Brian discusses the value of a clear mission and student-centric decision-making, while also challenging traditional tenure models. The conversation wraps with strategies for more inclusive shared governance and ways to stay calm and effective amidst chaos.

Episode Highlights:

03:19 - It's important to note that that model, even in its original document, is contingent upon an assumption that all parties will essentially be rolling in the same direction. All parties will have the good of the institution at the front of their mind and at least a general shared understanding of what that good is.

09:27 - The poor Chair of our Faculty Personnel Committee had to go out and just sometimes beg his colleagues to run for election because nobody wanted to make the time commitment.

12:11 - If I had to identify one group that is probably the most overlooked in shared governance, it would be Student Affairs staff. And it's ironic in the fact that students spend most of their time out of class and some of the most difficult work out on the

20:09 - One of the one of the problems that tenure has created is a dramatically inequitable system, within faculty teaching. So you have on one side of the divide tenured faculty, who generally have a lot of security. Depending upon the nature of the institution, they could be pretty well compensated and have a lot of autonomy and control. On the other side of the divide, you have non-tenure track or NTT faculty. They are often very poorly compensated, have no security at all, and have no voice in the say of the institution. For me, a more effective and equitable system would be to hire people, as is done in just about every other field, with multiyear contracts, with an established schedule of reviews, and the possibility for those contracts to be renewed and extended and maybe even lengthened.

Sarah Holtan, PhD

LinkedIn

Website

Brian Rosenberg, PhD

LinkedIn

Book

Support the Woman of Impact Campaign

Sarah Holtan, PhD talks to Chris Morett, PhD, MPP, the President at Co|Here Campus and Workplace, who pulls back the curtain and says it straight: space isn’t just an asset, it’s a strategic tool and most schools are getting it wrong.

Campus leaders are struggling to balance the pressure for modern spaces, deferred maintenance, and tight budgets. What if the real key to enrollment and financial health isn’t building, but how you use what you already have? Dr. Morret shares the hard truths and quick wins that every decision-maker needs now.

Curious how you can avoid multimillion-dollar mistakes and actually get a return on your facilities? Listen in for real strategies to turn your space into a competitive advantage.

Episode Highlights:

04:45 - So coming at it from the activity perspective is kind of the bottom line. And it helps to get out of thinking of things just as four walls spaces, which need to be taken care of.

06:28 - I think also you see a serious interest, and I'm not saying it's always enacted or followed up on, it doesn't always appear in governance, but real interest and embrace of the fact that education is different now, whether it's more online courses, not just students who are from afar, but students who are either residential or commuters who maybe take 3 classes a year that are hybrid or online in addition to 7 in person. So it's really a mix now. It's not just this: "Oh, we have an online division."

18:34 - I think to say that 10% or 15% of our courses could be hybrid is far from the most activist decision ever made by a university administration. So you do that, and then if 15% of your courses all of a sudden meet one day a week instead of two, well, that's a lot of classroom space you just saved.

24:09 - Our goal for this building should be for it to be a tour, a stop on the campus tour. So, hey, we all do it. Whether it's putting on a nice shirt from the neck up for a Zoom call, or hiding something in the bedroom when your house is messy and you have guests, like, if you do that with intention, what's the alternative?

Sarah Holtan, PhD

LinkedIn

Chris Morett, PhD, MPP

LinkedIn

Website

Workshop on "Planning & Evaluating One-Stop Student Services Centers: Space, Tech, Personnel."

EdUp Campus Planning

Support the Woman of Impact Campaign

Jessie shares how her business balances profit, passion, and service, revealing why even a small gesture—like collecting pop tabs—can spark huge impact. You’ll hear how employees’ personal “why” drives engagement, and why listening beats boardroom strategy every single time.

Want to know why the secret to better town-gown relations starts with getting out of the boardroom and into the neighborhood? Tune in and learn from Jessie Cannizzaro’s candid insights on making business and social impact one genuine connection at a time.

Episode Highlights:

04:55 - It's one singular community. It's not just this local area, it's the associations and the things that we're involved in at the state level, at the regional level, now at the national level, because it's one community that's doing collaborative efforts for a greater good.

09:08 - I lay them out in advance, which can sometimes be frustrating when people want a quick meeting, you know, oh, I wanna show you this demo on something that I probably don't need, and they get irritated that I can't make that time. But it's not that I'm saying no, always I'm always trying to be rude, but more importantly, I've committed to things. My schedule fills up quickly, so I think the time management is probably the most important part.

10:55 - We're very transparent, so they know if we're getting involved in an initiative, they know well in advance and have the ability to come along with during the planning stage, which I think is really important.

14:52 - I think sometimes it's easy from like a boardroom to try to make decisions, but if you don't know the people, you don't know what's going to matter to them.

Sarah Holtan, PhD

LinkedIn

Jessie Cannizzaro

Support the Woman of Impact Campaign

LinkedIn

Website

Milestone Plumbing

Resources

Locus: Take Control and Change the Direction of Your Life

The THRIVE Journal: A Step-by-Step Guide to Help You Create and Accomplish Your Goals

Chief Energy Officer: the #newCEO: How high-performing leaders manage people, pressure, and profit to build thriving organizations

Quantum Lead: How Visionary Leaders harness a hidden energy to create massive breakthroughs, accelerate growth and transform organizations

High-Performance Leadership: Success Strategies to Grow Yourself and Your Organization (2025),Vision to Business: A No-Nonsense Blueprint to Help You Turn Ideas into Income

The Mission Mover: Laser Focus Your Time and Energy to Build a Mission that Lasts!

Suzy shares Walsh College’s approach to ethical AI use, digital twins, and practical policies, while Melik reveals why assessment, curriculum design, and even the future of work are all being reimagined for an AI-enabled campus. Discover how faculty and staff become more valuable and fulfilled when AI boosts their productivity and impact and why students must learn to think with AI, not cheat with it.

Is AI fluency the survival skill colleges need most? Hear Suzy Siegle and Melik Peter Khoury challenge old models and lay out what’s next for higher education. If you’re ready to move past skepticism and start building the future, this conversation will show you where to begin.

Episode Highlights:

08:54 – Melik Peter Khoury: There is a combination here of training, but there’s also this idea that how we assess learning is going to have to fundamentally change in an environment where historically we have always been the curators and generators of knowledge.

14:08 – Suzy Siegle: We’re not just teaching it, we’re integrating [AI] into how we learn with the avatar through the company that we have equity in and that works with us on campus to do ed tech constrained AI.

27:14 – Melik Peter Khoury: If we want to freeze tuition while ensuring that our employees are ahead of the curve with inflation, innovation is the only way to go. Scale is the only way to go. So it creates a whole new mindset for our employees about how AI is not being used to cheat or time steal, but to increase the value of my position.

Sarah Holtan, PhD

LinkedIn

Suzy Siegle, EdD, JD

LinkedIn

Website

Melik Peter Khoury, DBA

LinkedIn

Website

Support the Woman of Impact Campaign

Resources

Locus: Take Control and Change the Direction of Your Life

The THRIVE Journal: A Step-by-Step Guide to Help You Create and Accomplish Your Goals

Chief Energy Officer: the #newCEO: How high-performing leaders manage people, pressure, and profit to build thriving organizations

Quantum Lead: How Visionary Leaders harness a hidden energy to create massive breakthroughs, accelerate growth and transform organizations

High-Performance Leadership: Success Strategies to Grow Yourself and Your Organization (2025),Vision to Business: A No-Nonsense Blueprint to Help You Turn Ideas into Income

The Mission Mover: Laser Focus Your Time and Energy to Build a Mission that Lasts!

Most believe CFOs hold the purse strings, but Dr. Thuswaldner argues that provosts who focus only on academics risk being sidelined. From forming “no scapegoat” alliances to getting smart about program cuts and new revenue streams, every decision can either build trust or leave the institution vulnerable.

What happens to campus morale and academic influence when tough choices get passed off to the finance office? Listen in as Dr. Thuswaldner shares his honest strategies for keeping both the mission and the spreadsheet strong.

Episode Highlights:

10:08 – “If the relationship between the provost and CFO is strained, everyone will know. It erodes trust—and campus culture pays the price.”

14:02 – “Owning tough decisions, not scapegoating finance, is essential. The alternative? Marginalization.”

24:00 – “Program viability isn’t just about the numbers. Faculty have to help reimagine what survival looks like, or risk losing it all.”

Sarah Holtan, PhD

LinkedIn

Gregor Thuswaldner, PhD

LinkedIn

Book

Sarah Holtan, PhD sits down with Anamika Wadhawan, Senior VP of Sales at SIB, to shine a light on “spend drift” and invoice anomalies—those sneaky charges and contract errors that slowly eat away at your budget. Fixing your finances isn’t just about slashing resources; it’s about catching the errors and inefficiencies hidden in plain sight.

Are you sure your institution isn’t leaving thousands—or even millions—on the table just because of outdated contracts or unnoticed overcharges? Listen in for proven strategies and practical questions every college CFO should be asking right now.

This episode features Anamika Wadhawan, SIB’s SVP of Sales, and goes straight to the heart of saving smarter, not harder, in higher ed procurement.

Episode Highlights:

04:16 - If you think of just a basic invoice, you might have one thing that doesn't look right, but when you're looking at it month over month, and when these kinds of anomalies start repeating and happen across an entire portfolio spend for an organization, across invoices and in vendors and across time, it really compounds, and adds up to very meaningful operational and financial impacts for our clients.

08:45 - We're consistently finding big savings opportunities. And when we think about how, to your point or to your question, we're looking at things like contract and pricing compliance. So are the two lining up? Do we even need to right size or correct the contract? Because in a 10 or 15, even 5-year period, a lot has changed and there might be different needs and different ways to actually right size that contract.

15:57 - I truly believe and come from a world where an organization's most valuable assets is its data and information, and really making sure that whatever we're doing when we're working with these, even you mentioned earlier outsourcing, that we're not letting our data be used to train another software solution or be used for another outside purpose.

Sarah Holtan, PhD

LinkedIn

Anamika Wadhawan

LinkedIn

Website

Greenstein breaks down nine "risk archetypes"—structural patterns that quietly erode long-term institutional stability—and exposes three accelerators that intensify vulnerability. On the positive side, he shares three indicators of resilience, offering strategies for institutions to weather future headwinds. This chat is a must for anyone in higher ed tired of wishful thinking and eager for practical advice on identifying and addressing financial stress before it's too late.

Are colleges failing to look beyond basic balance sheets and missing the early warnings of fiscal distress? Listen in as Greenstein reveals why a deeper dive into financial health is crucial for navigating higher education's toughest challenges.

Episode Highlights

04:33 - People will do anything to balance their budgets. So I started to become more familiar with what I call the adjusted operating margin, where you back out investment income and other income, which is all the stuff that people are throwing into their revenue sources to pay their bills.

07:05 - We ended up taking six of our schools and turning them into two, integrating them again. Those are the deepest kind of cuts in expenditure. We ended up rationalizing where we could, the academic program rate because it was too broad. I mean, we had to do things at speed that universities are not accustomed to doing.

13:09 - The leverage led bet is basically debt based. So you see debt going up that the revenue margin shifting, and it's built on this expectation that you're going to see revenue growth as a consequence.

Sarah Holtan, PhD

LinkedIn

Daniel Greenstein, PhD

LinkedIn

Risk Archetypes Seeing Financial Stress Before It Hits

Dr. Rosowsky breaks down the critical difference between a university’s budget (the amount of money available) and its budget model (the rules for allocating that money). He explains the spectrum of models, from highly centralized systems to the more transparent Responsibility Centered Management (RCM), and clarifies that the “best” model depends on an institution's unique culture and strategic goals.

The conversation offers crucial guidance on the why, when, and how of changing a budget model, stressing that the best time for change is during periods of stability, not crisis. Dr. Rosowsky also discusses the right level of faculty engagement and identifies deans and department heads as the key drivers of a successful budget system. This is a must-listen for leader looking to align financial strategy with institutional mission.

Episode Highlights:

05:24  -  What they sort of assume is that if we fix the budget model, we somehow fix the budget, or we somehow create new revenue or new money, so that conflation happens all the time. The budget model is not the budget.

12:01 -  The decision to change the budget model is made at the wrong time, right? It's made when campuses feel there's a crisis present or a crisis looming.

22:58 - Why are we doing this? What are the outcomes we hope to achieve? What are the fears or concerns or worries or anxieties we might have that we can track and monitor?

26:56 - The levers that can be pulled. Those are being pulled by department chairs and by deans.

Sarah Holtan, PhD

LinkedIn

David Rosowsky, PhD

LinkedIn

What’s the Best Budget Model for Our Institution?

They discuss the essential skills for success in the modern media landscape. While foundational traits like curiosity and authenticity are timeless, the industry now demands multifaceted content creators who can shoot, edit, and engage across all social platforms. Trenni provides a crucial reality check on the industry’s financial shifts, including lower salaries and the return of the "one-person-band" journalist.

The conversation explores future trends, from the impact of AI on broadcasting (like an AI Al Michaels) to growth areas in women’s sports and analytics. Trenni also delivers pointed advice for athletic departments: media train your athletes and coaches to protect both them and your brand. This episode is a must-listen for anyone navigating a career in modern media.

Episode Highlights:

11:14 - I think you have to be. More multifaceted now than you ever were before. You cannot just be a sideline reporter. You cannot just be an anchor. You cannot just be a writer for a newspaper or a website. You have to be able to do all of it, and you don't need to be the best at every facet of it, but you need to be pretty good at all of them.

30:11 - There was a wrap-up every night on Peacock that was voiced by Al Michaels, except it wasn't Al Michaels; it was AI Al Michaels. So they paid Al Michaels for the licensing to his voice.

34:18 - It blows my mind that every single, teen, college, whatever, does not have a media coach on retainer.

37:55 - Stop building $30 million student centers that have like state-of-the-art cold plunges and give that money to kids.

Sarah Holtan, PhD

Website

LinkedIn

Trenni Casey

LinkedIn

NBC Arbella Early Edition With Trenni

With higher ed under pressure to connect, retain, and recruit, Dave peels back the curtain on what really makes a college podcast worth listening to and worth producing. If you think just starting a show will solve your engagement woes, you might be burning time and budget for nothing.

Wondering why some university shows flourish while others fade fast and how to avoid podcast purgatory? This episode spills the secrets seasoned creators use to balance brand, authenticity, and campus goals.

Episode Highlights

05:40 - They said, close your eyes, and as vividly as you can picture yourself walking to the front desk and turning in your test and going over and grabbing the door handle and leaving and walking out. Because I said, the minute I get outside of the classroom, it all comes back. And they said, well, just visualize it.

08:34 - When somebody is passionate about the subject that comes through. I always talk about how it's not the tech a lot. I mean, a lot of podcasters, boy, we just love to look at microphones and software and things like that and why you need a decent microphone. It's just not something I cover on my show because it's not my passion. I'm like, pick a microphone.

12:21 - One of the best compliments I've ever received is somebody said I was talking to them in an event and they're like, wow, you're just like you when you are on the mic.

27:14 - I know we're all worried that if I say the wrong thing, I'm going to get canceled and things like that. And I always tell people there is a name for those people. It's called not your target audience.

Sarah Holtan, PhD

Website

LinkedIn

Dave Jackson

LinkedIn

Website

In this episode, Tom Dretler, CEO and co-founder of Shorelight Education, breaks down exactly what this revenue cliff means and why colleges can't afford to keep waiting for old models to work.

Can universities reinvent themselves fast enough to protect students, faculty, and towns when international enrollments plummet? Find out what Tom recommends for leaders facing their toughest year yet.

Featuring Tom Dretler, CEO of Shorelight Education, on the true impact of plummeting international enrollments, and the urgent strategies colleges need now.

Episode Highlights

03:51 - We have a $56 billion services trade surplus in higher education, which makes up, believe it or not, 20% of the entire US economy's services trade surplus.

10:12 - International students do subsidize domestic students. So in the short term going to see canceled programs, we're going to see staff reductions, we're going to see less programmatic offerings, we'll probably see rising tuition prices, and we're going to see universities, as I mentioned, starting to look at one, can they be successful with international students going forward? Is there a new normal? And let's just adapt to the new normal.

20:54 - We're so domestic. But anyway, bright spots there are, you know, the cliche being that whenever there's massive change that there are always opportunities for innovation.

Sarah Holtan, PhD

LinkedIn

Tom Dretler

LinkedIn

Website

The Impact of a 20% Decline in International Students

Gary explains why wearing too many hats isn’t just exhausting but often a symptom of bigger strategic problems. He calls out the damaging habits of building plans on imaginary growth, and shares the overlooked power of focus: it’s not just about efficiency but about creating a mission that actually matters to students, staff, and the broader community. If you’ve ever wondered whether your school’s “unique” value is just a buzzword, this is your episode.

Are colleges shooting themselves in the foot with unfocused missions and bloated org charts? Listen in to hear Gary’s straight talk on what truly moves the needle at small colleges.

Episode Highlights:

12:30 - In the growth period, many schools added professional master's degrees. And so their net tuition revenue was growing in part because they had an MBA that had 100 students, or they had added an MFA or something like that that had strong local attraction that generated a lot of revenue.

22:21 - Athletics is an area where schools who do athletics well are learning to support students in the ways that students most need to be supported.

24:07 - If you have a school with 1,000 students and you have 75 English majors, you better damn well figure out what's going on with your English program, because that is remarkable. And you need to preserve the strength of that program and duplicate the duplicatable things elsewhere in order to ensure that other programs are strong in that sort of way.

Sarah Holtan, PhD

LinkedIn

Gary Daynes, PhD

LinkedIn

Website

Book

Most people think hiring a new leader is a silver bullet, but Robert uncovers why financial miracles rarely happen overnight—especially at public universities. He reveals how private colleges, without state funding, are forced to make tough, often painful choices about staff and programs just to keep the lights on.

What are colleges getting right (and wrong) when they hire new leaders, and what can faculty and staff really do to survive the shake-up? Listen and learn from a leading higher ed finance expert.

Episode Highlights:

03:37 - At public universities, they're dealing with the state, dealing with governors, lawmakers, higher education boards, and that limits their ability to make changes as quickly.

05:46 - It's not reasonable for the first couple of years, but it's also something that is coming up in more job postings for presidents. So even if it's not realistic to expect it, institutions are expecting it.

13:10 - These are positions that they're emotionally draining and the expectations are often not realistic. And that's why you see both presidential salaries going up to basically get people to do the job, and also the tenure going down.

Sarah Holtan, PhD

LinkedIn

Robert Kelchen

Linkedin

Can New Presidents Improve Colleges’ Financial Health?

Mark reveals what’s changed in the financial aid landscape and why the pressure is only getting heavier for families—and what colleges can actually do about it. If anxiety, confusion, and those unexpected extra costs sound all too familiar, what simple tweaks could make college feel like a better investment?

Don’t you want to hear what most colleges are missing when trying to ease the burden for students and their families? Mark Mitchell breaks it all down—emotion, process, and practical solutions—in this eye-opening conversation.

Episode Highlights

04:05 - It was the first time since we've done this survey that stress topped the list of emotions.

09:56 - If more families are working more to make the tuition work, it's easy to imagine like the added stress that that brings with it.

14:39 - It's more about how to make sure that that stress doesn't make them stop doing what they need to be doing for their child.

37:05 - If somebody's struggling with something, just ask them. Get a group of families together and say, hey, what's wrong with this process? How can we make it better? What are you struggling with?

Sarah Holtan, PhD

LinkedIn

Mark Mitchell

Linkedin

Website

Dr. McClure unpacks the evolving landscape of university workplaces, addressing the challenges facing faculty and staff post-pandemic, and offers actionable steps for leaders looking to create a truly caring institution.

The conversation dives deep into why employee well-being is more than an HR talking point—it's a strategic imperative for any college hoping to thrive. Dr. McClure shares research-backed strategies, stories from his own journey through burnout, and the essential structural and leadership changes required to make real progress.

Episode Highlights

02:05 - The state of employee well being in higher education is not great... we're still recovering from a really challenging time period during the pandemic.

09:50 - Doing what's right for employees is actually doing what's right for the organization more broadly.

21:14 - We can't really bring individualized solutions to organizational challenges because they're only going to go so far.

36:38 - Care is something that leaders themselves can also expect, and that's a reasonable expectation.

Sarah Holtan, PhD

LinkedIn

Kevin McClure, PhD

LinkedIn

Linktree

Rather than dwelling on AI as a source of academic anxiety or a threat to jobs, Dr. Khoury shares actionable strategies for integrating AI into executive functions, staff productivity, and student learning.

Listeners are invited to rethink old paradigms and learn how embracing AI can help institutions stay relevant, flatten organizational structures, empower staff, and offer students the fluency they’ll need in an AI-powered workforce.

Episode Highlight

05:02 - If you don't know how to use AI, if you don't embrace it, if you don't understand how it works, then your organization is going to be out of date before you even know it.

17:15 - AI will make certain tasks redundant. But right now, in my opinion, the lack of imagination from organizational design is what would make employees obsolete.

27:56 - If you are graduating a student and they are not AI fluent, you're already making them obsolete in the workforce.

37:44 - If you are in a leadership position in higher education and you do not experiment with AI, and then show your direct reports and their direct reports and your peers that you are and normalize it, you will get stuck in time, and the world will pass you by.

Sarah Holtan, PhD

LinkedIn

Melik Peter Khoury, DBA

LinkedIn

Website

Derek shares his candid perspective on what makes a CTL truly matter: it’s not just space and tech, but trust-based relationships, faculty skill-building, and aligning with what the university really values. If you’ve ever wondered why some CTLs thrive while others fade, or how to measure their real value, this episode will surprise you.

Want to know the one key metric that gets admin attention (and how your CTL stacks up)? Listen in as Derek pulls back the curtain on CTL impact.

Episode Highlights:

17:57 - It's important to have people in your center who can build kind of trust based working relationships so that faculty come to see the people in your center as folks they can trust, they can be a little vulnerable with to say, you know what? This part of my teaching is not going as well as I wish it were.

22:46 - It's really hard in 2025 to separate technology out of teaching and to think of those as two separate things. Right? So much of the teaching that we do is technology integrated. And so I think CTLs need to have kind of a a at least a voice and a space in that. They don't necessarily need to run the thing or have a lot of resources in this, but there needs to be kind of a an organizational structure in place where CTLs can speak into those technology issues on campus.

26:26 - If you're not able to hire a full time person into a CTL role, there are a number of campuses that will make this a part time faculty job. And so you might give a faculty member a course release or two or more so to free up time to kind of serve a CTL like function. This is a this can get things started. It's hard to have a huge impact with that model, but it is one that I see a lot.

Sarah Holtan, PhD

LinkedIn

Derek Bruff

LinkedIn

Podcast

Website

Are you stuck wondering why graduates struggle with “people skills” once they hit the workforce—or if colleges can keep up with changing tech? Get ready to rethink what truly matters in student (and employee) development.

Tune in to hear Brandon Moore unpack what higher ed can gain from corporate L&D, from handling skills gaps to monetizing campus expertise.

Episode Highlights:

14:47 - I think if you're not aligning your overall learning strategy and development strategy with the overall business goals, you're probably putting yourself in a position where you have a gap whether you know it or not. There's a blind spot that's coming around the corner pretty soon.

21:12 - What I have learned is that the more versatile you can make your programming, the more versatile you can make your training, meaning people don't have to come in to a workshop for two hours, give them a virtual option. And if you can give them a virtual option where they can sort of socialize and talk about that virtual option, I think that sort of learning experience environment is critical in an ever-changing versatile environment.

34:12 - It's really about understanding where they're at and going to them in their space and letting them know that we are going to intentionally try to collect information from you. And we just want you to know that we're going to do something with that and follow-up with that group and say, "We've heard you and here's how we've made these changes."

Sarah Holtan, PhD

LinkedIn

Brandon Moore

LinkedIn

Website

Too often, faculty and department heads are promoted into roles where financial savvy is assumed, but training is missing. The result? Strategic priorities get underfunded, and warning signs go ignored. Are you sure you know which questions will protect your school from the next crisis?

Ever wondered how to spot financial red flags before it’s too late—or what separates a true CFO from a bookkeeper? This episode gives straightforward answers and real-world resources for non-financial professionals.

Episode Highlights:

03:36 - There's a lot you should be asking and a lot you should know. How is the institution doing? Are we healthy? If not, why, and what are we doing to fix it? You want to ask how the strategic plan is being funded. Do the resources allocated align to the highest priorities of the strategic plan? You want to ask about financial trends. What do they say about the institution's future? And you want to make sure you have the data you need to make informed financial decisions for your department. You also might want to know what departments are generating enough revenue to cover their expenses and what departments are not.

12:45 - I would say we need to understand that a CFO is a strategist, not a bookkeeper. And, unfortunately, many colleges have a bookkeeper in the role of a CFO. So to understand the difference, the CFO is a strategist. The true CFO, the real CFO, is responsible for financial planning, both long and short term. They're responsible for projecting financial needs to aid in strategic decision making. They're responsible for interpreting financial data and trends. For management use, looking at the story behind the numbers, not just the numbers.

19:32 - Do we have the data we need to make decisions? That's key. If you don't have the data, get the data. We need to be asking, are the resources we are allocating to various areas, are those the areas of greatest importance? And that can be found in your strategic plan. So are we allocating resources to the most important areas? Are we investing in the right areas to drive long-term growth? We want to ask, "Are we performing against targets and budgets? Are we living within our means?" We want to, again, talk about our biggest threats. What are we doing about them? That's a very important board conversation. We want to talk about how dependent is our institution on its various revenue sources, and what are we doing to protect and grow those resources. We want to be asking things, like, "What do our trend lines say about such things as donor revenue?"

Sarah Holtan, PhD

LinkedIn 

Bruce Hoeker, CFO

LinkedIn

Website

Lucie breaks down the importance of understanding the true cost of education, emphasizing that tuition resets are about smart pricing, not just sticker shock reduction. Her advice is to look beyond the immediate gains to the long-term benefits of a pricing strategy aligned with your institution's values and market demands.

Curious about what happens after a college decides to reveal its true cost to students? Lucie’s conversation reveals surprising outcomes that can enhance financial resilience and market perception.

Episode Highlights:

02:23 - What most people know today is that not everyone pays the published price. There's a variety of ways students get financial aid or what we sometimes call discounts off of that price. So there's how you're perceived in the marketplace, what the message that price gives to students and their families, and then how it contributes to supporting the programs at your institution, how the revenue contributes to supporting them.

06:09 - Give them something that doesn't cost the college much or anything, but is a prestige indicator. So, for example, you might say, we are accepting your child, and we want you to know that they are part of our Honors Program, and this will provide them with a dinner with our Board of Trustees, invitation to special lectures, or, meeting with our special lecturers when they come. Things that parents can go and brag about and get other parents to say, "Wow, that child is special," rather than just the size of an award.

17:00 - It's amazing how many schools do not have good data systems and where there are data systems, there are multiple ones that don't agree. And so, number one, irrespective of what they're using data for, it's very challenging for a school to operate strategically without good data. And so, I will provide schools I'm working with a template of the data I need. And in some schools, they'll send it back to me within twenty four hours. And in other schools, a month later, we're still struggling to get the data and it's wrong, and we keep redoing it, and it's this system and that system. And so I would urge schools, no matter what you're thinking about, you want a really good data. You want be able to know how much you're discounting the students, what types of students, but you also know want to know what your cost of education cost.

Sarah Holtan, PhD

LinkedIn

Lucie Lapovsky, PhD.

LinkedIn

Website

Dr. Gahagan shares how ignoring human needs can backfire during change, causing resistance and inertia. She highlights the importance of purpose in change initiatives, stating that without understanding the "why," stakeholders might disengage. She also discusses her research insights into the key human needs during change: coherence, purpose, belonging, support, and confidence.

Want to know how focusing on these elements can change how an organization operates? Listen to discover Dr. Nicole Gahagan's unique take on creating a sustainable culture that embraces change as an opportunity, not a threat.

Episode Highlights:

03:11 - Change doesn't have to be this ominous, jarring, or exhausting things, but it can certainly feel that way when institutions aren't managing it well. The biggest mistake I see colleges and universities make are a lack of investment in building organizational change capacity and then failing to take on a human-centered approach during change events. So if leaders initiating change do not want to spend their time managing the panic that ensues every time a change is introduced into the environment, then they need to be disciplined and deliberate about doing those two things. So it's really about creating the conditions right for continuous improvement and innovation and for that to be something that you are building and maintaining over time with a lot of intention in order to create and sustain this change ready state.

06:54 - Based on my research and validated through my experience, humans have about five baseline needs in order to think and act differently in a way that will help the organization achieve their goals. That's coherence, purpose, belonging, support, and confidence. And without acknowledging or addressing, these people can't or simply won't change their mindsets or behaviors deeply and pervasively enough for an organization to achieve their intended outcomes. It's when these needs aren't met that you start to see resistant behaviors emerge.

14:19 - I wanted to find out how mid-level administrators make sense of their role in the context of organizational change. I use mid-level administrators, or I defined it very broadly, because it really depends on their organization and the layers of leadership they have. But what I said was anybody between cabinet and front lines that has some sort of supervisory responsibility, somebody who is in some way managing or leading others and would need to help cascade that change.

Sarah Holtan, PhD

LinkedIn

Nicole Gahagan, Ed.D.

LinkedIn

Website

Elliot shares a transformative example from the University of Rochester, where the Innovation Zone became a hub for student-driven projects. By focusing on connectivity across different campus departments, 35,000 students have since gained crucial skills and made significant community impacts.

Ever thought about how your institution could foster deeper collaboration without getting lost in the chaos? Explore Elliot's design thinking approach to operationalizing collaboration for efficient, effective, and aligned institutional goals.

Episode Highlights:

7:04 - Design is a very powerful way of seeing the world and way of improving the world. And for me, I measure good ideas based on how hard it is to unlearn them, or it's like Freud's theory of the unconscious or Einstein's theory of relativity. Like, you can't imagine the world the same way after you learn those things. And design is kinda like that for me because it's just such a powerful way of defining and solving problems. And I think it's a great mindset and skill set and tool set for collaboration.

16:26 - Every project needs change management, but you can't call it that because nobody wants to be handled. So I think you really have to make it concrete for people and manage the process so it isn't overwhelming. And often that means starting small, with a pilot, with a prototype, and then having a really successful scaling strategy.

20:45 - Breaking down the academic affairs, student affairs divide, which is prevalent on some campuses and not so much on others, I think is a great place to start because students don't want silos, they just want support. And I think a great place to start is to find some common ground. A great way to do that is to create a shared picture of who your students are and what their needs are, and how those needs are changing. And so that kind of research into students, whether it's surveys or focus groups or observations, I think can really pave the way for then acting on what you learn together because you're sharing the data, you're talking to people. Now you've got some joint committees rolling. You're learning from each other. And then you can kind of paint the picture together of who your students are and what their needs are.

Sarah Holtan, PhD

LinkedIn

Elliot Felix

Website

Book

Buro Happold

Podcast

LinkedIn

HigherEd PodCon

Many parents and students face an uphill battle understanding college affordability. Liane highlights the need for clarity on scholarships, the muddle of financial aid jargon, and the challenge of decoding award letters. The frustrations felt by families can sometimes deter them from considering certain colleges. But what if colleges could be more transparent and proactive in their communication? Would this change the narrative for prospective students?

Curious how straightforward financial advice can ease the college search process? Liane Crane shares her expertise and suggests practical changes colleges can make to better serve families in today's episode.

Episode Highlights:

03:03 - The question I get most often is really the unclear definition of scholarships. I think everybody maybe has their own definition. You hear from your neighbor, "Sally got a full ride." And you hear from your cousin, "Jack got $40,000 from this college." I think it just perpetuates this understanding of colleges giving money to everybody out there. We know that most families don't pay sticker price, but what does that scholarship really mean? I think parents confuse need-based aid with merit aid. What do those terms mean? We've never heard them before. What's a private scholarship versus not? And even loans get confused with scholarships or a discount to the college price.

15:44 - I've had arguments and discussions with parents who really thought they owed nothing to a college, only to find that there were loans built in there that they didn't understand. I even had one family who somehow, there was a Parent PLUS Loan that he never knew he signed. So I think, again, that transparency, which is such a buzzword, but I really think that there should be a lot more onus on the college to own the cost, own what parents need to pay, and just be upfront about it. I don't think it will be as negative as maybe they think.

19:25 - There are experts like us who really are trying to help parents, and it's not to sway them from one school or another. It's really just educating them on these terms. Is it affordable for you? If you're going to take out that debt, how are you repaying it? So I think schools could look into using people like this to help them, like that one school did, reaching out to parents and saying, "Look, we know there's this gap. Here's how we're going to help you," and offer resources to them.

Sarah Holtan, PhD

LinkedIn

Liane Crane

LinkedIn

Website

Lake Forest boasts an impressive employment rate and has been ranked #1 for social mobility. What exactly makes their approach stand out? Jackie shares the college’s innovative pathways and community-focused programs that engage alumni and faculty in unique ways to foster student success.

Wondering how a commitment to career services can elevate a college’s mission? Listen to Jackie’s unprecedented journey from athletics to career leadership and discover how Lake Forest is leading the way in higher education advancement.

Episode Highlights:

02:46 - One thing we did early is put together what we call our career pathways, and it was recognized by the Chronicle of Higher Education as very kind of cutting edge and getting out there, and actually taking the different majors and putting them into pathways. Just to give you an example, we have five pathways: Business, Finance, and Data Science, which is a relatively new topic. We have Creative Arts and Communication. We have Law and Public service. We have Science and Health Care, and then we have our Build Your Own, which is really just kind of where you live until you figure out where you want to land.

14:48 -  The other thing we do is we offer a very unique CAREER Program. It started during COVID, and this is important–CAREER, and it is because we started this idea in COVID. It was all of a sudden, what are we going to do for career advancement? Our students are home, and our alumni can really help us here. So we started with this idea of CARE. So we had our alumni, different than other networking, reach out to our students. In most networking situations, students reach out and ask for help. In this one instance, because of COVID, we had our alums reach out to our students and really say, "How are you doing? How can I help you?" We have a very different job market out here. But what happened out of that program was it was so successful.

18:09 - We have an amazing Career Advancement Center Team. Our director, she's in her tenth year. Again, continuity in that is important, too. Keeping your staff, making sure they really get to know your students. The students have people they can trust. Between our faculty and our staff, our students feel very supported in the career space, and I think that's important. We even offer these certifications for students at another time after they graduate if they want to pick up some more of those. It just never hurts.

Sarah Holtan, PhD

LinkedIn

Jackie Slaats

LinkedIn

Website

Course materials often play an invisible yet powerful role in higher education. Dr. Seaman’s research shows that these costs can drastically influence students’ ability to succeed academically, sometimes even affecting their choice of majors and institutions. It’s a pressing issue that universities can no longer ignore.

Wondering how rising course material costs are shaping the landscape of higher education and what can be done about it? Listen in as Dr. Julia Seaman shares her findings and discusses potential strategies to alleviate these burdens on students and academic institutions.

Episode Highlights:

03:39 - This question was asking students in their academic career, has the cost of required course materials caused you to do any of those following activities that you've listed? And so it was absolutely surprising to us–dismaying that we do see that there's this really large proportion of students nationally, and we've also confirmed this through state level surveys as well, that students are saying that they are actively impacted by course materials, and so they are taking fewer courses is the most common response. So they are not registering for specific courses.

10:17 - I think one thing that's becoming more of an issue now is that course materials aren't necessarily just the textbook, and that is true, with these digital, course packs they're coming out where even if a student can find their textbook in another means, they still end up having to purchase the digital course pack because that's the only way they can access the homework.

21:28 - Does financial aid cover course material costs? And that's not necessarily true for every student. So a lot of students get financial aid, but financial aid often is mostly just for tuition. Sometimes, it covers other things. And often, even if it does help with course materials, we found from the survey, it doesn't cover the full cost of course materials. And a lot of the times, it may not cover add-on materials, the lab fees, the printing fees, and other things that come in, not just the bookstore purchases of textbooks.

Sarah Holtan, PhD

LinkedIn

Julia Seaman, PhD

LinkedIn

Website

Report by Bay View Analytics

Join Sarah Holtan as she sits down with Robert Nowak, the Associate Vice President of Enrollment and Dean of Admission at Lawrence University, to discuss innovative strategies for enrollment growth and retention in higher education. This episode tackles the pressing issue of declining college enrollment rates and explores effective ways to build and maintain a strong student base.

As colleges face an uncertain future, Robert insists that knowing your brand and extending it beyond local boundaries can be your lifeline. Robert emphasizes the impact of personalized admissions tactics, including phone calls and handwritten notes, on prospective students.

Wondering how to overcome the demographic cliff and attract non-traditional students to your institution? Tune in to discover Robert’s data-backed strategies that can transform your recruitment approach.

Episode Highlights:

02:14 - The demographic cliff definitely accelerated with the pandemic, and I think that's what we have to kind of look to is, what did our students who are now in college experience over the pandemic and how has that really affected their ability to want to start at a 4-year institution?

09:55 - Eight weeks gives you enough time to really build a relationship with the other folks that are part of that with faculty and really kind of get deeper into the weeds with the content of whatever it is you're studying.

12:53 - In a time of economic uncertainty, which we kind of experienced over these past number of years, people were inclined to look for an easier way to help supplement their work to get into the work force and and supplement that with more content that's going to help them in their current job.

22:53 - Having the right people on your team and being on the right bus in the seat, to borrow a Jim Collins reference there, is so important because they are going to be able to do a lot of the lifting that you still might need to get down to.

Sarah Holtan, PhD

LinkedIn

Robert Nowak

LinkedIn

Website

Article

In this episode, Dr. Hendricks shares how his free research tool can transform raw financial data from audited reports into clear metrics like net income margins, cash flow, and endowment health. Discover how understanding these indicators can steer your institution towards financial stability, even spotlighting areas like staffing and competitive pricing strategies.

Curious about how a data-driven approach can resolve hidden financial issues at universities? Listen to learn how Dr. Hendricks’ insights could revolutionize your institution’s financial policies and enhance enrollment strategies.

Episode Highlights:

03:41 - Many schools that I look at and I'm like, "Wow. They're in serious trouble." You talk to somebody that is on their board or in their administration, and they're just totally in the dark, it seems.

06:58 - If your net cash from operating activities goes negative, it means you're not generating enough cash from operations to cover your payroll and other key expenses, which means you have to either borrow. So you'd like to track how these schools actually stay afloat when this goes negative.

16:12 - One thing I hate to see is a school that is struggling financially to the point where it's killing their school. And then find they're only admitting 30-40% of the applicants to their school while their peers have clearly adapted to the changing environment of higher ed, the increased competition, and they're admitting 75-80%.

44:39 - If I make the wrong decision first and I get new evidence, I'll make a new decision. It's as simple as that.

Sarah Holtan, PhD

LinkedIn

Matt Hendricks

LinkedIn

Website

Josiah shares how athletics act as the "front porch" of the university, offering unique marketing opportunities and rallying points for students, alums, and the community. He discusses the innovative approaches in revenue streams, like branded beer and group ticket sales, and the essential role of relationships in fundraising success.

Wondering how creative revenue strategies can bolster university finances and enhance student experiences? Tune in to discover Josiah Castro’s proven methods for generating significant revenue and fostering campus unity.

Episode Highlights:

09:19 - if it doesn't work, it doesn't work. I tell my team all the time though, if we get one new ticket buyer, if we get one new donor, if we get one new sponsor because we tried something, it's a success, right?

12:25 - If your university and your president also see the value in the Athletics Department, then there is this group working across campus because rising tide raises all boats.

21:41 - Everything that we do on the fundraising side isn't about dollars or the Athletics Department, it's about the kids.

Sarah Holtan, PhD

LinkedIn

Website 

Josiah Castro

LinkedIn

Website

Chellee underscores the importance of athletes giving back through charitable initiatives, touching on options from donor-advised funds to setting up 501c3 organizations. Chellee also discusses how college athletes can leverage teamwork, determination, and networking skills to boost employability and ensure a smooth transition from sports to corporate careers.

How can integrating social impact elevate an athlete’s public image and brand value? Discover Chellee's insights into blending athletic prowess and social causes to create a lasting legacy.

Episode Highlights:

08:03 - Whether you're an athlete or you're not an athlete, that networking piece of, if you want to be successful moving forward, saying yes to situations of volunteering and to being able to meet different individuals that, as you move forward in your life, professional sports or not, that you build this network while you have this ability and this platform to do so.

09:47 - You need to be authentic. You need to be you. They need to see your personality. They need to see what you like, what you don't like, and just simple things of making sure that your social media handle is your name, and it's not what your grandma used to call you when you were 2 or a nickname that your buddy gave you, because people aren't going to be able to find you on there.

25:48 - I'm a firm believer that social impact has to be a part of everybody's brand. It just has to be a part. The athletes that we work with, that innate giving back sense has to be there, and there are a variety of different ways that they can give back. The colleges offer so many different opportunities for their athletes to give back that they can take advantage of.

30:50 - When you are that athlete, you have a platform and you have doors that are open to you that everyday college students don't have, so take advantage of those. Take the meetings, network, be able to go to the booster club events, or go to places that you can meet with the donors that you can learn. Go to the businesses that support your sport and understand and learn what they're doing and network.

Sarah Holtan, PhD

LinkedIn

Website 

Chellee Siewert

LinkedIn

Website

Imagine your daughter is hesitant about college after a rough high school experience. Then, an advisor walks her to class, sparking a connection that changes everything. Gill’s personal story drives home the critical role of genuine human interaction in education. He debunks sterile, transactional terms like "stakeholders" and advocates for student-first relationships.

Curious about how transforming college environments through simple, sincere actions can enhance student and employee satisfaction? Tune in to discover the powerful impact of hospitality and engagement from Gill’s unique experiences.

Episode Highlights:

05:47 - Students have choices, and if we don't acknowledge that students have those choices, then we're doing a disservice to our relationship with them.

16:32 - If we just do it to say we did it, and we don't have the right people looking at that information, and not just looking at that information, but using it to make decisions, to change practices, to create communications that go out to the campus community, if we're not using that information, then we're just spinning our wheels with it.

18:13 - The game we often play as faculty members is, this student gave me a bad evaluation because I don't know who the student is, but I'm sure that that student has a grudge to bear, that that student must not have gotten it.

29:53 - The fallout is that the people who have to shoulder that load feel underappreciated. They feel overworked or overburdened. They will risk burnout. They feel like there are other opportunities that they too should pursue because they've seen someone else successfully land another job.

Sarah Holtan, PhD

LinkedIn

Website 

Gill Hunter, PhD

Website

LinkedIn

Tim spotlights the pressing issue of legacy governance structures, stressing how shared decision-making often slows necessary innovations. He offers a powerful comparison of academia to state governments where progress is equally tedious. But can the private sector's agility rescue colleges? Tim wholeheartedly believes so, shedding light on how financial incentives and market-aligned curriculums could be the key.

Are you curious about whether business models can revamp our educational systems for the better? Listen in to discover Tim Sullivan’s groundbreaking take on this transformation.

Episode Highlights

03:17 - I think the thing that surprised me the most about any higher education institution is the governance that's in place is very challenging. Its legacy. It's been there for a long time. And I think that until such time that some universities can really seriously take a look at their legacy governance and make some changes to it, it's going to be difficult to effect change.

25:23 - I need someone that can actually go into a board meeting and present how we're going to change this company, how we're going to move this company. And they can't do that unless they understand the basic business types of aspects of what they have and have communication skills.

32:16 - If you're transparent and you move the decision-making down the tree, down to the people that are working on it every single day, it can be done. It's an incredibly powerful model.

Sarah Holtan, PhD

LinkedIn

Website 

Tim Sullivan

Website

Join Sarah Holtan as she sits down with Jessie Cannizzaro, master plumber and president of Milestone Plumbing, to break down the stigmas and reveal the true potential of trade careers.

Jessie explains how trades offer structured advancement opportunities—from journeyman to master levels—while focusing on hands-on learning that suits kinesthetic learners better than traditional education often does. How can a career in trades provide not only stability but also avenues for growth in management and beyond?

Curious about how integrating trades education early can set students up for lifelong success? Tune in to hear Jessie Cannizzaro lay it all out, from her admiration for her mother's pioneering role to her advocacy for trades education reform.

Episode Highlights

13:17 - One thing that I have reframed when I go into schools to talk to students about the plumbing trade, I do not lead with it is a 5-year apprenticeship and it took me a while to figure out that that will freak a 16-year-old out because 5 years sounds like an eternity to them.

19:41 - We have a shower head display that I literally will go into a classroom every single year for career day and we let the kids take the trim off, pull the cartridge out, explain what the cartridge does, and how it can fix a leaky faucet at home and then put it back together and assemble it. And seeing their faces light up when they're using the tools, I love especially seeing the little girls, and they'll say sometimes to me like, "My dad couldn't fix this at home." And then I will always, in such a nice way, "You go home and make sure you tell them you know how to do it now."

27:13 - I do think that remote learning and having people working and learning different classes, whether it's remote or just strictly in some fashion that they're not integrating into teams, does set them up to not work as well on teams once they're inside of the workplace. But I think each person is going to have their unique experiences that they've had through life, and those are going to impact whether or not they work well in teams.

Sarah Holtan, PhD

LinkedIn

Website 

Jessie Cannizzaro

LinkedIn

Website

Imagine operating your entire college on outdated software while your competitors soar ahead with cutting-edge solutions. Joe breaks down why many schools resist necessary tech upgrades, what it takes to overcome these hurdles, and the future trends every educational leader should watch. His insights reveal the high stakes of failing to adapt and the steps needed to ensure your institution is not left behind.

Are you curious about how failing to update technology can endanger your institution's future? Listen to find out how thoughtful tech investments can propel colleges toward long-term sustainability and success.

Episode Highlights:

03:40 - Higher ed to some degree has customized these systems so intensely that it's hard to switch out of it. You know how higher ed works, Sarah. It's like, "Well, we don't wanna change, and I like things the way they are. And if I'm not going to be able to do X, Y, or Z anymore, so I don't want this system." So there's an inertia that's built.

05:55 - Higher ed doesn't know any better. So then they spend 2-3 years modernizing human resources and finance, and all the student system just sits there and doesn't innovate. And next thing you know, there's a school over here that's a competitor that started with their student system and is now able to do more than you.

16:20 - We have programs that allow you to to have distinct pathways towards your degree so that you aren't losing credit. And to allow that system to be employed, you have to be willing to reconfigure, completely reconfigure, how your classes are organized.

25:05 - A lot of times people forget how many technologies they actually use that they need to disclose before undertaking this project, and that's what integrations are. And integrations can slow you down.

Sarah Holtan, PhD

LinkedIn

Website 

Joe Sallustio, EdD

LinkedIn

Website

Company

Book

Brian discusses the value of a clear mission and student-centric decision-making, while also challenging traditional tenure models. The conversation wraps with strategies for more inclusive shared governance and ways to stay calm and effective amidst chaos.

Episode Highlights:

03:19 - It's important to note that that model, even in its original document, is contingent upon an assumption that all parties will essentially be rolling in the same direction. All parties will have the good of the institution at the front of their mind and at least a general shared understanding of what that good is.

09:27 - The poor Chair of our Faculty Personnel Committee had to go out and just sometimes beg his colleagues to run for election because nobody wanted to make the time commitment.

12:11 - If I had to identify one group that is probably the most overlooked in shared governance, it would be Student Affairs staff. And it's ironic in the fact that students spend most of their time out of class and some of the most difficult work out on the

20:09 - One of the one of the problems that tenure has created is a dramatically inequitable system, within faculty teaching. So you have on one side of the divide tenured faculty, who generally have a lot of security. Depending upon the nature of the institution, they could be pretty well compensated and have a lot of autonomy and control. On the other side of the divide, you have non-tenure track or NTT faculty. They are often very poorly compensated, have no security at all, and have no voice in the say of the institution. For me, a more effective and equitable system would be to hire people, as is done in just about every other field, with multiyear contracts, with an established schedule of reviews, and the possibility for those contracts to be renewed and extended and maybe even lengthened.

Sarah Holtan, PhD

LinkedIn

Website 

Brian Rosenberg, PhD

LinkedIn

Book

They discuss important aspects, including the financial and cultural considerations involved in merging institutions, and stress the importance of proactive leadership among college administrators.

The episode concludes with practical advice for struggling colleges to stay viable as potential merger partners.

Episode Highlights

10:52 - Once you've actually made the decision to merge and you've made that decision to announce publicly, it is now time to engage everybody to the extent you can, to explain why the process had to be confidential initially, and to really basically create a community effort around this initiative.

12:10 - The second major point of failure in a merger is a failure to implement correctly. You just don't think it through, you don't understand the systems, you don't understand which dominoes have to fall first, what order of things have to be addressed, and so that's a big issue. So, the failure of implementation is a big deal.

20:22 - The best way to preserve heritage and the best way to preserve service to a student and the best way to preserve certain academic programming is actually to make sure that your institution is stable.

23:02 - Growth can be quicker. It can be more rapid if we were to then merge with another institution and now sort of have a number of programs and students that we didn't have before. So, I think that tactic is important.

Sarah Holtan, PhD

LinkedIn

Website 

Ricardo Azziz

LinkedIn

Website

We'll explore Jen's own college journey at Illinois State University, her role in shaping mentorship programs, and her advocacy for more inclusive curricula. We also highlight the importance of mentors, alumni networks in empowering female students and the significant impact of diverse guest speakers in academia.

Episode Highlights

07:14 - So we were inspired at Tempo to, start a match program, a Tempo Mentor, so that's the more experienced individual. That is somebody like you, Sarah, 15 to 25 years in the professional experience, mentoring and being matched specifically with that emerging women leader mentee, so somebody not quite yet, at that executive level, maybe more in the mid manager type of role.

13:10 - I'm not a critic of my female students, but I may tend to be a little bit harder on them because this is something that, marketing communications, I feel like it's it's just a natural for women's or for female students.

32:34 - There is another study that absolutely I mean, there's multiple studies that say having a woman with a seat at the table in the executive level or on your board, the bottom line for an organization is vastly different than an all male board, all male executive team.

38:13 - I often say this, this is a pivotal time for women, for female students to have a voice, to elevate. I mean, running even running a women's organization, there is not a better time. There is not a better climate or environment to be doing that. The visibility of women, the voice of women has changed drastically in the last 5, 10, 15 years, and so that's really a great time.

Sarah Holtan, PhD

LinkedIn

Website 

Jen Dirks

LinkedIn

Website

Episode Highlights:

00:15 - Dr. Burkee recalls the pungent adventure of trying stinky tofu with students, tying it to the broader narrative of the transformative value in cultural experiences, essential ingredients in the stew of international education.

08:46 - At a crossroads of innovation, collaboration surfaces as the beacon guiding institutions through the tempest of higher education challenges; Dr. Burkee cites the intricate dance of managing student recruitment across varied programs and costs.

21:29 - Through the lens of his presidency, Dr. Burkee zooms in on Avila University's narrative of growth, illustrating how a focus on identity and partnerships has orchestrated a melody of inclusivity, attracting a symphony of international learners.

Sarah Holtan, PhD

LinkedIn

Website 

Jim Burkee, PhD

LinkedIn

Website

Dr. Walmsley's also shares her thoughts about the evolving landscape of college admissions, scholarship opportunities, and application tactics.

Episode Highlights:

13:37 - Now what I tell people is that you wanna push yourself as much as you can, but still get a's and b's. So, like, if you're going to sign up for all AP classes and you're going to get a c in all of them because you can't do that level of rigor, then that wasn't a good choice for you.

23:11 - The thing that comes to mind in terms of the barrier is one thing I've even seen myself is kind of the lack of campus tours that are available and kind of off times. So a lot of families want to go over breaks, you know, holidays, weekends, and that's often when they're not offered.

26:30 - One thing that I'm always amazed in general is so many students and families feel like their students should be able to go to college for free. So we hear this all the time. Right? Like, somebody's gonna get a free ride because of x, y, and z, or an athlete's gonna get a free ride, or somebody who's really top-notch academics going to get a free ride. In reality, there are really very few free rides to college.

37:48 - So institutions have to really be able to answer that question, you know, that what they're doing and the preparation they have for students to move on after their college experience and get a good job is important. So I just think, you know, making sure there's enough investment in those resources, career resources and, and what they're advertising at what for what students do at their institution is going to prepare them for that. So I think just, you know, making sure they can answer that question about the cost being worth it.

Sarah Holtan, PhD

LinkedIn

Website 

Angela Walmsley

LinkedIn

Website

Wall Street Journal Article 

Episode Highlights:

10:45 - When we talk about using AI in the classroom, we're looking at a complementary tool. AI can aid faculty with material preparation, give automated feedback, and even assist in grading efforts. But it doesn't mean we're bypassing the value human interaction brings to the educational experience. It's about leveraging technology to enhance, not replace, human effort.

18:22 - The dynamic capabilities of AI like ChatGPT raise pressing questions about academic integrity, particularly as they become more adept at tasks like syllabus and content creation. It's crucial to set clear boundaries for AI use within educational settings and develop policies that keep pace with technology while ensuring the authenticity of student work.

26:37 - AI's influence is permeating industries far beyond academia. We're seeing it draft articles, craft sports reports, and streamline business processes. As it becomes a staple in various fields, our institutions must adapt, ensuring students understand AI and can wield these tools effectively in their future careers. Despite the fears, robots aren't taking over our jobs – they're changing how we approach them.

Sarah Holtan, PhD

LinkedIn

Website 

Sean Jones

Info

Learn how Unity's revolutionary strategies have shattered the conventional and elevated the institution to new heights of enrollment and fiscal prosperity.

President Khoury talks about how Unity redefines success and embarks on a journey of constant reinvention to offer education that's not only accessible but also attuned to the flexible needs of today's students.

Under President Khoury's leadership, Unity Environmental University has achieved remarkable enrollment and budget growth in under five years.

Episode Highlights:

05:22 - "We've always aimed to stay ahead of our growth, building 30% extra space to preempt our future needs. When you're strategically planning for expansion, this level of foresight is crucial. Our projections aren't just numbers; they represent future lives transformed by education."

09:45 - "We've fashioned a robust technological foundation with Salesforce at the helm, ensuring seamless data management. This isn't merely about efficiency; it's fostering a culture that empowers us to measure what truly matters—like career placement—over traditional metrics."

16:37 - "Creating an enterprise with diversified subsidiaries allows us to fine-tune our approach to various student populations, offering tailored curriculum and services. This model is more than organizational design; it's crafting educational experiences that resonate."

Sarah Holtan, PhD

LinkedIn

Website 

Melik Peter Khoury, DBA

Linkedin

Website

Nicki, with years of expertise in guiding colleges through strategic foresight, reveals the nuances of drafting a plan that is not only coherent but also forward-looking and ambitious enough to tackle the dynamic challenges of today's educational landscape.

Episode Highlights:

08:22 - Mapping out stakeholder influence really changed the game for us. It's about understanding who holds sway over the decision-making process and how to engage them effectively. Tailoring our approach to each unique campus culture allows us to create plans that are not only embraced but championed by the whole community.

17:05 - A common pitfall I've observed is plans becoming stagnant. Strategy should be a living beast, breathing and evolving with the institution. That's why I stress on a rolling 3-year strategic plan over the traditional 5-year models. It pushes colleges to stay relevant and responsive to rapid changes in the educational sphere.

24:40 - Buy-in is not just a buzzword; it's the backbone of strategic adoption. The key lies in aligning the plan with your mission and the leaders' vision. If you don't have the buy-in from the top, your strategy might just collect dust on a shelf. We delve deep into the tactics of securing leadership sponsorship, so your plan actually materializes into results.

Sarah Holtan, PhD

LinkedIn

Website 

Nicki Nabasny, EdD

LinkedIn

Website

Sarah, who is the Director of Academic Operations at NLU Florida, imparts her wisdom on community engagement and the essence of listening to feedback for academic growth.

Plus, we tease an exploration into the actual costs of change in an upcoming podcast– a dialogue you won't want to miss. For insights that inspire and strategies that stick, tune in and join us on this leadership journey.

Episode Highlights:

04:08 - I'm an academic at heart, but I've also become an operator. As I moved on in my educational experience and I became an assistant principal, became a district administrator, you can't have one without the other. We have to make sure that we're serving students by being efficient and making sure that we are using our budget well, so that we spend it correctly for our students, with the students in mind, regardless of if you're in public ed or if you're in a higher ed institution.

07:30 - Our counseling curriculum is the same for our Master's program in both Illinois and Florida. However, we offer it on ground in Illinois, but it's online in Florida. And so, the modality is different and the enrollment and outreach is different because you're bringing in for different programs, but that allows Chicago to bring in their on ground program and have a very robust on ground piece there. But then we're able to provide the same quality between online student audience, so that allows us to be streamlined.

13:08 - As a satellite campus, every student, every faculty member, it's also critical to our budget responsibility , and how we are operating within those dollars. And if we have a program that's showing exponential growth, then we make sure we hire there. That's where you have to balance again, that flexibility and empathy.

Sarah Holtan, PhD

LinkedIn

Website 

Sarah Lukas, Ed.D.

LinkedIn

Be the Manatee: Affirming Advice for Your Leadership Journey

Sarah also discusses how professional development funding can lead to long-term savings through the continuous employment of top talent. Listen in as she draws an intriguing analogy between a non-profit college and an independent restaurant, exploring the roles and improvements necessary for success in both domains.

Don’t miss out on these eye-opening insights on the essential nature of professional development funds. Listen in, learn, and let’s get down to college business. Tune in now!

Episode Highlights:

05:26 - Research is one of or the most significant element of an academic portfolio. Faculty cannot progress on an individual level without that research. Additionally, the in-class learning and the student outcomes are reduced as well if faculty are not active in their own research. Truly, the curriculum is just not as strong when faculty are not active in their discipline.

12:54 - I'll argue that many faculty probably have a percentage of their load dedicated to research and development. But what about staff? I'm getting a guess that that's a rare scenario. So it's not just about the monetary funding, but also some time in their schedule to actually go out and learn.

18:48 - Another high cost, high return benefit is individual research and conference funding as we've been talking about from the beginning. Again, this is the product. We have to protect our product. That is part of our educational service and product. If faculty and staff are not producing new knowledge and sharing it with their students and community, they're not really in the learning business.

Sarah Holtan, PhD

LinkedIn

Website

Rethinking Hybrid and Remote Work in Higher Education Book

Uncover the advantages of online learning, reasons behind resistance to change, and the significance of transparency within academic institutions. We discuss student retention strategies, with an emphasis on innovative partnerships and dynamic leadership. Kate shares her predictions about a new wave in education costs, the power of technology, and the importance of having professionals in key roles.

Listen in as we end on a high note, urging leaders to invest their efforts in external relationship management and workforce development. Tune in for stimulating insights, revelations, and a glimpse into the future of education.

Episode Highlights:

08:07 - Tell the truth about the problems they're having at their institution or tell the truth about the needs of their students, or to tell the truth about the innovations that would really crack things wide open for them, those are the institutions that are starting to do really, really well. Those are the institutions that five years from now, when you and I are chatting about this again, they will not have closed. And so, yes, there is massive resistance to change in higher education, but the institutions that are saying, "Okay, let's just, like, get down to business, let's really talk turkey here," those are the institutions that are really at the bleeding edge of higher ed.

09:45 - The first lesson is that everyone is a learner and I think student is the wrong word. I think learner is the right word because it's not just about backpacks and briefcases anymore. It's so much more than that. This past year, I think, has shown us that it's time to redefine higher education's customer and understand that everything beyond high school is post secondary education.

18:06 - Partnerships are the future of higher education. And so, of course, mergers and acquisitions. You've talked about that on the show, and even more creative opportunities than that, but it's also really unique, interesting partnerships that are at the program level.

Sarah Holtan, PhD

LinkedIn

Website 

Kate Colbert

LinkedIn

Website

Listen as they discuss the initiatives EKU has put in place to support first-generation students, including the inception of the Gen 1 Conference and the creation of an ad hoc committee. Get a glimpse into the unique strategies employed to prevent student withdrawals and ensure informed decision-making. Learn the importance of early intervention and personalized student support.

You'll also hear about EKU's "Campus Resource Access Flip Book," a strategic tool designed to provide the right resources to the right students at the right time. So, don't miss out on this conversation and gain insights that emphasize the need for colleges to be prepared to meet their students' needs. How is EKU leveraging technology to further aid their retention efforts? Tune in to find out and learn much more!

Episode Highlights:

03:47 - It's a really great example of it's not me, it's we. Because it does take an entire campus pulling in the same direction, a campus-wide commitment to student success and retention to make retention work happen. It can happen in pockets, but you don't get results when it happens in pockets. So, it really is a culture, a mindset, and a commitment to a mission.

14:46 - We make it very hard in higher education to get into classes because we want to make sure that the computer can handle your schedule and get everything right. And we want to make sure that you understand the financial commitment and you're on the hook for that. And so, we want to make it at least as hard to get out of classes as it is to get into classes.

38:46 - All of the change management, change leadership, even crisis management literature says that you have to over communicate, and I think that's the place to start. It just takes a person or a group of people on a campus who aren't going to accept silos that have traditionally defined campus life. We have to have a group that says, "I know I'm in this division or this area of the university, but if retention matters, then we're going to make sure that everyone across campus is informed about retention initiatives, retention progress, whether or not we're meeting goals."

Sarah Holtan, PhD

LinkedIn

Website 

Gill Hunter, PhD

LinkedIn

Delve into the roles of the governing board, Board of Overseers, and the Michigan representation, navigating challenges in organizational structure and employee positions. Their candid discussion addresses difficulties in academic program alignment, creating a unified chart, and fostering institutional culture.

Tune in to learn about innovative strategies for mission alignment and cultural shifts. Uncover valuable lessons, including the importance of early consultant involvement, articulating decision motives, and building a robust network. Explore insights into handling operational challenges and the surprising benefits of forced change. Listen now for a comprehensive understanding of higher ed mergers and gain insights into ensuring future success.

Episode Highlights:

10:21 - There was planning being done at both the executive leadership level, mid leadership level. Hard decisions were already being talked about positions being merged, oversight of areas, who would oversee what. The organizational chart, just on paper what that looked like, was kind of a nightmare. It was a force of nature. It was so dynamic. It was changing. And so, one little word of insight and wisdom as I look back is you've got to be willing to be flexible.

16:52 - I think bringing two cultures together in a healthy way requires so much. There's so much we could talk about there, but I think two really high priorities in that regard would be trust and mission alignment and engagement.

26:58 - There have been thousands of students, Concordians, who have grown in mind, body, and spirit for service in their chosen vocation. We know that for sure. Students have been brought to faith in Christ and baptized, a hundred baptisms at this point. And then that impact becomes even more exponential when you think about the lives of the many others who have been touched by these students. So, did the merger work? Was it worth it? I'd say yes.

Sarah Holtan, PhD

LinkedIn

Website 

Tamara Ferry, PhD

Email

With insights from 76 employer partners, students gain access to invaluable resources, from dynamic career chats to polished mock interviews and refined etiquette dinners. This program seamlessly integrates academic and professional development, setting students on a path to success.

Tune in to explore the exceptional outcomes this program yields, from heightened GPAs to increased job offers upon graduation. Listen as they delve into the revolutionizing force behind higher education and the Co-op Program's potential to redefine the student experience.

Episode Highlights:

17:06 - The employers love the program. They love the energy and the new ideas that the student interns bring, and they don't just give them busy work. It's exciting to learn about the projects that the students are doing with the employers.

23:01 - It's up to the institution to decide if the label "Co-op" works for them. But even those elite institutions have career offices. They're still helping students find their way. And so, I don't think that it's for any particular type of institution. I think this is a kind of experience. It is certainly what the American public is asking for. It's what our elected representatives are asking for. It's what parents are looking for. And so whatever you call it, this really is applied learning.

28:09 - I believe as college leaders that's part of our job. Our faculty are doing amazing things. Our staff are taking care of our students. Our students are succeeding in wonderful ways. How do we make sure that the business community understands what we're doing and how we bring value to their needs?

Sarah Holtan, PhD

LinkedIn

Website

Patrick Jones, PhD

LinkedIn

John provides a rule of thumb: If modernizing an old building exceeds 50% of the cost of constructing a new, building a new facility becomes a viable option. He also highlights the Return on Investment (ROI) of new construction, citing benefits like increased revenue from faculty and student attractions, energy efficiency, and reduced maintenance costs.

Tune in to discover the significance of strategic planning, particularly for renovation projects, where unforeseen expenses due to code upgrades can arise. Learn about the pivotal elements such as age, environmental considerations, and sustainability for renovation initiatives. Listen to John's crucial advice for college leaders in making informed decisions about their infrastructure, stressing the importance of thorough asset assessment and timely maintenance efforts.

Episode Highlights:

07:03 - Old buildings can be energy hogs. They can be difficult to operate. Some of their systems might be old, and it might not be cost-productive to update the systems. With being, mechanical, electrical systems and even their external envelope of maybe they've just got single pane windows. So, from that standpoint, that should be factored into the ROI as well.

21:55 - There's a lot more developers out there that really have this niche and passion about not building new, but taking historic buildings or old buildings and change them into something new. We just had the one downtown with the Journal Sentinel Building that just got an adaptive reuse into apartments.

23:32 - You do that initial due diligence before you start tearing walls down, so you can put realistic budgets and schedules together so you can give the client a pretty good idea about what this cost is going to be before it's too late.

Contact

Sarah Holtan, PhD

LinkedIn

Website 

John Duggan

LinkedIn

Website

They explore parallels between higher education and conservation development, both requiring substantial funding. Mike highlights external challenges like economic factors and internal hurdles such as resistance to change. He emphasizes the power of listening and relationship-building in effective fundraising. They also discuss insights into generational giving trends and practical tactics for successful fundraising. From campus reunions to strategic marketing, the strategies are diverse and effective.

Tune in to this episode, which underscores the need for a long-term cultural shift towards philanthropy, especially for institutions lacking robust alumni bases. The role of technology in streamlining fundraising efforts is also explored. Listen to this conversation and gain valuable insights into the art of higher education fundraising, demystifying the process and understanding the crucial role of readiness in fostering a culture of philanthropy.

Episode Highlights:

07:29 - The fundraising, particularly major gift fundraising, is really rooted in relationships, and how does an individual like me, as a fundraiser, build a relationship between an institution and an individual to help grow that affinity and help them understand the problems and challenges that the institution faces and how do we help them help us solve them.

15:10 - What you don't see is that fundraising is a numbers game. It's a volume game. And so what you don't see in that is the amount of time on the phone and email and whatnot doing outreach, because for every 10 phone calls I make, I get two visits, and that's a pretty good average.

24:40 - Every member of a Board, because it is such a big role in my opinion, has a duty to be a prospector for their institution from a fundraising perspective within their networks, whether that's hosting parties or dinners, or even just through the course of their conversations.

Contact

Sarah Holtan, PhD

LinkedIn

Website

Michael Neiduski

LinkedIn

Discover Gary's groundbreaking perspective on battling the economics of supply and demand within higher education. Throughout the conversation, his expertise underscores the critical importance of informed decision-making for trustees, faculty, and administration. His advice on harnessing data, navigating scholarships, and managing finances provides actionable takeaways.

Whether you're a college leader or simply invested in the vitality of academia, Gary's insights could reshape your understanding of sustainability. Tune in now and learn how a consolidative approach could hold the key to unlocking the future of higher ed.

Episode Highlights:

04:43 - If we were to bring up the college viability app now, we would see an astounding number of private and public colleges whose graduation rates are significantly below 50% after 4 years and significantly below 70%.

10:01 - In higher education in 2023, we have way too many college seats and not enough college behinds to fill them. You cannot fight an economic law of supply and demand by adding a course, by adding a support, by cutting back on copy paper. You can't generate the materially significant net revenue needed from those kind of changes. It is more substantial business model changes that are needed.

29:36 - I think the avenue is for colleges across the country, whether they have issues with closures sometimes sooner or not, is to start having conversations with legal counsel, start putting together conversations with the State Attorney General's Office and say, "Hey, if you don't want some significant percentage of private colleges to close in our state, let's start looking at how we can leverage the endowments to help save these colleges."

Contact

Sarah Holtan, PhD

LinkedIn

Website

Gary Stocker, DMGT

LinkedIn

Website

Email

Lora emphasizes the importance of engaging with both on-campus and external stakeholders, asking thoughtful questions to enable their impactful contributions. Explore the unique challenges and benefits of being an urban institution, from community connections to ensuring student safety. Learn the art of balancing multiple priorities with limited funds and executing integrated planning within set timelines.

Find out about the key components of successful investment in new or renovated facilities as Lora sheds light on measuring success using both qualitative and quantitative metrics. Get insights on building a culture of strategic planning and execution of big ideas to ensure the viability and success of educational institutions. Listen to the episode and be inspired to transform campus planning and create thriving educational environments!

Episode Highlights:

03:59 - Master planning is how do you engage people in a meaningful way, and so I think that beginning part where you're identifying the key stakeholders and you're bringing them into the fold and thinking about not just what general questions we can ask, but what are the questions that we can ask where people can feel like they're really having an impact? And then as we move forward with the planning process, how can you reflect back what you've heard from those people and share how their input and their experiences have actually made a difference, and how the plan manifests itself.

12:35 - I think that thoughtful planning that's continuous and integrated where it takes into account what are the academic growth goals and research growth goals, where are we at from an operation standpoint, talking closely with facilities, IT security to understand where are those pain points and where are the investments required there, as well as working with our advancement team who handles our fundraising and donor engagement, to understand what's that landscape looking like, and using all of those points to help inform how we might move things forward.

28:10 - The biggest challenge is probably, like you said, it's getting your head around all of the different aspects you need to be thinking about as you're approaching planning, whether that's the strategic plan or the master plan, and not being overwhelmed by that to a point that you get into a paralysis that you're not making decisions or you're not able to move things forward.

Contact

Sarah Holtan, PhD

LinkedIn

Website

Lora Strigens

LinkedIn

Website

Discover the key imperatives to financial success as Dr. Andrews emphasizes the significance of strategic planning and creating a reliable source of capital for long-term growth. Delve into the art of budget decision-making and learn how investment in people, especially program builders, can inspire commitment to the institution's mission.

Explore the challenges faced by small private colleges in recruiting and retaining faculty and staff, as well as the creative solutions employed by Brevard College and unlock the potential of endowments and effective fundraising. Tune in now to discover how you can create a financially sustainable and mission-driven institution.

Episode Highlights:

06:14 - The path to growth I think of primarily are new revenue streams, altogether new revenue streams, growing your summer conference business, new revenue streams in terms of new academic programs. Here at Brevard College, we are getting more involved in online graduate programs.

19:55 - At the end of the day, investing in people who are program developers, who are program builders, who are champions of programs, that in turn inspire the commitment of their colleagues and students and prospective students, that's really the best way to increase the funds in my mind.

24:28 - I believe that lived mission is incredibly important. I believe that the stronger the mission of any organization–the college–the stronger the mission and the commitment to that mission and how we live it. Those common shared values that inspire and motivate us, and give meaning and purpose to our work. The more that we share that in common, the more satisfying a place is to work, I believe. The more worthwhile it is to work at a place, even if we're making less than we can make someplace else.

Contact

Sarah Holtan, PhD

LinkedIn

Website

Bradley Andrews, PhD

LinkedIn

Website

Their conversation further touches on ESG compliance, European influence on US energy regulations, and the ambitious goal of net-zero emissions by 2050 set by the US government. David provides insights into potential energy-saving initiatives for educational institutions, including the implementation of solar power and the hiring of dedicated energy consultants.

Tune in and listen to David underscore the importance of understanding market demands and aligning institutional offerings accordingly. Don't miss this opportunity to gain a deeper understanding of the energy landscape. Equip yourself with the knowledge to navigate this complex terrain, enhance your institution's energy efficiency, and contribute to a more sustainable future.

Episode Highlights:

03:57 - They can have that choice and they can actually take a proactive way to manage their electricity, where the states that are still under a regulated environment can't really choose the rate structure that they have. They may have some small ability to choose a rate structure but they can't move from the incumbent supplier.

09:29 - The first step for any organization is really establishing a baseline. There are many firms that can help clients complete this step because we know it's hard to start something that you've never done before. Next, setting smart goals is a very important step. Then developing a plan to evaluate projects, processes, and other methods to improve performance and ideally achieve these targets.

18:33 - Some of your listeners may think this demand charge sounds like a penalty, but the utility must be prepared to serve each customer at its peak demand throughout the year. Colleges and universities must manage their demand. However, I believe the real opportunity here goes beyond energy, must be focused on using the physical plant to its highest and best use.

Contact

Sarah Holtan, PhD

LinkedIn

Website

David C. Wiers

LinkedIn

Email

Satori Energy

Priority Power

Resources/Articles:

Morning Sentinel News

Balance Solar Power

While East Coast schools have faced more difficulties, students everywhere are feeling the effects of increasing food costs. Explore strategies to keep costs down, including student involvement in budget creation and the use of reusable containers. Learn about innovative initiatives implemented by Sodexo, such as reusable to-go containers, pizza ATMs, and salad robots, designed to save costs and reduce waste.

Tune in to understand the importance of partnerships with food banks to repurpose excess food and tackle food waste. Learn about the challenges of retaining talent in the post-COVID labor market and the importance of fair wages for employees. Discover the vital role campus dining services play in student life and the need for a supportive and inclusive environment when you listen to this episode.

Episode Highlights:

11:06 - Where we're most successful is letting the students tell us what they value and working from there. Our best ideas come from our student groups and just think of a particular one, cost savings. There's a lot of technology out there now–pizza ATMs, where you can have 40 or 50 pizzas in a vending machine that a student can walk up. It'll cook it to order, box it, and put it out for them.

15:59 - The food waste that you speak of the buffet, as long as our team is monitoring it, it can still be used. So, we capture that and while we can't necessarily serve it per company standards, we can cool it properly or keep it cold if it's from like a salad bar, and we can repurpose that food with this group. So, we donate the food. They're able to then repackage it and help with Meals on Wheels and different food banks.

17:58 - Wages are closer to 20% increase. That's a real cost. Let's say a cook is making $20 an hour and we give them a 20% increase. Where does that money come from? Where is that $4 coming from? It's got to go into the cost of the overall program.

Contact

Sarah Holtan, PhD

LinkedIn

Website

Kevin Gilligan

LinkedIn

Email

Website

Teri has a rich background as both a nurse and an academic leader. Her expertise offers invaluable insights into the evolving landscape of nursing education. She highlights the importance of maintaining the human touch in nursing while considering the potential impact of AI. Discover how collaborations with healthcare providers can help institutions acclimate nursing graduates into their institutions faster.

Tune in to learn how the Covid-19 pandemic has positively impacted the perception of nursing careers, leading to increased enrollment in RN programs. Uncover the challenges associated with nursing faculty shortages and the funding hurdles faced by nursing education programs. Gain practical advice on starting a successful nursing program, from understanding the community's specific needs to establishing cost-sharing partnerships with local healthcare providers.

Episode Highlights:

06:51 - Nursing education is a difficult profession. I think it does take dedicated people who want to come back and give back and help the next generation of nurses learn. It is not as lucrative as working in the healthcare industry. Certainly they can probably make more money working at the bedside. I think a lot of people see it as a way that they can give back and really share their wisdom that they have with other nurses.

13:06 - Nursing education is not cheap. It's very expensive and primarily because we actually are skill-based, very practice oriented. We've built many simulation units, as probably people have heard and understand. Those are labs where students actually go in and get to practice the professional skills on our mannequins.

20:42 - Stewardship is huge, and I think that means we do all have to be cognizant that it is a business. It does cost money. We can't just be spending money like it's coming to us forever. So, I think every time we make a decision related to something that we want, that's going to cost or cost the students or cost the faculty, or to cost whoever it is, everyone has to come with the idea of what's the ripple effect of that? What is that going to cost everybody?

Contact

Sarah Holtan, PhD

LinkedIn

Website

Teri Kaul, PhD, APRN-BC

LinkedIn

Email

Website

John is an expert in monetizing assets for colleges and universities. He shares invaluable insights on how professional operators can take over operations while the school remains in control, turning liabilities into valuable assets. Discover how parking and central utility plants can be monetized to generate revenue, funding vital capital projects. Explore real-world examples of public-private partnerships, like Ohio State University's half-billion-dollar stipend for their parking facilities.

Tune in as John reveals the importance of technology in project delivery systems, enabling collaboration and early input from subcontractors. Learn how prefabrication and offsite construction improve quality control and workforce conditions. Understand the significance of timing and politics in public projects and how private colleges have advantages in implementing these structures. Listen to practical advice on making quick decisions, setting realistic deadlines, and viewing existing assets with an open mind for additional revenue streams.

Episode Highlights

10:37 - In the collective agreement that happens between university, the college, and the operator, there are agreements in place about how much they can charge per space, how much they can increase their pricing over the term of the deal, whether it be 30 or 50 years.

17:30 - What some of this P3 or alternative project delivery methods allow us to do is because we take away some of the red tape of the traditional delivery methods, it allows us to be able to bring the key team members early, which we do a lot in the private world in order to enhance collaboration so we can get the thoughts and the process and the insight from the construction managers and their subcontractors to really kind of drive the way that we design and build the building.

25:57 - I would still advise people to take a look at it because for a small charge, the actual stipend check could be a lot bigger than what you think. Plus, it could also look for the way your mobility works around the campus. It's not just parking. You could have ride share systems. You could have scooters. You could have motorized bikes to get you from one side of the campus to another.

Contact

Sarah Holtan, PhD

LinkedIn

Website

John Duggan

LinkedIn

Website

Sarah and Candice explore strategies to navigate financial challenges faced by higher education institutions, drawing parallels to the nonprofit healthcare sector. Candice highlights the importance of starting with a comprehensive assessment of available resources and their sources. Regardless of current financial state, forecasting is crucial to ensure long-term sustainability.

Tune in to hear how long-term goals can be achieved through community support, fostering relationships, and making a lasting positive impact. Find out how you can streamline processes, improve efficiency, and optimize systems. Learn about the importance of refraining from salary cuts and the need to find creative ways to reduce costs while maintaining a high level of service.

Episode Highlights

07:24 - I am in a community health setting. Our goal is to ensure that we are growing our community, making a healthier community so that the community can really sustain itself. My goal is how do we do this long term? How do we continue to impact the community?

14:37 - It was an eye-opening space for me, learning the healthcare industry, because the focus is the providers there, your higher paid positions, and I always would rebuttal with. My provider can see 1,000 patients a day, but if I can't get them built out, it doesn't matter. So, I need that biller and trying to justify those administrative positions.

23:36 - The truth is no margin, no mission. It's a business. We do have to keep our doors open, and your margin is what supports the mission. I often hear, "We're not here to make money." And it's like, "No, but we are here to keep our doors open."

Contact

Sarah Holtan, PhD

LinkedIn

Website

Candice Cole, MBA, CNAP

LinkedIn

Email

Website

Scott shares valuable insights on the key players involved in the process, from dual partnerships between the university and external organizations, to the role of program directors and facilities staff. He also stresses the importance of building flexibility and adaptability into projects to account for changing technology and pedagogy, then he delves into the middle phases of a project, highlighting the importance of engaging with end-users to make critical decisions and cautioning against mid-process changes or new input that can cause costly delays.

Throughout the episode, Scott offers concrete figures, such as the current price ranges for various types of academic buildings, and recommends ways to save costs by reusing existing space or finding ways to double up on space usage for higher value. Tune in to get exclusive insights on successfully designing and building for universities. With Scott's expert advice, you'll be well on your way to creating modern, sustainable, and successful academic facilities!

Episode Highlights

11:34 - There are endless decisions to make. But again, if you have a good design partner, they've done this before, they understand the questions, they'll prompt you so you don't have to think of everything, they'll help lead you through that process.

14:19 - I get work because I could take prospective clients to see some of the spaces that we've already done. And oftentimes they ask to speak to our former clients without us there. And so, I would hope that most of our clients could relay really good experiences, and I think they end up being happy with the spaces that we provided for them.

15:45 - Labor costs have gone up. I don't think they're gonna go down. So, I pulled together some current ranges. And I think the other important thing to note is, it really depends on the kind of building your building. So, there's a range of different costs for lots of different buildings.

Contact

Sarah Holtan, PhD

LinkedIn

Website

Scott Lindvall

LinkedIn

Website

The conversation delves into the research surrounding diversity, equity, and inclusion in Christian universities. As a Christian herself, Charnetta emphasizes the need for universities to prioritize students' needs and provide a safe space for their educational success. She acknowledges the influence of policies and practices on a student's overall experience and advocates for a culture of inclusivity.

Sarah underscores the significance of organization-wide strategic plans to embrace DEI concepts, while Charnetta highlights the role of student-teacher relationships and the need for college leaders to advocate for diverse backgrounds. Join the conversation and gain valuable insights on fostering inclusivity in Christian universities. It's time to create a welcoming environment where all students can thrive. Listen to this episode and discover practical strategies for promoting diversity, equity, and inclusion.

Episode Highlights

14:13 - One thing that I feel strongly about is if you're going to enroll a student, regardless of the ideologies of the university, you have to ensure that they have what they need to be successful. Some religious beliefs may feel that a certain population group may not be a good fit. I'm not going to say if that's right or wrong, but I will say if you enroll them, you have a responsibility to provide what they need to be successful.

16:09 - It's like diversity, in some instances, has become a bad word and I'm really shocked at that. You even have, from a lot of areas now, the whole DEI piece coming out, and look at politicians that's pushing back on diversity, equity, and inclusion as if it's something negative, and I think that's the main hindrance.

22:29 - I feel like for DEI or any type of efforts to ensure inclusion, it's going to have to be upper administration being willing to be a voice as well hearing what's coming from their staff, faculty, and particular students and not just setting up separate groups within the university and saying, "Okay, you can have a speaker come and talk about your issues." It takes more than that. It takes specific policies and procedures that are in place and that are embedded within the strategic plan of the university. That when you look at the mission of the university, it speaks on the importance of inclusion.

Contact

Sarah Holtan, PhD

LinkedIn

Website

Charnetta Gadling-Cole, PhD

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Website

Email

Book

Darrell's approach includes collecting data, making non-prejudicial conclusions, finding the resources needed for cultural change like human capital and technology, setting markers of progress and generating buy-in from all levels of an institution. Tune in as they dive deeper into their experience with university change management.

Episode Highlights

08:49 - In general, people tend to acknowledge when processes are not optimized, but they always think the problem is the person who touches the process before me or after me. It's not me. And so, this kind of breaks through all of that. For me, it's really starting out with, and disarming people, to help them understand that these processes can be better, and the problems aren't the people. It's the process.

13:57 - Metrics are incredibly important, again, particularly as you start moving forward to implement. You want to know what data is going to inform our success or not. And so, I try to measure at multiple levels. Of course, when you engage in process improvement, there are small process improvement steps and some more significant. You do want to measure those things.

24:19 - Culture change, of course, is really important. But culture change, again, at the end of the day is a function of having a very clear and focused sense of purpose in terms of what you're trying to accomplish.

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Sarah Holtan, PhD

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Darrell Bazzell

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Scott discusses the importance of managing change resistance when implementing continuous improvement in process-driven environments. He suggests that it is important to understand what root causes are creating performance gaps and then build a plan for user acceptance and buy in. He also highlights four big process inefficiencies.

If you're looking for insights on how to create a sense of urgency and lead change in your organization, then tune in to hear Scott's advice and experience on how to make an impactful change. Find out how his organization was able reduce their research project setup time, how they were able to improve wait times, and why financial metrics may not always be appropriate for measuring success.

Episode Highlights

14:52 - The secret ingredient to continuous improvement success is that scenario that you just painted a picture of. Whenever you're taking a look at how do we better understand the current state and then make a future state in which work is made better, in which frustration is reduced, some sort of change is going to have to happen.

23:09 - One of the characteristics of poorly performing processes is that you have different groups that perform similar activities, but they all do it different ways.

41:49 - I think that good leaders are change agents in the organization. And so, understanding what are some of the underlying issues associated with change resistance, and what are approaches that you need to employ as a leader to create user acceptance and buy in are really important.

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Sarah Holtan, PhD

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Scott Converse

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Business Process Improvement Using Lean Six Sigma

“Our Iceberg is Melting” by Dr. John Kotter

They dive into the importance of focusing on breakthroughs, not breakdowns when leading in academia. Suzy explains that it is important to look inside oneself first before leading others and hold space for new ideas. Suzy also shares her approach to what she focuses on and what she lets go of, which includes avoiding news stories that don't directly impact business operations as well as entrusting team members with operational processes better handled by them than herself.

Are you part of an academic institution who wants to learn more about staying competitive in the business world? Tune in to discover how a business mindset and team trust can create positive change within the organization.

Episode Highlights

3:26 – It’s about taking the best of both worlds and putting it together and operating a strong college.

5:08 – We look at things like the fiscal health of the organization. We look at the top three of any business: cash flow, return on investment, and margin.

12:23 - They're trusting me and entrusting me with this ship. That's leadership – lead the ship. I've got the crew. I've got the bridge crew. I've got the team throughout the ship that's doing the critical work. And by the way, the most critical people in the organization are many times not the ones you think. They're the ones that are operating in the areas that directly connect with our students, with our alumni, with our processes and systems.

20:45 - As a leader, I believe you still should have a good pulse on the organization. There have been times I've had to jump in and serve as our interim VP of Advancement or our interim CFO–that was a shorter stint–and you have to have confident working knowledge of the business.

23:34 - Our leadership is all in. I think of our leadership team, our executive leaders, our officers, they believe so much in the business and the value and the mission and vision of Walsh. They believe it to their core. It pulls them forward every day.

30:58 - I try to build the trust and the accessibility to me to say, "Let me explain why we're doing this, where we're going, and that we'll be accountable if we make a mistake or if it doesn't pan out."

Contact

Sarah Holtan, PhD

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Suzy Siegle, EdD

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"Locus: Take Control and Change the Direction of Your Life"

"The THRIVE Journal: A step-by-step guide to help you create and accomplish your goals"

Andy is a strong believer in building networks. No matter what he's doing, he tries to build a network on various topics, especially in Title IX, because the help of colleagues at other institutions is an excellent resource and a way of sharing costs.

Andy emphasizes training coaches and campus safety staff annually. He highlights the importance of developing a healthy relationship with your campus safety staff because they're the first entry point with complaints, more specifically with harassment. Listen to know how to operate a fiscally-viable institution related to the Title IX overhaul.

Please note this episode was recorded on January 10, 2023.

Episode Highlights

12:21 - Biden's administration strengthens protections for the LGBTQI populations and particularly students who faced discrimination on the basis of their sexual orientation or their gender identity. They also said that there's going to be separate rules and regulations versus male students' eligibility to participate in female athletic sports. So, we have to see really what's going to happen there.

21:47 - I really think that the changes that will occur won't be as major as were done under the Trump administration. It might be tweaking some. You might have to develop some new policies or redefine new policies. Certainly, I think the process is going to be different. So, you have spent some time doing the process, but not as much as creating an entire new process as I did under the Trump administration.

24:22 - You have to start with your staff, what expertise you have within your staff and on your campus. So, again, going back to if you've got knowledgeable attorneys that can advise you, if you've got staff. That would be the first step. Second step would be colleagues. So, let's say you need to redesign your adjudication process. Maybe there's a neighboring school like you that says, "Well, here's what we're doing. That might be a good fit for you." So, you can share with one another.

30:15 Title IX Coordinators need to be the eyes and ears of what’s fair and equitable on campus, including the visual images on promotional materials, such as websites.

40:04 – Hire qualified staff. I am an advocate of the Jim Collins' philosophy that he wrote, "Good to Great," which is get the right people on the bus. And then when you get the right people on the bus, then get them in the right seats on the bus.

Contact

Sarah Holtan, PhD

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Andy Luptak, PhD

Email

Association of Title IX Administrators

Professor of Law Peter Lake at Stetson University

Website

Chronicle of Higher Education Title IX Chart

Drumm advocates for the importance of having a strategic plan that sets your institution on its path forward. Without proper planning, you may end up spending more money than is necessary. Though getting outside expertise can be expensive, it's often worth considering to make sure all bases are covered in advance.

Drumm's keen insights have helped countless institutions find the perfect consultant to meet their specific needs. Internal hires can offer a unique set of advantages that come from a broad range and depth of experience, but his advice for any aspiring consultants is clear: if your motivation isn't solely to help students achieve success then you're in the wrong line of business. Listen to transform your institution by learning the powerful strategies to hire a consultant.

Episode Highlights

04:17 - So, there are multiple ways that a consultant can help. And the benefits is you're getting expertise that you wouldn't normally have on your staff to be able to walk you through specific problems or to take your institution to the next level.

10:48 - It's got to be a good fit from a personality perspective. Will they be able to relate to your institution? And more importantly, will your institution be able to relate to them? Will there be the mutual respect there that needs to be?

16:09 - If you can hire internally, do it. With a consultant, you're not necessarily paying for time. What you're doing is, at least with good consultants, you're paying for their experience, their ability to get to the core issues, the gestalt of what the problem is, and to be able to solve that.

18:38 - If you get into a situation and you need a consultant, find someone who is going to be able to work with you and your budget.

Contact

Sarah Holtan, PhD

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Drumm McNaughton, PhD

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Lawrence is an NACD Board Leadership Fellow and is recognized as a “Director to Watch 2020” by the Private Company Director Magazine. Sarah and Lawrence discuss about board governance for colleges.

In his opinion, Lawrence believes the right skill set amongst board members is essential in facilitating strategic decisions within any business. He feels more than anything that the "right people" need to be occupying the "right roles and seats" on the board. Lawrence goes on to explain that during adversarial moments, having suitable personnel at the helm of a business is particularly crucial, as it's when you truly require adults with authority to enact tough decisions with hard-headed focus.

Episode Highlights

05:44 - You need to have a systematic and conscientious way of bringing on new board members into this process in terms of historical information, or institutional knowledge, or reviewing the prior board minutes.

07:43 - I am always in the mode in the methodology of continuing to educate myself on what are the latest trends and topics in the boardroom? How can I be a better and more effective board member? And you do that through continuing education.

10:20 - When you do have a board opportunity that's coming up, you generally know the gaps in skill set on the board. And when looking into bringing new board members, there are some of the things to look for, in terms of that skill set not to be narrowly defined.

29:50 - Board members need to look at financial statements and assess them long before there are signs of financial distress.

32:10 - No mergers or acquisitions are completely successful. There is no such thing as a merger of equals. Someone has to be in charge. The people involved in the M&A matter most. The post-M&A integration is crucial.

Contact

Sarah Holtan, PhD

LinkedIn

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Lawrence X. Taylor

LinkedIn

Andre believes in understanding your organization from a people standpoint. Looking at how universities manage their resources better especially with the recent changes brought about by the pandemic and what adjustments needs to be tightened up. If you're able to change your process fast enough, then it's a lot easier to start on a new idea which might be a better idea, and then stop doing the things that are ineffective.

Andre states that the biggest problem, not only in universities but also for many industries, is thinking that doing the same thing is enough. So, having someone come in with a fresh set of eyes and being able to ask the tough questions why you're doing it this way or what the ultimate goal is that you're trying to achieve as the key to avoiding inertia. It allows them to pinpoint some of your pain points and guide you in resolving them.

Episode Highlights

09:33 - There's pros and cons to have a centralized place whether it's business processes are taking place; one of which is, you may not feel the need, the need might not be met, because you want to have a standardization across the board.

20:50 - Quit making quick decisions from a process standpoint. It may be detrimental to what we're looking for, in terms of the longevity of the university.

27:48 - That's why many people hire consultants. It's because the consultant's job is to bring in that change or at least make you aware of the change that should be there or could be there.

Contact

Sarah Holtan, PhD

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Andre Logan

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Scott Flanagan believes that the fight for talent right now won't be changing much because of demographics. There will continue to be more retirements at the senior level, because of its astounding level of turnover. Between retirements, natural turnover, and the increasing challenges and pressures that are coming with executive roles, he sees that as his best guess for what the near term looks like.

Scott gives valuable insights on how to distinguish whether to fill a position in your organization through internal or external hiring and how to effectively provide information for search firms in helping you find the right candidate. This episode surely has a lot of golden nuggets that you don't want to miss, so tune in!

Episode Highlights

03:11 - In some situations, institutions decide that even if there is a really strong person internally, that they just want a change in direction, or a change in leadership... So sometimes there's sort of a change in direction that's either signalled or exemplified by a decision to look outside.

13:31 - So, I can't put a time on it, because it really sort of varies. Usually, the intense times are at the front end, in creating that perspective. And then at the back end, when it's screening, interviewing, and selection. You're going to be into the 10s, or the dozens of hours for a lot of your committee members.

17:17 - One is just clarity, you know, where are you realistically? And where are you going? And to be clear about that with others, as a leader, to get them engaged in creating the reality that you want, is really important. Leadership can't be done. It's not a solitary sport. And so engaging with others becomes so important in that.

Contact

Sarah Holtan, PhD

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Scott Flanagan

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Sarah Maio believes that the best way to measure a brand is indirectly through employee retention and turnover, sales, and annual employee engagement surveys and shares her strategy for building a strong brand focusing on starting with the employees and ensuring that they are engaged with the company, which then leads to higher sales and less turnover.

Tune in to listen to more of Sarah Maio's advice for colleges looking to boost their overall public image and her thoughts on marketing and brand development to create ambassadors, a college's marketing budget, reevaluating campaigns, and how she advocates with surveys of key stakeholders to get feedback on where they could improve.

Episode Highlights

11:22 - So, realistically, this type of brand development and administration is measured indirectly and for us, it's measured in employee retention and turnover. It's measured in sales, and it's measured in annual employee engagement surveys, which we issue to our staff to check in with them and see how we are doing.

15:56 - I think the biggest bang for your buck is surveys, and finding enough people to be statistically relevant in your key audiences. So, talk to your staff, talk to your alumni, and talk to your current students. Let them tell you where you are, and find the moments that are really special and that are different.

21:44 - It's not hard anymore to follow people digitally, and it's not that expensive either. Are you making sure that people who are your customers now are going out and that they're feeling your brand, too? Your current students, because they are going to go out and be absolute brand ambassadors for you.

Contact

Sarah Holtan, PhD

LinkedIn

Website

Sarah Maio

LinkedIn

Steve not only oversees the many usual functions in student affairs, but he also oversees financial aid. So he has a rich perspective on both sides of the coin. He believes that the best service is the best one for that student because every student is different and the a la carte model serves that purpose.

Tune in as Steve shares stories, personal experiences, advice and much more, not only for students and parents, but also schools who are looking into providing better service for their students and improving their model for better retention and satisfactory rate.

Episode Highlights

03:47 - Every school is going to be a little bit different. But when you start looking at the total expenses, and this is just on the student service side... It's certainly much more expensive for an undergrad and much more expensive for a resident student.

12:38 - We talk about the academic side, it's really easy to calculate how many professors you need for how many students, how many classes. It's a pretty easy equation... What is enough? What do you need to spend? And most people in my seat say as many dollars as I can get, because no matter what you give me I can provide something that's going to be of value and support students in a significant way or an important way.

16:48 - I think there are certain students that are very budget conscious, and that are looking for an experience, but they want more control. I don't think that's the typical student, but they're out there. And it certainly could be students who are traditional age. It could be students that are residential, but these are students that also are probably going to want to pick the type of environment they live in.

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Sarah Holtan, PhD

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Steve Taylor, EdD

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Sarah believes colleges have an ethical imperative to make the college experience more affordable. She hopes to find that sweet spot of overlap between successful business practices, and quality nonprofit higher ed. Like all of you, she has questions that keep her up at night like: what will happen if we do nothing to change higher ed?

Tune in for the next few episodes, as she'll be talking to a search consultant about the cost of an executive search, a CMO who will share her expertise on developing a strong brand, an engineer-turned-academic on ways to improve processes, a C-suite executive on key financial considerations for boards, and a student affairs leader on a new cost model of student services.

Episode Highlights

02:01 - Everything seems so different. The types of information that drives decision making, the approval processes, the pace of decisions, and even the expectations themselves for performance... My hope is for us to find that sweet spot of overlap between successful business practices, and quality nonprofit higher ed.

07:25 - The problem is high college debt leads to bigger societal and economic problems. And when graduates leave college with high debt, they make very different life choices than without that debt. When they have debt, they don't buy a house. They don't get married. They don't have kids, they don't pay off their other debts. They don't build an emergency savings fund. They don't start a business. Essentially, they don't live the American dream.

12:02 - Revenue for the sake of revenue is not my goal. There are no profit seeking stakeholders in this model. Higher education is a noble public good of intellectual growth and excellence. Our society is best when its population is educated.

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Sarah Holtan, PhD

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Visit us at highlevelleadership.com, read our blog and join our email list to get connected. Follow us and leave a positive review on your favorite podcast app. I'm your host, Sarah Holtan, PhD. Let's Get Down to College Business.