lesson of Mr. President. Build a sense of urgency, live well, embrace technology, and inspire those around you to act with purpose. That, my dear reader, is the key to thriving, no matter where you are.