Bridget Burns

I have access to that data. I'm going to send it to you now. And so what's happening is this magical thing where people are experiencing real collaboration and a sense of community. They're feeling like they're on the same team. They're actually being reminded of the purpose that they work for students. They care about students. It's activating. It's very exciting.

I have access to that data. I'm going to send it to you now. And so what's happening is this magical thing where people are experiencing real collaboration and a sense of community. They're feeling like they're on the same team. They're actually being reminded of the purpose that they work for students. They care about students. It's activating. It's very exciting.

They're getting inspired because they're feeling like they have permission to actually solve problems in real time. And it's just a palpable sense of enthusiasm. Like it feels like this is, oh my God, this is like the kind of experience we want to have.

They're getting inspired because they're feeling like they have permission to actually solve problems in real time. And it's just a palpable sense of enthusiasm. Like it feels like this is, oh my God, this is like the kind of experience we want to have.

And at the end of that day, they take a step back and they look at the post-it notes and the headline is they discovered that in the email line that in those three months, they were sending every student at Michigan State 450 emails in three months from the day you get admitted to the day you show up, which is overwhelming and obviously not what anyone knew and not what anyone would want to do.

And at the end of that day, they take a step back and they look at the post-it notes and the headline is they discovered that in the email line that in those three months, they were sending every student at Michigan State 450 emails in three months from the day you get admitted to the day you show up, which is overwhelming and obviously not what anyone knew and not what anyone would want to do.

And most universities have no idea that they do that. And most of them are sending more than 450. And it's got to stop because it will stop students from registering. It will stop them from being successful. It's overwhelming if you're a first-gen student. It's just like, ah, you know how it is. You unsubscribe from emails. Like, gross.

And most universities have no idea that they do that. And most of them are sending more than 450. And it's got to stop because it will stop students from registering. It will stop them from being successful. It's overwhelming if you're a first-gen student. It's just like, ah, you know how it is. You unsubscribe from emails. Like, gross.

They also found that there were 50 types of holds a student could have on their account that they didn't know could exist. The university didn't know. So if we don't know, how are we expecting? The net result of this is... The institution is wiser. They're able to solve problems in real time about what the student's experiencing.

They also found that there were 50 types of holds a student could have on their account that they didn't know could exist. The university didn't know. So if we don't know, how are we expecting? The net result of this is... The institution is wiser. They're able to solve problems in real time about what the student's experiencing.

The community of people in that room feel like they actually own it. They get to decide what's happening. This is exciting. The president's not in the room, right? But since then, multiple Michigan State presidents have heard this story and it lives on. It's a legend.

The community of people in that room feel like they actually own it. They get to decide what's happening. This is exciting. The president's not in the room, right? But since then, multiple Michigan State presidents have heard this story and it lives on. It's a legend.

It's also inspired the other UIA campuses to map all the other things they do, whether it's major change or graduation or any college to career, etc. So it's an example of... how you can make change feel good. Play music, choose a room that's well lit, invite people together to be a part of a process that feels good.

It's also inspired the other UIA campuses to map all the other things they do, whether it's major change or graduation or any college to career, etc. So it's an example of... how you can make change feel good. Play music, choose a room that's well lit, invite people together to be a part of a process that feels good.

As opposed to a mandate that comes down from on high, where you individually are going to be negatively impacted and you get to have no input on the process. And frankly, the idea is rarely good. It's rarely actually the right idea. Because we know that collaboration brings better ideas. So that's an example. It's just human beings.

As opposed to a mandate that comes down from on high, where you individually are going to be negatively impacted and you get to have no input on the process. And frankly, the idea is rarely good. It's rarely actually the right idea. Because we know that collaboration brings better ideas. So that's an example. It's just human beings.

And if we could just have the most basic level of acknowledgement of that and care for people, we would create experiences that give them a chance to be their best selves and to give their best work and to this work should be fulfilling. And it can, I think change is incredibly fulfilling work when well done.

And if we could just have the most basic level of acknowledgement of that and care for people, we would create experiences that give them a chance to be their best selves and to give their best work and to this work should be fulfilling. And it can, I think change is incredibly fulfilling work when well done.

Yeah, invite your people into the problem that you need to solve. People love to solve problems. People love to be helpful. But what they don't want to be is a cog in a wheel told to do X or Y. And they also literally work in that area. They might have some ideas. Listen, I know that you can have employees that you're like, oh, they're just not going to want it.

Yeah, invite your people into the problem that you need to solve. People love to solve problems. People love to be helpful. But what they don't want to be is a cog in a wheel told to do X or Y. And they also literally work in that area. They might have some ideas. Listen, I know that you can have employees that you're like, oh, they're just not going to want it.