Author: Brady Stanton

Are Students Customers? It Doesn’t Matter.

by Heath Boice-Pardee (opens in new tab)

For the last several years, there has been debate about whether students in higher education should be considered to be “customers.”  I have heard various arguments over the years against this viewpoint, including ideas against that point of view, like, “students aren’t customers, they don’t pay for grades.” As well as, in favor, “students are customers because they are paying for a service.” Recently, I read a thread on Reddit suggesting that some feel that college students aren’t customers, but actually the product of higher education. Still more posit that the products delivered in higher education are the experiences offered and degrees conferred. Either way, what is crystal-clear is that there isn’t consensus in this debate. But does it matter? The fact remains that debating this topic won’t solve the challenges of increasing student satisfaction, retention, and helping to mitigate the enrollment cliff—in fact, the debate likely exacerbates these issues. Today’s generation of students want to be attended to and cared for, and enhancing customer service is pivotal in this regard (Inside Higher Ed, 2023). This doesn’t mean that they want to be coddled—just valued and heard—regardless of whether or not we consider them to be customers. Perhaps this is most […]

The One Issue That’s Bigger than the Demographic Cliff

by Amit Mrig (opens in new tab)

At a workshop I ran recently, I asked the participants to answer the question, “What’s one thing I know about leadership?” when they were introducing themselves. One of the participants, a brilliant researcher who directs three different centers, stated very plainly: “In higher education, you are always promoted into a job for which you have no training.” His comment wasn’t delivered with any cynicism—he was at the training voluntarily for precisely that reason. He wanted to learn more about leadership.  Over the last three years, I’ve worked with more than 75 groups on various college campuses at all levels—from Chairs, all the way up to Presidents and their senior teams. And I find that this exact same phenomenon exists at every single level. There are only two differences: The higher up in the institution, the less likely leaders are to admit that they need help; and the consequences of ineffective leadership are exponentially greater—even greater than the demographic cliff.   Higher education is unique in this way—most other people-driven businesses invest heavily in leadership. Higher ed, instead, has been slow to see the value. Instead, we prefer to prioritize a narrow definition of success—with high-impact publications, grant development, starting new programs, […]

Faculty Success in Today’s Higher Education: Introduction to the Article Series

by Sarah Seigle Peatman (opens in new tab)

Over the last decade, faculty success efforts have gradually consolidated on many campuses to become more comprehensive. Increasingly, institutions are creating or expanding integrated divisions of Faculty Success or Faculty Advancement, whose mission is to support faculty holistically—including a focus on faculty affairs, teaching and learning support, faculty and department Chair leadership development, and faculty well-being. They are also critical players in cross-campus initiatives around things like faculty hiring and retention, academic diversity, equity, and inclusion, faculty climate, and promotion and tenure.  This broadening of the faculty success portfolio no doubt poses some challenges, as faculty success units are often leanly resourced. They must also find ways to tailor their services to the unique needs of various faculty groups across rank and tenure (junior faculty, mid-career faculty, senior faculty, career-track faculty or lecturers), academic discipline, and intersecting social identities (race/ethnicity, gender, age and generational difference, caregivers, etc.). But a more integrated, holistic approach also represents a recognition among university leaders that faculty are not a homogenous group, and we cannot treat them as such if we expect to retain them or to produce the student success and research productivity outcomes we are looking for. Faculty needs are more complex and […]

A Message About Messages

by Sandra Miles, PhD (opens in new tab)

  We understand that global affairs such as the Israel-Palestinian Conflict can feel overwhelming for some and confusing for others. We encourage our members to take care of themselves and their students and colleagues during this time of unsettling events. To learn more about what is happening we encourage you to seek out informative and nonpartisan sources of information, an example of which can be found here – https://www.cfr.org/global-conflict-tracker/conflict/israeli-palestinian-conflict  Over the past few weeks, a number of campuses and campus presidents have found themselves in the middle of backlash, turmoil, and/or reduced confidence from their campus community. Attempts to quickly respond to the most recent Israeli-Palestinian conflict led to clumsy or seemingly offensive messages being distributed campus wide.  While there may not have been anything wrong with the message, however, the audience just did not agree with the messaging, timing, approach, or in some cases, all of the above.  Often, when world issues begin to spark national debate, many of our constituents may not realize the complexity or veracity of the topic and, their expectations for widely circulated messaging is based more on anchor bias – a tendency to rely too heavily on the first piece of information one receives […]

Improving Advising: A Five-Step Plan

by Carol Moore (opens in new tab)

This is a time of great transition in higher education. A gradual decrease in undergraduate enrollments has prompted colleges to focus on increasing retention and graduation rates as a means for stabilizing revenue and marketing for recruitment. At four-year colleges, faculty advisement has historically been limited to course planning, although more recent trends—initiated first by community colleges—have used professional advisors to offer wider-ranging services aimed at improving student success. The establishment of retention centers has played a significant role in reducing attrition, while allowing faculty to continue in their traditional role of ensuring their advisees meet graduation requirements.  Changing student demographics and perspectives about college bring with them new challenges. The current generation has struggled through COVID and battled the mental health difficulties that accompanied the pandemic as well as the world around them. Students and parents now have new expectations of colleges and their roles in preparing students for a career. Those expectations include helping students to identify a career path, support for academic preparation, and larger roles in assisting students to find placement post-graduation. Families and students assume that faculty will also assist students with stress and mental health issues (a good thing as according to national surveys, […]

Navigating Leadership Transitions

by Karen M. Whitney, PhD (opens in new tab)

Every leader generally experiences the same leadership life cycle, or what I call “Whitney’s Leadership Life Cycle,” that includes a set of stages as they begin, serve in, and leave a leadership role. There are four stages to every leadership position: Aspiring, Acquiring, Attending, and Adjourning. In order to be a successful leader, I suggest that there is value in creating a plan of action for each stage, mapping the intersections of what matters most to you with the institution you may wish to serve. Think of it as a framework or a filter that you will use to sift through what matters most to you as a leader, in connection to the priorities of an institution and the characteristics of the job that you would hold. At the end of the sifting, you will find your best “fit” for your next leadership position. Planning and acting during each stage of your leadership position with your “Fit Filter” will increase your potential for success! While the use of the word “fit” typically connotes the extent to which a leader fits or could easily assimilate into an organization, I offer a different orientation to the use of the word. I suggest […]

Arts & Humanities: Creating Jobs and Changing Societies

by Arts & Humanities: Creating Jobs and Changing Societies (opens in new tab)

By Eileen L. Strempel, Inaugural Dean of The Herb Alpert School of Music, Professor, School of Education & Information Studies at the University of California, Los Angeles and Baishakhi Taylor, Associate Vice Chancellor of Student Affairs at New York University Abu Dhabi     This is an exciting time for dramatic technological advances and technological investments, ranging from the invention of Chat GPT to the announcement of a $500M new technology campus in NYC. Higher education enrollment trends reflect a similar shift, as it seems everyone want to major in economics, business or computer science. One might ask, where are the similar investments in the arts and humanities? As higher education costs continue to increase, the numbers of arts and humanities majors are shrinking: In 2018, the share of bachelor’s degrees awarded in the humanities (10.2%) was less than a third of the size of the 36.7% share for the sciences (health/medical, natural, and behavioral/social sciences combined; Indicator II-03c). In 2020, it was reported that the number of college students graduating with a humanities major fell for the eighth straight year to under 200,000 degrees given, while other reports noted that the humanities were conferring less than 10 percent of […]

Forging the Future: Five Considerations for Developing Leaders at Your Institution 

by Nicole Pruitt (opens in new tab), Beth Rotach (opens in new tab)

Many have written, studied, and offered advice on the skills higher education leaders need to be successful, and in the wake of COVID-19, some of the needs have shifted and some have reached a fever pitch. Burnout, enrollment declines, artificial intelligence, and political and cultural polarization are just some of the external factors a leader needs to navigate. Internally, there are staffing and salary freezes, politics, racialized hierarchies, and tenure battles – it’s no wonder many institutions are struggling with recruiting and retaining key faculty and staff1.  Although employees have many reasons for leaving their jobs, one stands out. From April 2021 – April 2022, a McKinsey survey2 showed that the top reason for quitting a previous job is a lack of career development opportunities and advancement, outranking inadequate compensation. These results closely mirror those from a Pew Research Center survey3, which found lack of opportunities for advancement tied with inadequate pay as the reasons people quit. So, while there are multiple factors associated with driving employees away, it is telling that lack of growth within the organization ranks so highly.  It’s a message that’s beginning to resonate in higher education. Institutions and departments are beginning to recognize the need […]

Disrupting the Status Quo: 5 Counterintuitive Notions for Inspiring Creativity

by Stephen Whitehead (opens in new tab)

Creativity is an essential aspect of human nature, yet many people struggle to embrace it, either from insecurity or fearing its potential unpredictability. While it is tempting to stick to familiar routines that afford the comfort of not dealing with potential failure or uncertainty, there is no room for personal or organizational growth with this mindset. Today, the need to foster creativity that drives innovation and growth in organizations is a highly regarded requirement for leaders. However, simply telling your team to “think outside the box” isn’t exactly inspiring. To quote Ted Lasso, “Takin’ on a challenge is a lot like riding a horse. If you’re comfortable while you’re doing it, you’re probably doing it wrong.” While we all agree that change is scary, what makes creativity so satisfying is the opportunity to see situations from new perspectives. In this article, we will explore five counterintuitive notions that can help to cultivate a creative culture. Embracing creativity is both a challenging and rewarding process. While these examples may appear to be counterintuitive, give them a try and see how they are able to unlock the full potential of your meetings, employees, and organization to help drive innovation. Lean into embracing […]

When Innovation is More Than a Buzz Word

by David Kiel (opens in new tab)

Here’s how department chairs, deans, and unit directors can build and support the innovations that will help their institution thrive in the years to come. On many campuses you will find creative faculty, students, staff, and senior leaders who start programs that grow and eventually become transformative for the institution. These ventures build the school’s reputation, improve services to students and faculty, strengthen the curriculum and co-curriculum, enhance research, and improve community service. Often, they also generate major revenue streams. They make the institution more competitive and attractive in every sense. Yet the internal entrepreneurs (I call them intrapreneurs) who deliver these benefits, lack the support they need to bring their innovative ventures to maturity in a timely way. What would it look like if there were a pipeline of support for such ventures and the intrapreneurs who create and guide them at your institution? What if your college or university leaders had an active process for identifying such promising intrapreneurs, testing their ideas, and helping them with both the skills and resources needed for their ventures to mature? What would it look like if support for such efforts wasn’t haphazard and ad hoc, but structured and planned? To visualize […]

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