Questions That Clarify Who We Are
Questions Part-4
By Rick Aman onA clear sense of identity gives direction to decisions and stability in seasons of change.
When Activity Outpaces Identity
I am an accreditation evaluator for the Northwest Commission for Colleges and Universities (NWCCU). Years ago, on an accreditation visit to a western community college we began with the president and executive team in their boardroom. Posters of new programs filled the boardroom walls, but completion rates were sliding. At first glance it looked like a celebration of innovation. The president called it proof that the college was responsive, nimble, and student centered. Yet the deeper we dug, the more we saw a concerning pattern. Completion rates had slipped, advising loads were unsustainable, and the budget appeared to be a strategy of hope. The catalog had doubled in size within five years, but the mission statement had not changed at all. What looked like momentum on paper felt like mission sprawl in practice.
As I participated in the visit, one question came to mind: “What is the college’s work to do, and just as importantly, what is not?” One executive team member admitted they had been chasing every good idea without first asking if it aligned with the college’s mission. Before debating which programs to cut or keep, the board and leadership needed to reconnect with the college’s core identity. Only then could strategy, budgeting, and staffing follow with clarity.
Why Purpose Must Come First
I have seen this situation of clarity of purpose more than once, both as a community college president and now as a consultant. In times of rapid change boards and executives often rush to diversify revenue streams or launch new initiatives. The intent is noble, protect the institution, serve more learners, and remain competitive. Yet the unintended outcome is noise. When identity blurs, strategy drifts, culture fragments, and resources scatter. People work harder and feel less successful because they no longer share a crisp definition of why the organization exists.
During my presidency we confronted a similar crossroads. State funding had softened, industry partners didn’t understand the workforce role of a community college, and rival schools offered eye catching online options. It was tempting to layer program upon program just to keep pace. Instead, we pressed pause and returned to first principles. I asked my team, “If we opened our doors for the first time tomorrow, knowing what we know today about our region, who would we serve and how would we measure success?” That simple inquiry reframed every budget line and every course offering. Some of the team understood the importance of sun setting certain programs, not because they lacked merit, but because they no longer aligned with the core promise we made to our community. Hard choices followed, yet enrollment and completion improved because purpose regained its seat at the head of the table.
One of the frameworks I’ve found most valuable in helping organizations rediscover their core identity is Ikigai. Originally a Japanese concept meaning “reason for being.” I have adapted it to leadership and strategy in a way that resonates deeply. For organizations, it comes down to asking four intersecting questions: What do we love? What are we good at? What does our region need from us? And what generates sustainable revenue?
These four questions create a powerful compass. When they align, they reveal the institution’s true center, its unique contribution to their region. When they diverge, that’s often where confusion, burnout, or missed opportunity begins. I’ve used this model with colleges and nonprofit teams. It invites reflection not only on mission, but on impact and sustainability. If your programs or initiatives fall outside of this intersection, they may be worth rethinking. And if you find new opportunities sitting right in the middle of that Ikigai space, that’s often where future growth should focus.
Identity questions may seem philosophical, but they lead to highly practical decisions. Higher ed has been good at focusing on inputs vs. outcomes. When leaders ask who they serve, they sharpen marketing and enrollment strategies. When they ask what transformation they promise, they shift from measuring activity to measuring outcomes. When they ask which strengths are truly distinctive, they stop imitating others and focus on their own competitive edge. And when they ask what must end, they create space by confronting long-standing practices that no longer serve the mission.
Rediscovering Purpose and Moving Forward
I often hear presidents reach for new key performance indicators or data dashboards when the real problem is fuzziness around purpose. Metrics can expose symptoms, but only for purpose cures disease. In workshops I invite trustees to picture a future board meeting five years ahead. The institution is thriving. Students complete, employers hire, community leaders applaud. Then I ask, “What did we choose not to do in order to arrive at that outcome?” The answers reveal priorities far more vividly than any spreadsheet.
Today the pressure to expand remains relentless. Demographic headwinds, disruptive technology, and competitive grant culture all encourage institutions to be everything to everyone. Artificial intelligence promises shiny new credentials, and political forces reward quick wins over sustained focus. In this swirl, clarity about who we are becomes more valuable, not less. Leaders who ground decisions in identity resist the temptation to chase every trend. They can adopt AI where it amplifies mission while ignoring fads that distract. They can accept grants that align with purpose while declining funding that stretches capacity beyond reason.
As you prepare for your next planning cycle, I challenge you to dedicate at least one extended session to identity before touching goals or tactics. Ask, without apology, who you serve, what unique transformation you promise, which strengths differentiate you, which programs you would build again from scratch, and which beloved activities no longer fit. Invite honest stories from students and partners. Listen more than you speak. Document the essence you hear and test it against every strategic proposal on the table. The discipline feels slow at first, yet it accelerates execution because decisions align.
I’ll close with a memory from one of my doctoral professors. After a lively class discussion that had veered off course with endless additions, he pulled me aside and said, “Rick, vision tells us where we’re going, but identity tells us why the trip matters. Without the why, maps become cluttered.” He was right then, and he’s right now. Plans shift, markets change, but a clear sense of identity keeps us grounded. The path to real improvement begins with questions that clarify who we are.
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If your board is ready for an identity reset, let’s talk about an Ikigai-based retreat, I am ready to help. At Aman and Associates we design retreats that surface the questions capable of clarifying identity and focusing strategy. We believe that purpose should drive every plan and that asking better questions is the fastest route to institutional health. Feel free to reach out if you want to explore how a renewed sense of who you are can lead to sharper direction and stronger results.
Rick Aman, PhD
Aman and Associates
rick@rickaman.com | http://rickaman.com/articles
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