“Whose Leader Are You?”Leadership qualities required of today’s

multi-tasking deans and directors

Jay W. GoffVice Provost and Dean of Enrollment Management

Missouri University of Science and Technologygoffjw@mst.edu

NACAC – MECA – St. Louis, MO – September 29, 2010

enrollment.mst.edu

Founded 1870 | Rolla, Missouri

Explore the roles of deans and directors in the context of assuming a campus leadership position

Examine the intricate components of leadership, management and campus spokesperson.

Offer suggestions and constructive criticism on the balancing and effective management of a consistent leader

This Morning’s Goals

Welcome to Missouri!

Rolla, Missouri“The Middle of Everywhere”

“Succeeding while Swimming Against the Tide”

RECORD GROWTH DECLINING INTEREST

Strategic Enrollment Management @ Missouri S&T

Total Enrollment Fall 2000 - 201056% Enrollment Growth: 2,580 Additional Students

What is Missouri S&T?

A Top 50 Technological Research University 7200 students: 5500 Undergrad, 1700 Graduate 90% majoring in Engineering, Science, Comp. Sci. Ave. Student ACT/SAT: upper 10% in nation +60% of Freshmen from upper 20% of HS class 20% Out of State Enrollment 90% 5 Year Average Placement Rate at Graduation Ave. Starting Salary in 2009: +$57,300

Missouri S&T: 90% engineering, science & computing majors

17th in Nation for Largest Undergraduate Engineering Enrollment 14th in Nation for Number of BS Engineering Degrees Granted

49% Increase in Undergraduates 53% Increase in Female Students 83% Increase in Graduate Students 124% Increase in Minority Students 43% Increase in Non-Engineering Majors

Since 2005, 60% of Growth due to Increased Retention Rates 87% to 88% Retention Rate Achieved and Sustained 66% Graduation Rate Achieved.

Lower discount rate from +38% to 27% Generated over $21 M in additional gross revenues

2001-2010 Enrollment Change

Current Undergraduate Students - Average parent income: $ 78,250

- Family incomes below $45,000: 21%

- First generation college students: 31%

- Pell Grant eligible students: 22%

Graduation Statistics - Approximate indebtedness: $ 23,500

- Average 2010 starting salary: $ 57,800

Understanding Affordability

7 Years of Strategic and Dramatic ChangesJanuary 1, 2008 University Name Change

2007 Academic Reorganization by Eliminating Schools and Colleges

2003 and 2007 Updated the Mission, Vision and Strategic plans.

2004 Office of Technology Transfer and Economic Development

2001 to 2005 New Student and Business Information Systems

2002, 2004 & 2007 Three New Homepages and Platforms

2003 Student Diversity Initiative

The new goals resulted in three new units and champions: Student Diversity Programs, Women’s Leadership Institute Center for Pre-College Programs.

2002 New School of Management and Information Sciences

2002 Center for Education Research and Teaching Innovation (CERTI)

2002 - 2006 12 NEW Degree Programs and 19 Certificate Programs,

128 hour limited for BS Engineering Degrees

2001 Administrative Restructuring and Formal Enrollment Management Program Enrollment Management, Distance and Continuing Education Research and Sponsored Programs Undergraduate and Graduate Programs

Environmental Scan or

Future Shock is Now!

Noel-Levitz 2010 e-expectations report

46% claimed the current economic crisis caused them to reconsider the schools they would apply to or attend—an increase from 34 percent just last year.

Noel-Levitz 2010 e-expectations report

1 in 4 students reported removing a school from their prospective list because of a bad experience on that school’s Web site.

92% would be disappointed with a school or remove it entirely from their lists if they didn’t find the information they needed on the school’s Web site.

The Midwest and Northeast will experience a 4% to 10% decline in high school graduates between 2009 – 2014 (WICHE)

The profile of college-bound students is rapidly becoming more ethnically diverse and female dominant (NCES, WICHE, ACT, College Board)

The number of students interested in engineering, computer science, and natural science degrees has declined to record lows (ACT, CIRP)

More full-time college freshmen are choosing to start at two-year colleges (IPED, MODHE)

More students are enrolling in more than one college at a time (National Student Clearinghouse)

Future student market growth will include more students requiring financial aid and loans to complete a degree (WICHE)

Challenge: changes in the college-bound student markets

Do not discount the value of funnel management and analysis

Basic enrollment funnel

+1-15

+4

-5 +21

-14+13

+53+27

-9

+27

-23

+1+1

+16

-8

-8

-2

-3

+22

+14

-4-2

-6-6

-3

+2

-7

+10-6 -6

-1+2

00

-12-12

-6+1+9

-3

-31

-6 -6 -8-14 -19

-17

-14Source: Chronicle of Higher Education Almanac 2006-07

Projected change in high school graduates 2007-2017

> 20%+11% to +20%

0% to +10%

Decreases

+1

+10

WICHE, 2008

National vs. Regional Trends

Changes in Race/Ethnicity: US

SOURCE: WICHE, 2008

Female Enrollments Exceed 57% of All College Students

SOURCE: NCES, The Condition of Education 2006, pg. 36

Increasing the college going rate is key

WICHE, 2008

Source: U.S. Department of Labor, Bureau of Labor Statistics, www.bls.gov/emp/home.htm

Labor Demand vs.. Student Interests

Source: CIRP

Change in Intended Major 1976-77 to 2006-07

0%

7%

14%

21%

28%

Business Engineering Education BiologicalSciences

ComputerScience

SocialSciences

Art, Music,Drama

HealthProfessions

76-77 86-87 96-97 06-07College Board, 2007

SOURCE: ACT EIS 2008

> 5%

20,000 fewer potential engineering majors

College Bound ACT Tested Students Interested in Any Engineering Field

High School Seniors: 72,467 High School Graduates: 61,752 ACT Testers/College Bound: 47,240 Any Engineering Interest (all testers): 1,768 Any Engineering Interest, (+21 testers): 1,256

(21 = MO average score / 50%) Engineering Interest, +24 comp. score: 961

(24 = UM minimum for auto admission) Missouri S&T Freshmen Engineering 681 Enrollees:

Missouri’s 2008 student funnel for engineering

SOURCES: MODESE 2009, ACT EIS 2008, PeopleSoft

71% S&T market share

Financial Aid

90% of prospective college students consider financial aid an important factor influencing their college choice.

SOURCE: Education Dynamics 2010

Percent For Whom Financing was a Major Concern 1992-93 to 2006-07 (Selected Years)

Source: CIRP

0%

5%

10%

15%

20%

25%

92-93 94-95 96-97 97-98 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07

Public Univ Private Univ Public 4-Yr Private (Non-Sect) 4-Yr

College Board, 2007

76% of families would be “somewhat” or “very likely” to consider a more

expensive institution if it could deliver greater value.

SOURCE: Longmire & Company, Inc. 2009 “Study of the Impact of the Economy on Enrollment”

A Need to Look at Things with a New Perspective

A New Perspective – Difficult to Consider at Times

What is SEM?

Strategic Enrollment Management (SEM) is defined as “a comprehensive process designed to help an institution achieve and maintain the optimum recruitment, retention, and graduation rates of students where ‘optimum’ is designed within the academic context of the institution. As such, SEM is an institution-wide process that embraces virtually every aspect of an institution’s function and culture.”

Michael Dolence, AACRAO SEM 2001

Research Recruitment Retention

SEM Really Is…About Student Success

Making the entire college/university active in, and responsible for recruiting, retaining and graduating students.

“Data is a core to building and sustaining a strategic enrollment management program.”

Building blocks of SEM

The Purposes of SEM are Achieved by…

1. Establishing clear goals for the number and types of students needed to fulfill the institutional mission

2. Promoting students’ academic success by improving access, transition, persistence, and graduation

3. Promoting institutional success by enabling effective strategic and financial planning4. Creating a data-rich environment to inform decisions and evaluate strategies5. Improving process, organizational efficiency and outcomes6. Strengthening communications and marketing with internal and external

stakeholders7. Increasing collaboration among departments across campus to support the

enrollment program

Core enrollment principles

No Enrollment Effort is Successful without QUALITY Academic Programs

Recruitment and Retention is an On-going, Multi-year PROCESS with Strong Access to Research and DATA

About 80% of Enrollments come from REGIONAL student markets for BS/BA degrees

The Most Successful Recruitment Programs Clearly DIFFERENTIATE the Student Experience from Competitor’s Programs

The Most Successful Retention Programs Clearly Address Students’ Needs and Regularly ENGAGE Students in Academic and Non-Academic Programs

Future Leadership in SEM

Today’s chief enrollment officers are as involved in helping institutions stay mission-focused and financially strong as in providing strategic direction to their presidents and trustees.

At the same time, an aging generation of enrollment leaders — combined with limited leadership development and succession planning – could create a significant executive leadership void.

2009 Witt/Kieffer survey of college and university enrollment officers

Enrollment officers at private institutions have more exposure to the president and board than those at public institutions

Mentoring and leadership development will take on greater urgency in the next 5-7 years as a generation begins to retire

Racial diversity among enrollment leaders remains rare, and is found most often at public institutions

2009 Witt/Kieffer survey of college and university enrollment officers

Today’s Enrollment Manager

“Successful senior enrollment managers have to operate simultaneously on multiple levels. They need to be up to date, even on the cutting edge of technology, marketing, recruitment, the latest campus practices to enhance student persistence, and financial aid practices.”

SOURCE: THE ENROLLMENT MANAGEMENT REVIEW Volume 23, Issue 1 Fall, 2007, Editor: Don Hossler Associate Editors: Larry Hoezee and Dan Rogalski

Hossler continued

“(Enrollment Managers) need to be able to guide and use research to inform institutional practices and strategies. Successful enrollment managers need to be good leaders, managers, and strategic thinkers.

They have to have a thorough understanding of the institutions where they work and a realistic assessment of the competitive position in which it resides and the niche within which it can realistically aspire to compete. Furthermore, to be effective, enrollment managers must also have a sense of how public, societal, and competitive forces are likely to move enrollment-related policies and practices in the future.”

SOURCE: THE ENROLLMENT MANAGEMENT REVIEW Volume 23, Issue 1 Fall, 2007, Editor: Don Hossler Associate Editors: Larry Hoezee and Dan Rogalski

What is included in a SEM Plan?1. Strategic Framework: Mission, Values, Vision2. Overview of Strategic Plan Goals & Institutional Capacity 3. Environmental Scan: Market Trends & Competition Analysis4. Evaluation and Assessment of Position in Market5. Enrollment Goals, Objectives, & Assessment Criteria6. Marketing and Communication Plan7. Recruitment Plan8. Retention Plan9. Student Aid and Scholarship Funding10. Staff Development and Training11. Student/Customer Service Philosophy12. Process Improvements and Technology System Enhancements13. Internal Communication and Data Sharing Plan14. Campus wide Coordination of Enrollment Activities

Traditional Core SEM Objectives

Establishing Clear Enrollment Goals and Determining Capacity to Serve

Promoting Student Success Determining, Achieving and Maintaining Optimum

Enrollment Enabling the Delivery of Effective Academic Programs Generating Tuition Enabling Financial Planning Increasing Organizational Efficiency Improving Service Levels

Basic Analysis for SEM

Capacity Study Preferred New Student Profile Primary Market Penetration Price Elasticity Un-met Need Gap (key for fundraising) Student Need/Support Alignment

SEM Teams Faculty from each division Admissions Registrar Financial Aid Campus Housing Student Activities Counseling Center Orientation Teacher Training Director Faculty Senate Leaders

Execs: Academic, Student & Enrollment Affairs

Advising Info Tech Institutional Research Minority Programs International Affairs Cashier/Billing Pre-College Programs Reporting Services

NOTE: SEM Teams do not replace the campus recruitment & retention committees

1. EMBRACE CHANGE2. FIND A BETTER WAY3. PERFORMANCE MEASUREMENT4. VALIDATE DECISIONS5. INTERNALIZE IT

SOURCE: Longmire and Company, Bob Longmire Feb 2010

5 Key Traits of Successful Admissions Offices

Today’s Chief Enrollment Officers embrace Change Management and Rarely take on just one Task

Diagnosis & Assessment Problem Solving Research and Analysis Strategic Planning Organizational Process System Development

Training Mediation Facilitation Systems Development Search for Potential

Employees

SOURCE: Barbara Kibbe & Fred Setterber (1992) Succeeding with Consultants, Packard Foundation

Primary Characteristics of Successful Consultants:

1. Ability to bridge goals and build trust among different departments

2. Respect earned through demonstration of an expert knowledge base

3. Understanding and communicating institutional vision

4. A high profile throughout the organization

SOURCE: Lawrence and Lorsch (1967)

Comparing RolesConsultant vs.. SEM Leaders

Consultants

1. A track record of presenting workable solutions to clients

2. Ability to diagnose problems

3. Ability to lead teams and generate consensus

4. The ability to implement solutions (systems, training, budget distribution, etc.)

5. Facilitate consensus and commitment to the plan of action

6. Strong interpersonal and public communication skills

SEM Leaders

1. Solid foundations in job experience, education and a record of enrollment successes

2. Strong organizational and analytical skills3. Ability to collaborate with faculty and

staff 4. Provide a team-work philosophy

5. High energy and passion for student success and higher education

6. Strong communication, budgeting and personnel development skills

ADAPTED FROM: Barbara Kibbe & Fred Setterber (1992) Succeeding with Consultants, Packard Foundation

IHC Model in a Nutshell

The In-House Consultant is expected to:

Actively engage and inform the campus Regularly “take the plan off the shelf”

and….. Help the rest of the campus put the plan

into action.

Leadership Characteristics

“University politics are vicious precisely because the stakes are so small.”

-Henry KissingerUS diplomat & Harvard scholar

STILL TRUE?

Integrity and Truthfulness are the heart and soul of effective leadership

Trust – without integrity, there can be no trust

Without Trust, leadership is nonexistent

Core Values are the Soul ofEffective Leadership

“A leader is one who mobilizes others toward a goal shared by leader and

follower”Willis, G., Certain Trumpets – The Call of Leaders, NY,

Simon and Shuster, 1994

Leadership

EM Leader = Change Manager

“Leadership is a dynamic relationship based on mutual influence and common purpose between leaders and collaborators in which both are moved to higher levels of motivation and moral development as they effect real, intended change.”

Roast, J, Leadership for the 21st Century

New York, Praeger, 1991

Leadership

The ABILITY to move multiple constituencies be flexible and tolerant of disparate positions be “savvy” about the political/social landscape create coalitions, partnerships and collaborations nurture interdisciplinary and cross-cultural approachesThe WILLINGNESS to take risks and push the envelope challenge traditional values and the status quo exhibit tenacity and sustained resolve

Attributes Of The Effective Leader

Agreement on process of establishing common goal

Agreement on common good (GOALS) Context Environment

Agreement on outcomes (success) measures or the intended change

Ingredients for Successfuland Effective Leadership

“Are those who would participate in leadership

equipped to serve the common good?”

The Test of Leadership

Is Change Needed in Academia?

"Thirty years from now the big university campuses will be relics….. (Residential) Universities won't survive. It's as large a change as when we first got the printed book.“ -Peter Drucker Forbes, June 16, 1997

Academia (business schools in particular) need to respond to the wake-up call and recognize that inflexibility and the failure to respond quickly and decisively to environmental change can be dangerous.

-Andrews, Flanigan and Woundy (2000)

The only person who likes change is a wet baby.

Attributed to Mark Twain

Change is inevitable – except from a vending machine.

Author unknown

Leadership is about creating a caring culture: People Come First!

Leadership is the practice of helping people envision and participate in creating a better world

Leadership is about exceeding expectations (Disney)

Leadership is about comfort with power and the ability to share it.

Summary Thoughts: Influencing change is the core of leadership!

Creating a Sustained Culture of Caring

Leadership is at its best when vision becomes strategic, the leader’s voice persuasive and the results become tangible

Leadership Signifies The Act of Making a Difference

1. Establishing a Sense of Urgency2. Forming a Powerful Guiding Coalition3. Creating a Vision4. Communicating the Vision5. Empowering Others to Act on the Vision6. Planning & Creating Short-Term Wins7. Consolidating & Continuing8. Institutionalizing New Approaches

SOURCE: John P. Kotter

Steps in Transformative Change

Structure Student Needs Funding and Fund-Raising Administrative Requirements Workload Demands Knowledge Demands Technology Communications Growth of Information and Curriculum Change

Change in Higher Education

Do you dread it? Do you initiate it? Do you avoid it? Do you reject it? Do you embrace it? Do you go along when you have to? Do you work to control it?

How do YOU Respond to Change?

Embracing Core Competencies

Majority of students take nomadic paths to degree completion: almost 60% of students graduating from college

attend more than one institution, a number that has steadily risen

35% of students attend three or more colleges/universities before they graduate

Understanding the Impact of a New generation of students: Millennial Enrollments

SOURCES: Hanover Research Council 2009, College Board & Arts & Sciences Group 2008, STAMATS 2008

A core competency is a specific factor that an organization sees as being central to the way it, or its employees, works.

It fulfills three key criteria:

1. It provides consumer/student benefits2. It is not easy for competitors to imitate3. It can be leveraged widely to many products and

markets.

Defining Core Competencies

Core competencies are particular strengths relative to other organizations in the industry which provide the fundamental basis for the provision of added value.

It is communication, an involvement and a deep commitment to working across organizational boundaries. Few organizations are likely to build clear leadership strengths in more than five or six fundamental competencies.

They culminate in the total value delivered by an organization.

Defining Core Competencies

1. technical/subject matter know-how

2. a reliable process or experience

3. close relationships with industries and employers

4. campus culture, such as faculty/staff dedication

Types of Core Competencies:

1. Truly know your competitors - by degree program if possible

2. Strengths must be regularly agreed upon by faculty and institutional assessment data

3. The best competencies are externally verifiable

Keys Indentifying Competencies

Summary Thoughts

EBRACE DATA: Build Awareness of the Environmental Issues Identify and Illustrate your Unique Value Proposition

through Institutional Core Competencies SET CLEAR GOALS:

Desired New Student Class Retention and Graduation Rates Affordability Standards and Systems

IMPLEMENT A TEAM CULTURE Establish Managerial, Service and Operational Philosophies

SEM Leaders Plan for Change

Managerial Philosophy: Follow the “Platinum Rule” Do unto others as you would prefer them to do unto you

Student Service Philosophy: Find ways to say “YES”

Operational Philosophy:Make data based decisions & do the basics better than everyone else

Core Enrollment Management Performance Expectations

Embrace Change & The Perspective

Don’t Let This Perspective Happen!

Choose this Perspective: Lead and Soar!

“Whose Leader Are You?”Leadership qualities required of today’s

multi-tasking deans and directors

Jay W. GoffVice Provost and Dean of Enrollment Management

Missouri University of Science and Technologygoffjw@mst.edu

NACAC – MECA – St. Louis, MO – September 29, 2010

enrollment.mst.edu

Founded 1870 | Rolla, Missouri