As UCLA navigates budget reductions and operational change, managers play a pivotal role in sustaining excellence and supporting teams. This month’s Management Tip explores how to “do less with less” — prioritizing what matters most, stewarding resources responsibly, and leading with empathy and focus.
Balancing Leadership Vision with Everyday Realities
Chancellor Julio Frenk recently reminded us that “UCLA has faced defining moments before, and we have always met them with courage, resilience, and resolve.”
His message speaks directly to the moment we are in — one where managers must sustain UCLA’s excellence amid tightening budgets and hiring constraints.
“Doing less with less” is not a call to austerity; it is a call to focus. It challenges us to prioritize with intention, to steward our limited resources responsibly, and to lead our teams with empathy and clarity.
Aligning Leadership Vision with On-the-Ground Realities
The Chancellor emphasized UCLA’s obligation to ensure that the resources entrusted to us by society “add maximum value back to society.” As managers, our role is to translate that broad institutional vision into practical, day-to-day decisions.
To do this effectively:
Communicate openly about budget realities and their rationale.
Reinforce how operational changes align with UCLA’s values and long-term mission.
Model resilience — demonstrate that focus and adaptability are forms of leadership.
Tip: When sharing difficult updates, anchor your message in purpose: “We are doing this to protect what matters most.”
Evaluating Services and Exercising Fiduciary Responsibility
Industry research on operational effectiveness highlights that effective resource management during constrained periods works best when organizations focus on value optimization. By strengthening essential capabilities that directly contribute to institutional outcomes, managers can sustain performance and advance priorities even under financial pressure.
Operational review is not simply a budget exercise — it’s an act of stewardship. Consider which activities are essential to UCLA’s mission and which can be paused or scaled back.
Ask yourself:
Does this service directly support our core teaching, research, or service mission?
Can it be delivered more efficiently or collaboratively?
Would pausing it materially affect compliance, safety, or equity?
Thoughtful reprioritization ensures that limited funds support the greatest institutional impact.
Maximizing Limited Resources
Recent studies on organizational resilience suggest that leaders can amplify limited resources by streamlining decision-making layers, leveraging automation, and aligning workforce capacity with high-impact priorities. This not only enhances efficiency but preserves employee engagement by clarifying what truly matters.
Stretching resources effectively means working smarter, not simply harder. Managers can:
Streamline workflows and reduce redundant processes.
Cross-train staff to maintain operational continuity.
Utilize campus-wide tools and technology for efficiency gains.
Encourage staff input — those closest to the work often see opportunities for improvement that leadership might overlook.
Resources:
- UCLA Learning & Organizational Development – Training and Development
- Training Classes & Workshops
- UC Learning Center (LMS) – search "change management" and "process improvement" for available courses.
- Bruin Process Flow
Managing Teams Amid Hiring Freezes and Budget Tightening
Research on leadership during uncertainty underscores that consistent communication, empathy, and transparency are the most critical manager behaviors in maintaining trust and morale. Leaders who provide clarity and demonstrate emotional steadiness help teams remain focused even amid uncertainty.
People are at the heart of every operational challenge. Managing through scarcity requires both clarity and compassion.
Prioritize workloads realistically and recognize the human impact of change.
Maintain regular check-ins to listen, reassure, and refocus.
Celebrate small wins that sustain morale and reinforce shared purpose.
Encourage your team to innovate — resource limitations can spark creative problem-solving when leaders empower experimentation.
Resources:
Emotional Intelligence and Leadership Effectiveness — Center for Creative Leadership
How To Lead Through Uncertain Times With Clarity — Forbes
How To Lead In Difficult Times — Forbes
Empathy in the Workplace: A Tool for Effective Leadership (PDF) — Center for Creative Leadership
Preparing for Difficult Transitions
In some cases, workforce adjustments may be necessary. Handling these moments with transparency, fairness, and empathy protects both individuals and institutional integrity. Engage early with HR partners and make sure affected employees have access to resources and support.
Resources:
UCLA Resources for Transition: A Guide to Support Bruins – consolidated campus resources for employees experiencing layoff or reduction in time.
Staff & Faculty Counseling Center – counseling and referrals for employees affected by layoff or work-time reductions.
Leading With Light
The Chancellor reminded us that “Fiat Lux — Let there be light” is not just UCLA’s motto, but a promise to illuminate what matters most.
As managers, we keep that light alive by focusing on mission-critical work, stewarding our resources responsibly, and leading with courage, clarity, and compassion.
We are One UCLA — and together, we continue to move forward with purpose.
Additional Reading
10 Strategies for Leading in Uncertain Times — MIT Sloan Management Review
How to Lead Through a Crisis: 10 Key Strategies — Center for Creative Leadership
How to Support Your Team When Uncertainty Is High — MIT Sloan Management Review
Interested in reviewing prior months’ topics? Visit our Monthly Management Tips website.
Do you have feedback, questions or a suggested topic you would like to learn more about? Please email: managementtips@ucla.edu.
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