What if the secret to lasting organizational success isn’t just strategy but a flourishing workplace culture? In this episode, Dr. Michael Lindsay, president of Taylor University, shares how faith-driven leadership, values-based decision-making, and investing in people have led to remarkable growth in both employee engagement and institutional impact.
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In this episode:
Success Story of Zane Callison
• Zane Callison, a graduate of Taylor University with a degree in Philosophy, Politics, and Economics (PPE). (05:23)
• Initially planned to attend law school but became deeply engaged in criminal justice reform during his undergraduate studies. (05:31)
• Passionate about helping people with minor offenses get a clean start through initiatives like expungement for non-violent ex-offenders. (06:00)
• Worked hard to prepare for the LSAT and academic success, which led to his acceptance into Harvard Law School. (06:37)
• His journey is an example of a student embodying Taylor University’s motto: Life to the Full. (06:57)
Taylor University’s Organizational Health Assessment
• Taylor University has been conducting the Best Christian Workplaces’ Employee Engagement Survey for the past four years to assess organizational health. (07:17)
• Initially discovered that while the university was strong in its mission, its internal culture ranked lower than expected. (08:01)
• The leadership team set specific goals to improve the university’s engagement score as part of broader institutional objectives. (08:23)
Leadership’s Approach to Culture and Accountability
• Investment in Employee Experience:
• Identified one senior leader to take ownership of employee engagement. (08:33)
• Focused on improving frontline managers’ responsiveness, as they directly impact employees’ experiences. (08:55)
• Accountability & Reward System:
• Used department-wide survey results to identify areas for improvement. (09:26)
• Leadership team implemented increased accountability measures for managers. (09:35)
• Introduced performance bonuses to recognize managers excelling in employee engagement. (09:40)
• Established recognition and reward programs to incentivize cultural improvement. (09:45)
Encouragement & Leadership Approach
• Michael sees his role as “Chief Encouragement Officer,” fostering a culture of motivation and support. (10:42)
• Encourages senior leadership to develop both in character (integrity, spiritual growth) and competence (leadership effectiveness). (10:55)
• Example: Leading Through Intercessory Prayer Movement
• Inspired by the book Lead with Prayer. (11:16)
• Encouraged the senior leadership team to read the book and discuss its concepts. (11:24)
• Launched an intercessory-prayer initiative across campus. (11:29)
• Senior leaders meet with employees to pray together, fostering a culture of support and care. (11:34)
• The team has met three times in the past nine months for prayer. (12:00)
Building an Effective Leadership Team at Taylor University
• As president, Michael views part of his role as a “chief encouragement officer”—focused on recognizing and celebrating achievements. (12:43)
• Leadership team engages in structured goal-setting discussions based on Employee Engagement Survey results. (12:21)
• Senior leadership plays an active role in campus culture and is intentional about developing both character (integrity and spiritual leadership) and competence (professional growth). (12:48)
• Celebration of achievements is emphasized—small and large wins are acknowledged regularly in senior leadership meetings. (13:00)
Personal Leadership Practices
• Spiritual Foundations:
• Daily time with the Lord using the “Bible in One Year” app (13:37)
• Importance of intercessory prayer and structured prayer routines (14:06)
• Listening to God, not just making requests (14:31)
• Work-Life Balance & Sabbath Keeping:
• Observes Sabbath from Saturday night to Sunday night (14:52)
• Maintains consistency in rest and worship despite work commitments (15:06)
• Adjusts Sabbath practices when travel or work interferes (15:17)
Impact of Increased Employee Engagement at Taylor University
• Institutional Growth:
• 50% increase in incoming students, leading to record enrollment (16:37)
• Annual giving skyrocketed from ~$12M to $135M last fiscal year (16:45)
• Increased resources enabling faculty and staff investment (17:09)
• Direct Benefits to Employees:
• One-time $5,000 incentive bonuses for full-time faculty and staff (17:13)
• Enhanced workplace engagement leading to overall flourishing of the campus (17:38)
Strategic Responses to the Demographic Cliff
• Expanding Recruitment Efforts:
• Growing national reach, focusing on high-growth regions (South U.S.) (18:57)
• Increasing global recruitment, especially in Latin America, Africa, and Asia (19:17
• Seeking donor support for international students (19:27)
• Diversifying Academic Offerings:
• New programs in nursing, mechanical engineering, and artificial intelligence (20:00)
• Establishment of the Cornwall School of Business and Leadership (20:10)
• Expansion into physician-assistant and PhD programs (20:14)
• Financially Sustainable Growth:
• Expanding strong existing programs rather than adding costly new initiatives (20:28)
• Focus on “islands of health” where Taylor already excels (science, engineering, business) (20:30)
• Global Vision & Challenges:
• Positioning Taylor as a gold standard in Christian higher education (21:38)
• Navigating geopolitical uncertainties (student visas, international conflicts) (21:19)
• Balancing philanthropy and tuition to make education accessible globally (21:55)
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