In housing and residential life, no year unfolds exactly as planned. Facilities issues emerge overnight. Enrollment projections change mid-cycle. A policy decision, staffing shift, or unexpected weather event alters even the most carefully constructed timeline. Fortunately, the strength of our profession has never been rooted in rigid adherence to a plan and depends in large part on our ability to be flexible, pivot with purpose, and anticipate what lies ahead.
What is true for our profession is also true for our Association. For some time now, the Executive Board has been leaning into foresight work. To further embrace this mindset and methodology, we have been engaged in meaningful work around the book The Anticipatory Organization by Daniel Burrus, which addresses how we might think differently about the future. Anticipation is not prediction or speculation; it is the disciplined practice of scanning the environment, identifying signals of change, and preparing thoughtful responses before urgency forces our hand. It asks us to move from reactive leadership to proactive stewardship. Anticipation is an act that requires curiosity, data, and diverse perspectives around the table. It also requires the courage to question long-held assumptions about how we have always done our work.
We saw this in action recently with the State of the Profession event. Severe weather disrupted travel plans and required quick adjustments. Schedules shifted. Delivery formats adapted. Behind the scenes, volunteers, speakers, and staff collaborated to ensure that the program continued to serve our members. The format changed, but the mission did not. While I believe in the power of being in community in person, I am excited about what we will learn virtually from our speakers in March and April. For me, this is a powerful reminder that when we are anchored in purpose and prepared for disruption, we can pivot without losing momentum.
So how do we strengthen our ability to anticipate and respond to shifts happening across higher education? First, it is important to maintain fidelity to mission and purpose. Having clarity about what we are trying to do and why keeps us grounded when faced with ambiguity and instability.
Second, we should all engage in regular and intentional environmental scanning. Pay attention to demographic data, enrollment patterns, legislative trends, labor market dynamics, and emerging student needs. What are the early indicators that could affect housing operations, occupancy, staffing models, or capital planning in the next three to five years?
Anticipation is not prediction or speculation; it is the disciplined practice of scanning the environment, identifying signals of change, and preparing thoughtful responses before urgency forces our hand.
Third, it is important to build adaptable teams. Professionally develop and cross-train staff, share information widely, and empower emerging leaders to exercise judgment. When knowledge and authority are distributed, our organizations are more resilient.
The fourth strategy is to stress-test your plans through scenario planning. What if occupancy drops by five percent? What if capital funding is delayed? What if demand exceeds capacity? Scenario planning builds confidence and reduces panic when change arrives.
Finally, and perhaps most importantly, stay deeply connected to staff and students. Their lived experiences often signal shifts before dashboards do. Listening carefully and consistently allows us to adjust in ways that are responsive and humane.
I am certain that the higher education landscape will continue to shift in the coming months and years. I am also certain that ACUHO-I will continue leaning into this anticipatory work. We are committed to being responsive, forward thinking, and aligned with what our members need to thrive in an increasingly complex environment. Through professional development, research, partnerships, and global engagement, we will anticipate where our profession is heading and provide the services and programs that support your success. Together, we have the expertise, creativity, and collective resolve to anticipate change, pivot with confidence, and lead the future of housing and residential life with clarity and purpose.
— Olan Garrett, ACUHO-I President
Talking Stick magazine takes its name from the symbol of international friendship presented to ACUHO-I in 1973 by the Ohiat Band of the British Columbia Indian Nation. The talking stick, or speaker’s staff, is hand-carved, and the inscription explains, “It is a sign of authority carried when proclamations are to be made or a meeting of chiefs is in session. It is a token of common heritage both to Canadians and Americans.”
