Throughout this program and during my Adaptive Change Project, I have discussed extensively how the company where I work—Ruffalo Noel Levitz (RNL)—operates like most major corporations: it is focused on the bottom line. This is among the primary goals of any for-profit entity. I get that, but as an employee, I am also concerned about the professional goals and overall job satisfaction of myself and my fellow RNL colleagues. Not that the company doesn’t look at these elements when making business decisions, but these are the things that I am closest to in my daily activities and mental health.
This is why a big part of my Adaptive Change Project is committed to overall production time and cost efficiencies among myself and Creative Team colleagues, Client Success Directors (CSDs), and Campus Partners at RNL. Such a project strives to maximize the stewardship of human and material resources. First and foremost, this looks to make the most of the mental, emotional, and physical efforts we all put into the work we produce. Improving efficiencies will open the doors for more creative development time, less workplace burnout, and greater commitment to the company and our work. As a result, this focus on human and material resources will ultimately benefit the bottom line at RNL.
That’s because improved efficiencies will help to decrease campaign production costs, reduce campaign production time, and boost employee retention rates. This all starts with effective leadership to clearly communicate the Adaptive Change Project goals to project stakeholders, guide the team throughout each step of the project, empower people to embrace and take ownership of the project, and follow through on the initiatives identified in the project’s Balanced Scorecard.