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Unsolicited advice for leaders of higher education institutions

Sep 02, 2022 2 minutes read

Running a higher educational institution (HEI) is hard. You have to deal with a million problems, ranging from hiring great teachers to ordering the right marker pens (the non-permanent type, always). But the most challenging thing, in my opinion, is stakeholder management. Read on to learn how I think it should be done.

There are so many parties with a vested interest in higher ed. The student who wants a better future for themself, the government that tries to set and maintain educational quality, the industry that demands ‘plug-and-play’ graduates that need no on-the-job training, a society that expects students to grow into decent human beings that give back, and the academic and professional communities that are mainly interested in the epistemological progress of their respective fields. And we haven't even mentioned the municipality, employees, or suppliers.

To make matters worse, many of these stakeholders have enormous power. The government holds sway over HEIs through accreditation and funding, subject matter communities can discredit an institution's expert reputation, and students can disrupt all those things through their sheer numbers.

I have yet to run an HEI myself, but that doesn't stop me from asserting that conventional HEIs try to cater to too many stakeholders, many of whom have a disproportionate degree of influence. So my advice to you, progressive leaders of both conventional and insurgent HEIs, is to take a hard look at what you are trying to accomplish with your institution, and then pick the stakeholders that align with that, commit to them, and try to become as independent of all the others as possible.

How can you attract ‘better’ students, whatever ‘better’ means in your context? Which aspects of the institution's operations can be automated? Which academic community shares your approach and how can you win them over? Can you offer education online to minimise your contact with local authorities and your impact on the natural environment? How can you get by without accreditation and money from the government?

Close the door to your office, set a Do not disturb status on Teams, and brainstorm answers to these questions. At first, it will be hard, but eventually, new ideas will surface and clarity will arrive. The clarity to choose and prioritise stakeholders, and to lead.

YOU. ARE. WELCOME.

 

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