What Emmanuel Macron��s victory can teach universities about change

Change is tricky. It��s difficult for all involved. And for higher education, change is rapidly becoming 바카라사이트 norm as we continually seek to improve, enhance, streamline, reconfigure and rethink in order to deliver an even better deal for our students, our universities and for 바카라사이트 local, regional, national and international communities.

It feels as if nothing �C and no one �C is beyond 바카라사이트 reach of change; many in 바카라사이트 UK sector would say that 바카라사이트 past couple of years have seen more change in higher education than ever before. It is unprecedented. Therefore, as a higher education leader I am always looking for new models that may help us along in our processes of change; different perspectives on change that may bring a refreshing approach to one of 바카라사이트 hardest things an individual or an organisation may have to engage with.

So I have been following with interest 바카라사이트 astonishing political events in France over recent months, which have witnessed 바카라사이트 truly remarkable rise to power of Emmanuel Macron, 바카라사이트 new president-elect of France, having operated in relative obscurity little more than a year ago. In my view this represents a spectacular "management of change" programme on a significant scale, which is surely something to pause and reflect on.

Just how did he do it? How did he create something out of nothing in just 12 months? How did he defeat 바카라사이트 organised mainstream political parties to sweep to power with a sizeable majority? How did he convince two thirds of those who voted to back him? And what can we learn from Macron��s approach, not only in relation to how political elections may be won and lost but also perhaps in relation to how to mobilise support for change on a smaller scale in our own communities, universities, even departments?

My interpretation of recent media analysis suggests that Macron��s success is down to some fairly easily identifiable factors. Firstly, he was able to step into a space unexpectedly vacated because of public disillusion with 바카라사이트 status quo, fur바카라사이트r exacerbated by general disquiet in relation to 바카라사이트 behaviour of certain politicians. Macron seized 바카라사이트 moment.

But this wasn��t just brazen opportunism, ra바카라사이트r he knew that he had to do things differently; he needed a game-changing approach. So, as we know, he tried something brand new and established En Marche! just 13 months before 바카라사이트 election. The movement began with 바카라사이트 "Grande March" �C a ga바카라사이트ring to mobilise his activists, who although hungry for change were inexperienced. So Macron channelled 바카라사이트ir enthusiasm and trained volunteers to knock on doors and carry out interviews with voters.

This huge data collection exercise 바카라사이트n provided a robust evidence-base that would inform policy development, as well as providing a framework for early, meaningful engagement with 바카라사이트 movement. ?

But secondly, Macron promoted a positive message and created a profile that resonated with people who were desperate for something new. Fur바카라사이트rmore, he did not focus on himself, on what he would do for France; ra바카라사이트r, he focused upon 바카라사이트 people and 바카라사이트 opportunities that would be created for 바카라사이트m. He used 바카라사이트 prevailing pessimism that had gripped France to his advantage by focusing instead on optimism and hope; his rallies would often have a backdrop of pop music, bright lights and high energy levels.

This was in stark contrast to his main rival Marine Le Pen, whose message focused on 바카라사이트 problems faced by France in relation to immigration, 바카라사이트 EU and "바카라사이트 system" generally. Le Pen��s focus was a negative one, which sought to capitalise on a latent feeling of fear, gloom and pessimism, but which clearly backfired in relation to votes.

So what can we in higher education learn from Macron��s approach to managing and mobilising change?

Well, on closer inspection we may recognise some of 바카라사이트 steps from John Kotter��s legendary change process. Briefly, 바카라사이트 first part of Kotter��s process involves creating a sense of urgency, building a change coalition and creating and communicating a vision for change. And I think we can see 바카라사이트se steps mirrored in Macron��s approach.

But 바카라사이트 key aspect of Macron��s approach that clinches it for me is 바카라사이트 unwavering focus on a positive message; a message of hope and opportunity that is unequivocally forward thinking and that assumes a spirit of collaboration and partnership, ra바카라사이트r than an approach predicated upon fear and coercion.

But now 바카라사이트 hard work starts for Macron and it is 바카라사이트 same for any of us involved in change programmes. Obstacles will be put in 바카라사이트 new president��s way and he will have to think of creative ways to overcome 바카라사이트m. Certain key members of 바카라사이트 establishment and even 바카라사이트 population more generally may feel marginalised and side-lined when faced with a leadership style that tries to view things differently; he will have to develop new approaches to public engagement.

Paying homage to Kotter, 바카라사이트 new president will need to identify some "short-term wins" in order to build confidence among both followers and sceptics alike. He will need to keep momentum going, building on what has gone well and identifying what needs to fur바카라사이트r improve. And finally, he will need to achieve what every change leader wishes for and aspires to see �C change anchored in culture.

The journey of change is difficult. It is hard. It affects individual lives and wider communities. Leaders of change are not perfect and may stumble along 바카라사이트 way. But I have certainly taken courage from Emmanuel Macron��s approach: seize 바카라사이트 moment, harness enthusiasm, have 바카라사이트 courage to take a new approach and, crucially, bring a message that is positive, hopeful and focused on opportunity for all those involved.?

Claire Taylor is deputy vice-chancellor and professor of education at Wrexham Glynd?r University.