Author: Daniel Fusch

Presidential Transition: 3 Things Chief Advancement Officers Can Do to Help the New President Start Right

A presidential transition can be a challenging time, and those critical first conversations will set the tone for the partnership ahead. by Sasha Egorova, Academic ImpressionsInterviewing Jake Heuser, Bradley University Welcoming a new president can be an unnerving event for the whole campus. It can particularly be a challenging time for the vice president of advancement and the advancement team. Those critical conversations in the first few weeks of a new presidency can set the tone for the partnership between the president and the chief advancement officers in the months ahead–a partnership that will be critical to the health of the institution. We recently spoke with Jake Heuser, VP of Advancement at Bradley University, about what it takes to ensure a smooth transition. Heuser has been at Bradley for over 10 years, having raised over $100 million dollars while working with two presidents during his tenure. A couple of years ago, Bradley went through a presidential transition. Reflecting back on that experience, Heuser offered some key insights on how to establish a productive VP/President relationship during a presidential transition – and three steps to engage your new president effectively in fundraising. 1. The First Meeting: Overprepare, Have a Plan, But Stay […]

Adjunct Faculty: A Department Chair’s Guide to Orienting New Instructors

Department chairs are busy people, and hiring and onboarding adjunct faculty is just one of many tasks on their plate (sometimes right before the start of a new semester). To make it easier, here is a checklist of essential information that chairs should share with new adjunct faculty when hiring them, including course syllabi, textbooks, learning outcomes, encouraged pedagogical approaches, grading philosophy, and where adjunct faculty can go on campus for other resources. by Teresa Focarile, Boise State University As a department chair you have a lot of responsibilities, and hiring and onboarding adjunct faculty is just one of them. Introducing these new instructors to their courses, as well as to department and university culture and resources, can be a big task, particularly if your institution does not have a robust new adjunct faculty orientation program. Adding to the challenge is the fact that adjunct faculty don’t all have the same level of experience in the classroom, or the same history with your institution, so it’s not always possible to have a one-size-fits-all process for getting them ready to teach. That said, there are a few key points that are important to cover in an orientation session that will be […]

How to Become One of the Best Colleges for Veterans and Military Students

by Susan West Engelkemeyer, President, Nichols College While the number of recent high school graduates is shrinking, the pool of military veterans eligible for federal education funds continues to deepen. Certainly the presence of these students does their alma maters proud, but there is much more to being military friendly than thanking them for their service. Providing a college education that meets their particular needs takes work, planning, and a long-term commitment to fulfilling what’s expected of military friendly schools. A leading arbiter of how well colleges are doing on this front is Military Friendly (formerly Victory Media), a marketing and advocacy firm that publishes data-driven ratings for post-military education and career opportunities.   Every year, the company compiles a list containing the top 15 percent of the thousands of universities, colleges, and trade schools it surveys.  In 2018, 800 schools—including Nichols College—made the cut in four divisions ranging from pre-Bronze and Bronze to Silver and Gold. Here’s how we achieved that status — and what you can learn from our efforts. We will cover what we’ve done so far, what we’re doing next, and what you can do on your own campus. What We’ve Done So Far Since 2015 we have held our […]

How Bay Path Boosted STEM Success for Underrepresented Women

Establishing a Center of Excellence for Women in STEM has improved academic success, engagement, and retention of underrepresented, low-income, and first-generation undergraduate women in Bay Path University’s STEM majors. Here’s what Bay Path did, and some lessons learned that may be key if you would like to undertake a similar initiative. by Gina Semprebon, PhD, Professor or Biology, Founding Director of the Center of Excellence for Women in STEM, Bay Path University; Christine Bacon, D.HEd, Associate Professor of Biology, Chair of Science, Bay Path University; and Lamis Jarvinen, PhD, Director of Partners for Scientific Inquiry The Challenges We Faced As seen in many other higher education institutions, our female students have become increasingly attracted to pursuing STEM majors over the past several years. At Bay Path University, a women-serving institution at the undergraduate level, we have responded by expanding our STEM offerings and have sought for effective ways to both attract and retain women in our STEM majors, as well as to serve as a networking and educational center for professional women in STEM fields in our region – many of the latter being our own graduates. However, the typical academic challenges faced in gateway, foundational courses within the first two years of […]

Challenging Androcentrism in the Academy: Why We Need to Value Empathy More

Empathy and compassion are critical for high-performing academic leaders, but institutions often undervalue these leadership competencies due to implicit gender bias. Let’s look at how to counter that tendency. This is the second in a series of articles on challenging androcentrism in higher education. by Rosalind Spigel, Organizational Development Consultant and Leadership Coach, Spigel Consulting  In this second article, we’ll look at one set of leadership traits we identified earlier in the series: empathy and compassion. We’ll examine: How Empathy and Compassion are Linked to Leadership and Team Performance As the idea of emotional intelligence has become more accepted in the years since Goleman, Boyatzis, and McGee began publishing their research on it, acceptance of empathy and compassion as leadership competencies has also become more common. As a leadership competency, empathy is defined as the ability to: Compassion moves beyond understanding to action, such as acting in someone else’s interest. In the human systems that are our colleges and universities, managing conflict, coordination, and relationships is paramount. Leading with empathy and compassion inspires trust, and trust strengthens relationships at the individual, team, and system levels. We know that addressing conflict with an empathetic skill set — including listening, openness, and understanding — […]

Challenging Androcentrism and Implicit Bias in the Academy

Higher education is still “a man’s world,” though it doesn’t have to be. But equipping women with tips and tools for getting ahead isn’t enough to level the playing field; deep change requires a shift in organizational culture. This is the first in a series of articles looking at how college and universities can navigate that shift.  by Rosalind Spigel, Organizational Development Consultant and Leadership Coach, Spigel Consulting  Recent studies have documented persistent gender inequities in higher education, including gender gaps in faculty salaries and only slow increases in the percentage of women in leadership positions. Women in higher education (and across sectors) face formidable barriers to advancement not only because gender bias exists on a personal level, but also because these biases are built into our organizational structures. Equipping women with tips and tools for getting ahead isn’t enough to level the playing field; deep change requires a shift in organizational culture. This is the first of a series of articles in which I will be looking at how men and women practice leadership traits, how these traits are often interpreted, and how biases held by both women and men keep women on the margins and impede their advancement […]

Social Strategy: How ATSU Bridged Departmental Divides to Build a Unified Social Media Presence

ATSU’s approach to unifying its social strategy across departmental divides has yielded an 879% increase in organic reach on Facebook. by Anne Ackroyd, Public Relations Specialist, A.T. Still University Over the past year, while most public pages have seen a significant decrease in organic reach on Facebook, A.T. Still University (ATSU) has seen an 879% increase (comparing June 2017 to June 2016). One of the major factors in ATSU’s success has been an innovative, university-wide social media committee, developed to overcome departmental divides and build a more unified social media presence. In early 2017, ATSU’s marketing team determined that the quantity of university-affiliated social media pages was undermining the institution’s reach and engagement. This problem is not unique to ATSU, a small graduate health sciences school of about 3,000 students. A quick search on Facebook for your alma mater will likely reveal dozens of pages that bear some variation of the institution’s logo. The problem stems from the silo mentality that plagues higher education. Faculty, staff and students often identify strongly with their area of study, rather than with the institution as a whole. In addressing this issue, ATSU developed a replicable model for a social media committee tailored to the […]

Recruiting the Right Major Gift Officers

by Dr. Joshua Jacobs

Before you hire your next major gift officer, clarify what the team really needs in the newest MGO, identify the skills you need to ask for, and deepen your candidate pool by searching for non-traditional candidates who have the right combination of skills and personality traits to succeed. Here’s how. The retention and recruitment of major gift officers (MGOs) in higher education is problematic. The average tenure of an MGO, by some estimates, is just above 18 months, levying a high cost on the institution in repeated searches, lost philanthropic momentum, and severed relationships. Not only is the length of tenure brief, the search costs to replace MGOs are high. Because the central pillar of successful fundraising is the relationship with the donor, and because each representative of the institution must establish credibility and trust with the donor before the best gift can be secured, replacing one MGO with another is not a simple plug-and-play process. Additionally, the position requires specific talent. It is not possible to place just anyone in the role, due to the high-level of autonomy (substantial self-direction and travel), lack of direct accountability (difficulty assessing performance), and significant burden of institutional representation (a lone individual is representing […]

How to Negotiate Your Salary in Higher Ed

by Elizabeth Suárez, author of The Art of Getting Everything: How to Negotiate for What You Want and More What Holds Us Back from Negotiating As a negotiation coach who has worked with clients across a variety of higher education institutions, I have often seen a level of hesitation by some clients to negotiate a job offer, compensation package, or project. The hesitation doesn’t come from a lack of skills. Instead, it is generated by the fear of not knowing how to approach the negotiation. Why the fear? Let’s face it, how many of us wake up in the morning ready to negotiate? My guess is not many. Many of us might have not had opportunities to practice negotiation on a frequent basis. Additionally, we live in a polarized world, one in which one-sided negotiation has become the norm. Many no longer feel comfortable discussing difficult topics with those who have a different perspective. Unfortunately, this often leads to a hesitation to negotiate, especially when it’s time to ask for a raise, additional resources, or a promotion. The 3P Approach to Negotiation Overcoming this fear in a higher-ed environment takes preparation, perspective, and practice. Consider the example of one of my […]

How Marietta College Integrated Entrepreneurial Thinking Throughout the Curriculum

To prepare students to think in entrepreneurial ways,we need to become entrepreneurial thinkers ourselves.by Janet Bland, Marietta College Today’s rapid pace of change and growing demand for entrepreneurial thinking can be both inspiring and frustrating to those of us in higher education; after all, we value the measured path to tenure, wear regalia designed in the Middle Ages, and we work happily within a centuries-old tradition of intellectual inquiry and accomplishment.  We can be slow to innovate, yet we must prepare students for a twenty-first century in which they will need to innovate—a world in which creative problem solving, rapid experimentation, and an entrepreneurial outlook will be increasingly important in both the world of work and the advancement of knowledge.  And to prepare students to think in entrepreneurial ways, we need to become entrepreneurial thinkers ourselves. The Challenge We Faced When we set out to update the undergraduate curriculum at Marietta College, we wanted to continue to distinguish ourselves in the highly competitive Ohio higher education recruiting environment, but we knew that we needed to move faster than the usual snail’s pace of curricular reform. We didn’t have ten years to spend bringing in new programs that our students need […]