Presenter Donna Alexander, President & CEO of Advoxum Global Strategies, offers best practices for navigating conflict and crisis. She examines the crucial elements of defining conflict and crisis, identifying, and prioritizing affected stakeholders, utilizing effective communication strategies, and ultimately, executing a plan of action.

Just 13% of CEOs of ATS-accredited schools are women. In Trust Center President Amy Kardash discusses the pathways for women in leadership of theological schools and how boards can help women succeed.

Five years ago, the Chaplaincy Innovation Lab at Brandies University opened to explore and support the role of chaplaincy. With a changing religious landscape, the role of chaplains can be a benefit. Theological schools, in their work to train chaplains, can benefit as well. Dr. Wendy Cadge, founder and director, of the lab, and Dr. Michael Skaggs, co-founder and director of programs, discuss the role of chaplaincy in shaping the church.

After taking over as the president of Hartford Seminary, Joel Lohr, Ph.D., undertook a new strategic plan, which seemed routine. But after bringing in Rick Staisloff of rpk GROUP, he saw an opportunity and charted a course that ended with a revitalized mission and a new name: Hartford International University of Religion and Peace.

Dr. Rebekah Basinger addresses the opportunities and challenges that come with chairing the board of a theological school, which include how to design effective board meetings, enhance board member engagement, and develop the board for long-term effectiveness while giving attention to the board chair and president partnership and the critical importance of call in both roles.

The rise of conspiracy theories and a lack of trust in institutions in societies have given some leaders in the church pause to consider the impact. In this episode, Rob Saler, Ph.D., of Christian Theological Seminary in Indianapolis, says theological schools can play a role in combatting these issues.

With any organizational plan, certain pivotal individuals – both internal and external – hold significant influence over our goals. To ensure the success of a program, initiative, or on-going strategy, we must prioritize these “Audiences of One” differently from larger audiences. Learn how the “Stakeholder Management Plan” tracks the status of these relationships to help boost overall success.

While serving as an interim president of Lancaster Theological Seminary, Dr. David Rowe was challenged with how to merge the school and preserve its mission. Rowe and Elizabeth Palmer Bennett, former CFO at Lancaster, discuss how the development of the merger came about, their observations, and the lessons they learned in the process.

This is "the" guide for people governing theological schools. As the introduction says, "How well a theological school is governed is key to the institution’s overall effectiveness and its fidelity to its mission. In the midst of change and discontinuity, the governing board is the steward that nurtures the purpose and vision of a theological school across the span of time." Download the guide and get started!

Dr. MaryKate Morse, who served as executive dean of Portland Seminary, discusses the key relationships she forged in an embedded seminary and how she demonstrated the value to the school.