F9: Preparing Future Leadership for Enrollment Management
F9: Preparing Future Leadership for Enrollment Management • Stefanie Niles, Dickinson College • Ashley Browning, Hollins University • Rob Alexander, Millsaps College
Learning Outcomes • Leadership in Challenging Times • Grooming the Next Generation of Leaders
• Evolution and Innovation: From Admission to Strategic Enrollment Marketing
Key Takeaways • Prioritize Professional Development • More advanced, complex strategies and processes now required for success in EM today • Support of younger staff members even more critical to our future
• Understand Your Institution’s Brand • Lead or be part of conversations about mission, vision, values and goals
• Don’t be a loner • Partnerships across the campus are critical to success
The Early Days of Enrollment Management
Success in Today’s Enrollment Management Environment • Assessment of required skills and competencies – How we define EM – Organizational structure – Professional organization for EM – Longevity – Experience
Leadership in Challenging Times • Leadership • Staff management
• Collaboration (faculty, senior administrators, etc) • Communication (via multiple media sources) • Diversity
Leadership in Challenging Times • Attuned to institutional history, mission and culture • Consistency in message • Come with solutions, not just problems • Project optimism • Remain calm
Question As an enrollment leader, what skill or characteristic have you found to be most useful in your daily work? Do you think this will change in the next 5-10 years given developing trends and challenges?
Developing the Next Generation of Leaders: Intentional Grooming for Leadership • Encourage post-graduate study
• Encourage professional development activities • Reward talent and ambition • Be a mentor
The Next Generation of Leaders: What we know • Millennials • Depressed economy • Role of technology • Work-life balance
The Next Generation of Leaders: What we know • Most educated generation • Media impact
• Longevity, from our perspective
Question How have you kept the next generation of leaders engaged in your office? What tips can you provide to encourage an emerging leader to see the longevity of a career in EM?
Growing as an institutional leader • Master your craft • Seek collaborative learning opportunities across campus • Seek low-cost professional development opportunities • Embrace your niche, but don’t create a silo
Growing as an institutional leader • Peer mentorship • Be creative and proactive about your ask
Question What other opportunities have you found for young professionals to seek meaningful growth opportunities?
Evolution and Innovation: From Admission
to Enrollment Management to Strategic Enrollment Marketing
Evolution and Innovation: Strategic Enrollment Management Strategic Enrollment Marketing A comprehensive approach to integrating all of the university’s programs, practices, policies, and planning related to achieving optimal recruitment, retention, and graduation of students, with optimal defined by the mission, vision, and strategic plan of the institution.
A comprehensive approach to integrating institutional messaging, rooted in in the institution’s mission, vision, and strategic plan, into marketing messages targeted top optimize recruitment, retention, graduation, and philanthropy of students and alumni.
From Mission to Brand Serving Our Mission by Highlighting Relevance to the Market
Institutional Authenticity Who are we, what are we known for, and what do we want to be?
Relevance to Stakeholders Who are they, and what are they looking for?
Competitive Advantage
Sharing Our Vision with Prospective Students We believe it is possible to meaningfully influence how students see Millsaps—in a deeply principled way that is genuinely helpful to students—through intensive outreach and painstakingly crafted communications.
Getting a Lock on Millsaps’ Brand Effort Informed by Deep Understanding of Market Needs Results from Prospective-Student Focus Groups Location in a Capital City “I want to see information on experiential learning, internships, and community opportunities in a major city.”
Liberal Arts
Liberal Arts + Business “When you pair a liberal arts schools with a business school, you can get the best arts degree and a big university business education. And when you tell someone, then they’re really impressed.”
Capital City
Professional Preparation
Resonance with the broader public “…[a] growing concern about the employability of graduates has led many colleges to introduce programs with a greater emphasis on careers; there is a greater tendency now to consider business as a dimension of the liberal arts.”
Millsaps’ Brand
Questions A. Can you identify authentic and relevant elements for your institution?
Relevance to Stakeholders Who are they, and what are they looking for?
Institutional Authenticity Who are we, what are we known for, and what do we want to be? Competitive Advantage
B. Are you engaged in leading campus discussions about brand distinctiveness, and about key stakeholders?
C. If not, why not, and who is?
Contact • [email protected] • [email protected]
• [email protected]
Learning Outcomes • Leadership in Challenging Times • Grooming the Next Generation of Leaders
• Evolution and Innovation: From Admission to Strategic Enrollment Marketing
Key Takeaways • Prioritize Professional Development • More advanced, complex strategies and processes now required for success in EM today • Support of younger staff members even more critical to our future
• Understand Your Institution’s Brand • Lead or be part of conversations about mission, vision, values and goals
• Don’t be a loner • Partnerships across the campus are critical to success
The Early Days of Enrollment Management
Success in Today’s Enrollment Management Environment • Assessment of required skills and competencies – How we define EM – Organizational structure – Professional organization for EM – Longevity – Experience
Leadership in Challenging Times • Leadership • Staff management
• Collaboration (faculty, senior administrators, etc) • Communication (via multiple media sources) • Diversity
Leadership in Challenging Times • Attuned to institutional history, mission and culture • Consistency in message • Come with solutions, not just problems • Project optimism • Remain calm
Question As an enrollment leader, what skill or characteristic have you found to be most useful in your daily work? Do you think this will change in the next 5-10 years given developing trends and challenges?
Developing the Next Generation of Leaders: Intentional Grooming for Leadership • Encourage post-graduate study
• Encourage professional development activities • Reward talent and ambition • Be a mentor
The Next Generation of Leaders: What we know • Millennials • Depressed economy • Role of technology • Work-life balance
The Next Generation of Leaders: What we know • Most educated generation • Media impact
• Longevity, from our perspective
Question How have you kept the next generation of leaders engaged in your office? What tips can you provide to encourage an emerging leader to see the longevity of a career in EM?
Growing as an institutional leader • Master your craft • Seek collaborative learning opportunities across campus • Seek low-cost professional development opportunities • Embrace your niche, but don’t create a silo
Growing as an institutional leader • Peer mentorship • Be creative and proactive about your ask
Question What other opportunities have you found for young professionals to seek meaningful growth opportunities?
Evolution and Innovation: From Admission
to Enrollment Management to Strategic Enrollment Marketing
Evolution and Innovation: Strategic Enrollment Management Strategic Enrollment Marketing A comprehensive approach to integrating all of the university’s programs, practices, policies, and planning related to achieving optimal recruitment, retention, and graduation of students, with optimal defined by the mission, vision, and strategic plan of the institution.
A comprehensive approach to integrating institutional messaging, rooted in in the institution’s mission, vision, and strategic plan, into marketing messages targeted top optimize recruitment, retention, graduation, and philanthropy of students and alumni.
From Mission to Brand Serving Our Mission by Highlighting Relevance to the Market
Institutional Authenticity Who are we, what are we known for, and what do we want to be?
Relevance to Stakeholders Who are they, and what are they looking for?
Competitive Advantage
Sharing Our Vision with Prospective Students We believe it is possible to meaningfully influence how students see Millsaps—in a deeply principled way that is genuinely helpful to students—through intensive outreach and painstakingly crafted communications.
Getting a Lock on Millsaps’ Brand Effort Informed by Deep Understanding of Market Needs Results from Prospective-Student Focus Groups Location in a Capital City “I want to see information on experiential learning, internships, and community opportunities in a major city.”
Liberal Arts
Liberal Arts + Business “When you pair a liberal arts schools with a business school, you can get the best arts degree and a big university business education. And when you tell someone, then they’re really impressed.”
Capital City
Professional Preparation
Resonance with the broader public “…[a] growing concern about the employability of graduates has led many colleges to introduce programs with a greater emphasis on careers; there is a greater tendency now to consider business as a dimension of the liberal arts.”
Millsaps’ Brand
Questions A. Can you identify authentic and relevant elements for your institution?
Relevance to Stakeholders Who are they, and what are they looking for?
Institutional Authenticity Who are we, what are we known for, and what do we want to be? Competitive Advantage
B. Are you engaged in leading campus discussions about brand distinctiveness, and about key stakeholders?
C. If not, why not, and who is?
Contact • [email protected] • [email protected]
• [email protected]
