Trusting People Outside Your Organization?

This blog entry by my colleague, Dr. Keith Hampson, talks about the very wary feelings that U.K. Professor Emeritus Gillian Evans has for education consultants. My response: OUCH!

I don't know what kind of experience Dr. Evans has had with education consultants. My own has been quite positive.  I guess it depends on who the consultant is, right? I tend to bring in former academic management types to help us and our clients. 

We currently call upon a fomer college president, a former VP Academic, a fomer departmental chair and a currently serving Assistant Dean of CE to help us .... depending on the work that needs to be done. This particular group have their PhD's from highly regarded universities in the U.S. and have served in various academic management positions in well-ranked and top-ranked colleges and universities in the U.S. I trust from their CV's that they know what they are talking about. Otherwise, I wouldn't put my name on it and let them represent my company. Likewise, they wouldn't work with us if they thought the project would damage their hard-earned reputations.

Maybe the lesson is thus: Get good people to help you as education consultants. I know I have and the experience has been both educational for me and successful for our clients.

The Brand Identity Test

When we begin the marketing part of our Operations Assessment one of our first questions is “What is your value proposition” this question sometimes illicits more blank faces than answers.  If you think your institution has a value proposition, try the following test.  If you ask this same question in your next staff meeting, you will find as many unique and different answers as there are people in the room.  To make sure you get the best answers ask your team to write their answers down and collect them when completed.

When beginning a branding development process you should prepare for resistance.  Resistance will likely occur where the cross roads meet between “What Your Audience Values” and “Your Strengths” as these two items are sometimes different.  Your staff will also have different opinions about the strenghts offered by your institution and your students may value a similar but different range of items.  The mere suggestion of a branding development process will make some employees uncomfortable as even the most mild potential for change can be threatening to some.

What Your Audience Values

This gets to the heart of education itself.  Why do students enroll at your institution, and what do they hope to get out of the experience?  An institution that begins with these questions and makes a concerted effort to get to the real answers will be on their way to identifying their brand and value proposition.  The shared governance structure in non-profit education should be very successful at managing the process to get these answers but they are not always successful in doing so.  Likewise, the situational leadership and “top-down” management style in corporately owned for-profit institutions typically have a keen awareness of their brand identity; one weakness is they may not factor in the opinions of students well enough.

Your Strengths

Getting faculty, administration and staff members together to identify departmental then institutional strengths can be an insightful and fun time for all involved.  Finding where the key stakeholders’ identified strengths meet what the audience thinks is important is where an institution will find its brand promise and resulting value proposition.

Problems

• If students do not value the institutions' strengths, then perhaps the institutions needs to focus on developing additional strengths

• Students may not identify an institutional strength; this may be an indicator of success, but this does not mean we stop this process as brand management is a continual effort

Shared Governance – sometimes the appearance of shared governance is just that, an appearance.  While too much ‘shared governance’ leads to a failure to make decisions, a balance is required.  In terms of Situational Leadership and the “top-down” approach to management in for-profit institutions, a leader may spend too much time telling and directing and not enough time listening.  Again, balance is required for successfully managing your Brand Identity – perhaps the most critical element of your public image.

Finally, we believe if conducted more frequently than a strategic planning process, a continuous analysis of what students want, what an institution is delivering on and how each aligns with the institutional mission can be a very healthy undertaking for an education provider.

Ten Things Higher Education Leaders Must Consider

1.A national accreditation review may be just as rigorous as a regional accreditation review as participating schools are subject to increasing outcomes based accountability.

2.The demographics that make up your student body are changing rapidly and this has implications for your admissions/marketing efforts, specifically by the year 2018/2019 white high school graduates will become the minority.

3.Educational outcomes among racial and ethnic groups in the United States are significantly lower than white groups and for our nation to remain competitive, we must work to close the racial achievement gap

4.Parent education and family income continue to be two primary factors that can predict and influence educational attainment and academic achievement.

5.Racial Identity Development is a real process people go through no matter what their race is part of preparing your graduates to compete in a more diverse world may include incorporating theories on this subject into your first year experience or other curricular areas.

6.A best practice for online program/degree delivery is to integrate academics with on-ground campus operations but separate operational student service areas.

7.Your institutions operational budget should be on a Proforma model especially when entering into a strategic planning phase.  Understanding revenue and expenses based on program, enrollment, retention and other variables, over the course of 2-4 years, will assist leaders with making granular level decisions that are critical to achieving strategic objectives.

8.Every employee should have key performance metrics.

9.A graduation rate of 55% within 6 years of entering a four-year program is a BAD THING.

10.Admitting students to your institution simply because they met the enrollment criteria has a direct impact on student success and retention.