4 Tips for a Successful Enrollment Leadership Transition
After the thrill and excitement of getting a job wears off, the question of “now what?” eventually surfaces, even for the most experienced professionals. Over...
After the thrill and excitement of getting a job wears off, the question of “now what?” eventually surfaces, even for the most experienced professionals. Over the 2023-24 academic year, WittKieffer partnered with more than 40 institutions to recruit exceptional enrollment leaders. To assist these new placements with making a successful transition into their roles, WittKieffer consultants Shelley Arakawa, Amy Crutchfield, Robin Mamlet, Christy Pratt, and Rob Springall hosted a webinar featuring Lee Coffin, Vice President and Dean of Admissions and Financial Aid at Dartmouth College. Through discussion and storytelling among the group and attendees, four tips for a successful transition emerged.
Position yourself as a leader
New leaders may question whether they truly belong at the leadership table. The words of Maryland Governor Wes Moore from last year’s opening session at the annual conference of the National Association for College Admission Counseling may provide some help to combat that feeling of imposter syndrome. Governor Moore stated, “I’m not in the room to sprinkle some diversity. I’m in the room because the room would be incomplete without me.”
The successful candidate is selected because the institution views them as someone who would add value to the organization, providing leadership in a specific area and even elevating the conversation in other spaces. Embrace that responsibility. Randy Deike, recently hired as Cleveland State University’s Vice President of Enrollment Management, urged the group to “trust your intellect and experiences and position yourself as someone who has expertise.” Others on campus will challenge enrollment leaders with opinions on how things should be done. While holding space for stakeholders to voice their thoughts and listening to their concerns are essential, you must be prepared to show up as a leader, offering the type of insights and data that enables an institution to truly evaluate the opportunities, challenges and tradeoff that goes into crafting a class of a certain number and mix of students and achieves the financial goals of the institution.
How you show up as a leader is key. Coffin shared that he has taken a cue from Dartmouth trustee Shonda Rhimes’ playbook: “When you can go first, set your own narrative and don’t apologize.” He suggested that new leaders consider what adjectives they want to be used to describe themselves. Once those characteristics are identified, contemplate how your work will consistently reflect those qualities in order for a personal brand to develop and aid in positioning you as a leader for the organization.
Work to understand your new institution’s culture
“What we did at my previous institution…” is never a good conversation starter. The new campus must become your campus. Wear the colors; learn the lingo; get up to speed on the institution’s history and traditions; and make an effort to understand organizational dynamics so that you can quickly identify allies to help bring forward your ideas.
Change is always hard for an institution, even if a desire for innovation and transformation are highlighted in the leadership profile that advertised the position. Oftentimes a disconnect exists between the aspirations of the institution’s leaders and the day-to-day realities of the staff. A new leader must own the moment by developing relationships with their coworkers, establishing trust, and translating the daily work in a way that others can understand. Additionally, prioritizing deliverables and focusing on those with clarity and resolve are essential. Coffin acknowledged that “culture flows from the confidence in how a position is portrayed.” Early on in his tenure, he brought the leadership profile, which attracted him to the position, to every meeting to explicitly lay out his charge and cultivate a sense of shared purpose with his new colleagues.
Cultivate effective relationships
WittKieffer Consultant Rob Springall recalled walking into his office on his first day as Assistant Vice President for Enrollment Management at Penn State University and finding three numbers already programmed into his phone – his boss, the CFO, and the head of human resources. New leaders should consider who needs to be on “speed dial.” Coffin acknowledged that, 10 years ago, General Counsel and the Head of Communications might not have been on the list, but with the U.S. Supreme Court decision banning the use of racial preferences in admissions decisions, they have become among the closet collaborators for a chief enrollment management officer.
Being a leader is often lonely. It’s tricky to know with whom you can share sensitive information. My WittKieffer colleagues explored this concept in an article, “Can a President Have Friends on the Campus?“ Some of their tips will be helpful to new enrollment leaders as well, including relying on those professional friendships you have developed over the course of your career. WittKieffer Consultant Christy Pratt calls this a “personal board of directors,” and recommends every leader build one to ensure that they have a cadre of colleagues outside the institution to consult and seek support when they are unable to be vulnerable with coworkers.
Don’t forget about self-care
While leadership roles can be invigorating, they can also be draining. Know your “why” and what brings you joy. Participants talked about deriving joy from their staff and the wins that they achieve as a team. One person shared that her “why” has always been the students, and staying engaged with current students and alumni has helped to recenter her when challenges arose.
The enrollment profession has certainly been tested in recent years with the Supreme Court’s ruling, trials with the FAFSA, and the demographic shifts that have beleaguered the industry. Coffin admitted that when his energy and optimism sag, the people around him notice. As he’s progressed in his career, he’s learned to be more deliberate around setting boundaries for himself and giving himself permission to ask for mini breaks such as a short sabbatical over the summer to rejuvenate and prepare him for the battles that may come.
At a time when higher education is experiencing tremendous challenges, impactful leadership is needed now more than ever. An effective transition can make all the difference. We hope these tips give new leaders a sense of what they might want to ask for in their onboarding process and provides a framework for navigating a successful leadership transition.
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