In this issue, we dive into three pressing issues facing institutions today, starting with an exploration of why students leave college. From there, we examine two different perspectives on the recent CHLOE report for online learning before closing with expert advice on addressing the leadership deficit in higher education.   

After reading today’s issue, use the comments section to let us know how your institution creates a culture for leadership development. 

Why Students Leave College 

From Academic struggles compel many students to leave college | Inside Higher Ed   

According to a new report from the American Council on Education, students leave college due to academic challenges, financial constraints, and family responsibilities.   

Our Thoughts 

With 36.8 million adults in the Some College, No Credential population, understanding why students choose to leave their postsecondary studies is especially important and relevant. Given the enrollment challenges many institutions may be facing this fall, taking proactive steps now to prevent students from stopping or dropping out later can help institutions better manage future uncertainty. It’s easier to retain a student than recruit a new one.   

Furthermore, the report emphasizes the importance of disaggregating data to better understand the unique factors that affect diverse student populations. While this is important, we must also exercise caution to avoid inadvertently identifying an individual student in our data presentation. Ensuring student privacy and maintaining confidentiality is paramount. By balancing detailed data analysis with ethical considerations, we can gain valuable insights without compromising the trust and safety of our student community. 

View of Online Learning 

From Report: Most institutions see tension over online courses | Inside Higher Ed & Two-thirds of colleges are prioritizing online versions of on-campus programs, poll finds | Higher Ed Dive   

Both Inside Higher Ed and Higher Ed Dive report on the results from the Changing Landscape of Online Education (CHLOE) report, but each has a different perspective.    

Our Thoughts 

There’s a reason why we read a wide assortment of publications each week to bring you the best stories for the HEat Index. Both articles focus on the results of the CHLOE report but present different perspectives on the same study, highlighting the importance of consulting multiple sources for a comprehensive understanding.   

The first article from Inside Higher Ed emphasizes the growing demand for online courses and the resulting cultural tensions, such as faculty autonomy and compensation issues. It highlights the strategic integration of online learning and the financial challenges institutions face, with a focus on the administrative and cultural hurdles.  

In contrast, the second article from Higher Ed Dive concentrates on the practical implementation of online education strategies. It discusses prioritizing the creation of online versions of existing programs and the potential for recruiting new student markets. This article focuses more on strategic priorities and the benefits of online education for institutional growth.  

Both articles draw from the same study but emphasize different aspects: the first on cultural and administrative challenges, and the second on strategic priorities and market opportunities. Reviewing multiple news sources provides a balanced understanding of the issues at hand, allowing you to gain awareness of both the internal challenges and external opportunities of online education. Given the increase in and expectations for online learning, having this comprehensive view of the CHLOE study can aid you in developing effective strategies for your online programs.  

In Search of More Leaders  

From Advice for how to help reduce higher ed’s leadership deficit (opinion) | Inside Higher Ed  

Jay Stephens, vice president of people and culture at the University of Montana, has some ideas on how higher education institutions can address their challenges in recruiting for leadership positions.   

Our Thoughts  

Based upon the job postings I regularly see each week in assorted higher ed publications, addressing our leadership deficit with urgency is critical to the future success of institutions. It is essential that we create a supportive environment where faculty and staff can thrive, as high turnover rates impact the stability of an institution. As we saw after the great resignation during the pandemic, we not only lose the daily contributions of a longtime employee when they leave, but also their depth of historical knowledge about the institution.   

I like the emphasis that this article places on the importance of training and developing leaders, not just for technical prowess but for their ability to manage and motivate people effectively. As someone who held leadership positions in higher ed for a decade, I wholeheartedly agree with this advice. Business management research has repeatedly found that the number one reason people leave their employers is often poor direct management or overall leadership. Leadership development is not something that we can leave to chance; it requires intentional investment and a strategic approach. By providing ongoing training and support, we can equip leaders with the skills they need to navigate complex interpersonal dynamics and inspire their teams to achieve their best and create a thriving institution.