Year Interrupted: Higher Education Leaders (and IHE Graduates) Share Their Lessons From 2020

Wes Fugate, President Wilson College (PA)

What were your aspirations and expectations at the start of 2020, and how did those shift as the COVID-19 crisis erupted?

As a new president on January 1, I had an elaborate plan for my transition. My goal was to be as present as possible with students, faculty, staff, alumni, and the local community. I wanted to hear their Wilson stories - their hopes and dreams for the institution. 

In late February, I flew to Florida for a visit with alumni and donors. It was during that trip that I realized my fears about COVID-19 were coming to fruition. Immediately, my presidency transformed into crisis response, prioritizing life safety issues for our campus community. 

On day 77 of my presidency, I announced Wilson would be moving to remote instruction for the rest of the semester. While I knew it was the right decision, I also knew it could be financially devastating to an institution without a large endowment that serves primarily low to middle-income students. 

What in your leadership style have you had to lean on more heavily or develop more to be effective?

My care for people and my communication skills have been critical. I have had to make some gut-wrenching decisions that are made more complicated to communicate when you are doing it over Zoom. I have erred on the side of openness, sharing with the campus and Trustees frequently. I have not been afraid to say that I do not have all the answers. I have been the first to acknowledge mistakes and strive to learn from them.

What piece of advice or guidance would you give our community about rising above uncertainty and events beyond your control?

Time will tell if I should be the one giving advice on this topic. But, I think there are certain values that apply to higher education that keep you grounded during times of uncertainty:

1. Focus on your mission. For me it will always be about ensuring we provide the best student experience possible, so graduates are prepared to enter the world to make a difference.
2. Relationships matter. I genuinely care about the people at Wilson. I want to hear from them. I want them to know that I will respond to them. I want our faculty and staff to be informed and partners in solving the institution’s challenges.
3. Communication and honesty cannot be replaced. Perhaps to a fault, I strive to be honest with our constituencies. I want them to hear directly from me about the challenges before us, and not allow them to conjecture in a vacuum. 
4. Lead by example. I am working from home like others. I wear a mask on campus, always. And, I chose to announce my own pay cut weeks before I had to impact any other employees. These are small gestures, but they go a long way in sending the right message about my leadership and personal expectations.

And, take time for you. You cannot be an effective leader if you do not take time to step away from the immediacy of the challenges before you and focus on your health and rejuvenation. 

Within your college community, what gave you the most strength and hope for the future?

It has been our people. Simply put, even on the darkest of days, the people of Wilson rise to the occasion and remind me that I am so very lucky to be a part of this community.

Sue Henderson, President New Jersey City University (NJ)

What were your aspirations and expectations at the start of 2020, and how did those shift as the COVID-19 crisis erupted?

NJCU is poised to break ground on a new Performing Arts Center and home of Joffrey Ballet. It would house our dynamic Music Dance and Theatre program and provide a venue for commercial and community performances. COVID-19 has slowed the progress of our work and made it more difficult to manage. In addition, we had just received a $5M gift for an International Institute to further our global initiatives. The pandemic has put this on hold as we look to strengthen and build partnerships. 

What in your leadership style have you had to lean on more heavily or develop more to be effective?

The past few months have been chaotic and ever changing, as the state and the country adjusts to the pandemic. It affects our budgeting, spending, delivery of education, student life, fundraising, and capital projects. In all cases, we have had to rethink on the new ‘normal’ and determine how best to move forward. I rely on my leadership team to provide information and advice on next steps and creative solutions. It also forces all of us to focus on what is mission critical in our work and in our resource allocation. Trust, patience, and an ability to see beyond the current crisis is vital at this point. 

What piece of advice or guidance would you give our community about rising above uncertainty and events beyond your control?

The pandemic has forced all of us to focus on our collective well-being and the safety of the campus community. In this new ‘normal’ we must think creatively on how to deliver high-quality education to students, how to keep everyone safe, and how to adjust to the changes. Nimbleness, a problem solving mindset, and a willingness to think out of the box have been valuable for us.

Within your college community, what gave you the most strength and hope for the future? 

Our leadership team has really stepped up to meet the challenge of this moment. They supported each other and also helped to bring folks along who were struggling with the crisis. Many were personally affected, and there was much anxiety. The team came together and helped everyone move forward.

What does this mean for higher education in the future?

There will be new opportunities in terms of international education, remote learning, and more emphasis on a ‘high touch, high tech’ model of education… The workplace has been changed and will affect how and what we teach to prepare students.

Matt Thompson, President Kansas Wesleyan University (KS)

What were your aspirations and expectations at the start of 2020, and how did those shift as the COVID-19 crisis erupted?

Prior to March, we were on track to have a nearly 10% increase in enrollment. We were launching some new academic initiatives and constructing a new nursing education facility. Enrollment is now expected to be up, but closer to 3-5%. Kansas Wesleyan University, as an institution, is driven by extracurricular activities that enhance the educational experience. We call it “The Power of AND”. However, those activities do not feel the same in a time of social distancing. 

What in your leadership style have you had to lean on more heavily or develop more to be effective?

Communication has been key. In fact, over-communication has been key. Since we went online in mid-March, I’ve written a weekly update to faculty, staff, students and their families, and alumni and friends. In addition, each student was called weekly by a staff member to keep in touch and determine if there were areas of concern – academic, social, mental, financial or familial. 

What piece of advice or guidance would you give our community about rising above uncertainty and events beyond your control?

The broad training and exposure of the IHE curriculum prepares one to be an informed and engaged educational administrator. While the pandemic is unprecedented, campus leaders are constantly being expected to address new avenues, new challenges, new realities, and new paradigms. We have chosen a field where we have the privilege of setting the table for educators, students, and researchers to expand their minds, enhance the world, and build up others. It is not always easy, but it is rewarding.

Within your college community, what gave you the most strength and hope for the future? 

The simple answer is our students. It is exciting to see them realizing their dreams for the future. More broadly, though, it is our alumni, friends, faculty, and staff. The amount of support we have received in the last three months has been incredible. Higher education is changing, but it always has been. Through embracing possibilities and not clinging to sentimentality, we will build wonderful new institutional models.

How did your experience as a student at the IHE allow you to become a better administrator?

When I came to the Institute with the intent to work in private higher education, I was an anomaly in the program. The rubbing up against differing perspectives, priorities, and world views was extremely helpful to me.

While a student, I believed that the written and oral defense process was antiquated. However, every time I speak at a faculty meeting, to a group of students, or present at the Board of

Trustees meeting, it is like participating in an oral defense. I must know my material, must be able to speak with authority and confidence on the subject matter, and must expect push back.

Todd Holcomb, President Hawkeye Community College

What were your aspirations and expectations at the start of 2020, and how did those shift as the COVID-19 crisis erupted?

The expectations of a new president are filled with excitement, hope, unease, and trepidation. As I began my presidency at Hawkeye Community College, all of those feelings swirled around campus in late 2019. Some of my early big early plans included remodeling an older facility into a new health sciences building, hiring three new cabinet members and a provost, developing a Facilities Master Plan, and drafting a new Strategic Plan. 

This past year has perhaps challenged me more than any other in the last 36 years of working in higher education. With a nearly equal split of career & technical education (CTE) and liberal arts students, Hawkeye closed down all the buildings and moved the entire college to working remotely and online in March. 

What in your leadership style have you had to lean on more heavily or develop more to be effective?

I am a collaborative participatory leader. I like to receive input and feedback from colleagues to build consensus around major initiatives, projects and proposals. We activated our Emergency Response Team in late January and created work groups to respond to the various aspects of operating our college. 

We were open and transparent about our decision-making and the various challenges in front of us. This transparency allowed us to be as responsive as possible and continue to move forward on major projects and plans. 

What piece of advice or guidance would you give our community about rising above uncertainty and events beyond your control?

Early-on in the pandemic I said, “Let’s not waste a crisis.” I was encouraging everybody in the Presidential Leadership Group to not let past policy or practices constrain innovation or flexibility. 

We changed our grading policies, improved scholarship delivery, stopped mandatory testing and placement, moved towards multi-measure admissions, adjusted course delivery and more. On three separate occasions, I heard different individuals repeat, “Let’s not waste a crisis.” When your colleagues and team members trust you, mutually beneficial innovation can be initiated. 

Within your college community, what gave you the most strength and hope for the future?

During the pandemic, we experienced an outpouring of emotions surrounding the Black Lives Matter movement. At Hawkeye Community College we serve a diverse community of learners. Over 46 different languages are spoken in our English Language Learning programs and 17% of our credit-bearing students represent students of color. Having the discussions about Black Lives Matter during the coronavirus pandemic gives me hope and energy. 

As an ally and champion for diversity and multiculturalism, I see the opportunity to influence society towards inclusion, appreciation, and justice. I can envision a world where opportunities are free for everyone to make a better life for themselves, their families and our communities. We will survive the pandemic, but we can also make a brighter more inclusive future for our child and grandchildren.

Ron White, President Emmanuel College

What were your aspirations and expectations at the start of 2020, and how did those shift as the COVID-19 crisis erupted?

We were expecting to continue the growth trend of the last several years. Now, we are focused on providing quality education in a flexible format for those who choose to enroll. We think we have done that with the Hyflex Model.

Emmanuel College is a close-knit, mostly residential campus so the pandemic is forcing a shift in normal student life patterns. That said, we are still planning a robust student life program, some virtual and some in-person. Athletics remains a big part of campus life. Our student athletes will be making many adjustments to navigate their seasons. 

In the academic arena, Diversified Agriculture is one of our newest majors and is growing despite the pandemic along with Business Administration and Education. Our fully online programs are growing as well.

What in your leadership style have you had to lean on more heavily or develop more to be effective?

Collaboration and innovation are attributes of my leadership style which have been highly utilized during the pandemic. We convened a task force to study the re-opening of the College for fall semester and engaged dozens of people in the discussions and in forming a creative plan. 

What piece of advice or guidance would you give our community about rising above uncertainty and events beyond your control?

Stay calm and get people talking about the uncertainties. Helping people deal with their fears and other emotions was primary. As they became more comfortable, we were able to begin brainstorming that led to innovations and solutions. It also helped to get people to see the opinions and views of others, especially where they differed. For example, we originally thought we would not require face coverings in class, but the more we talked to our faculty, the more we realized that face coverings were really important to them. As a result, we changed course. 

Finally, it’s important during times of crisis and disruption to keep students at the center. They are why we are here. Our ultimate goal was to help them achieve quality educational outcomes. 

Within your college community, what gave you the most strength and hope for the future?

Our people are the best. We have asked so much of them during the pandemic, and they have delivered over and over. I especially appreciate the sensitivity and empathy our people brought to each discussion. There were genuine efforts to understand how others felt and to create a plan that was broad-based and inclusive of as many views as possible.