#593 debate

Our consultant was in town again (my, how fast the last quarter flew!).  As always, we spent a day crunching numbers, uncovering problems, brainstorming solutions and generating options of proactive strategies we could use to bolster our enrollment.

A lot of the conversations revolve around a debate between what is good in the short term vs. what is better in the long run.  Examples:

> We have seen inquiries from a new area, but they haven't resulted in more applications (aka: sales) -- yet.  Do we try to cultivate interest from this market or dump it because it isn't producing revenue?

> How much latitude do I give my staff in determining how to manage their own territory?  Our consultant thinks I should step in and give more orders or do reassignments -- because the aim is to get the job done.  I tend to allow my staff more autonomy in their work -- but should I?  Does the long term benefit of staff development outweigh the short term increase in results that we could possibly see from some changes?

> Our price point is always a point of contention.  When is it better to forgo some short term revenue for long term gain?

For these, and most questions, there are no clear cut answers.  I think the best balance of addressing long and short term needs is to engage others in the conversation about them.  If you are the one that ultimately makes the decision, you will benefit from opposing counsel and the choice will likely be more accepted if it is understood by others.

-- beth triplett
leadershipdots.blogspot.com

@leadershipdots
leadershipdots@gmail.com