Wooden cubes with word ‘onboarding’. Yellow light bulb. Beautiful orange background. Business concept. Copy space.
In a recent discussion with Shanna Hocking, CEO of Hocking Leadership, critical insights emerged regarding the pressing challenges in higher education advancement. With over two decades of experience in fundraising within this sector, Hocking emphasizes that creating a thriving leadership culture is paramount to success—not just increasing funding. This shift in perspective is crucial for university leaders aiming to secure the future of their institutions.
Navigating the Leadership Crisis in Higher Education
The landscape of higher education is undergoing significant transformation, challenged by budgetary constraints, administrative pressures, and changing demands from students. Faced with these pressures, many institutions instinctively focus on enhancing fundraising efforts, reflecting a scarcity mindset.
However, Hocking suggests that this perspective overlooks a deeper issue. She asserts, “If we can just figure out leadership in the advancement space, then we will raise more money and be better.” It is this realization that has led her to concentrate on leadership development rather than solely capital acquisition.
The ongoing repercussions of the pandemic have intensified these issues, highlighting the inadequacy of traditional operational models. Institutions must now critically reassess their strategies to adapt to contemporary realities, fostering a culture of curiosity and innovation rather than clinging to past practices.
Unpacking Structural Biases in Leadership
Despite recognizing the importance of leadership, many universities struggle to attract and retain top talent, particularly among women. Current statistics reveal that fewer than 35% of the senior advancement roles at leading U.S. universities are occupied by women, despite women making up the majority of the overall workforce in advancement.
Hocking’s research identifies systemic barriers as the primary challenge rather than a lack of ambition among women. The prevailing leadership frameworks were established in contexts that do not reflect the needs or diversity of the current workforce.
Subtle, yet impactful, biases contribute to this issue:
- The “In-Group” Problem: Informal decision-making often occurs outside formal settings, leaving women excluded from critical conversations and networking opportunities.
- Cultural Pressures: A demanding work culture that lacks flexibility presents challenges for women who may juggle multiple responsibilities, including caregiving.
- Unconscious Bias: Gender biases can manifest in everyday interactions, such as frequent interruptions, which undermine women’s leadership credibility.
Enhancing Onboarding as a Strategic Opportunity
With the goal of systemic improvement, what can institutions implement immediately? Hocking’s findings point to onboarding as a vital area for actionable change. Her BOLD Blueprint study indicates that over 70% of women in Chief Advancement roles reported lacking adequate formal onboarding support, including professional development and leadership training.
This is not just a matter of convenience; it represents a pressing retention and performance challenge. Insufficient onboarding can lead to long-lasting stress and diminish a leader’s sense of belonging and commitment to the organization.
Forachieving meaningful allyship, experts recommend that university leaders take the following steps:
- Formalize Onboarding: Ensure all new senior leaders, particularly women, have access to dedicated coaching and professional development during their first few years.
- Clarify Unwritten Rules: Cultivate an environment where questioning the status quo is encouraged and mentors clarify the expectations of the institution.
- Audit for Inclusion: Reflect on who is involved in decision-making processes and strive to consistently promote equity in these spaces.
The sustainability and success of a university is intrinsically linked to the effectiveness of its leadership. By investing intentionally in the onboarding and systemic inclusion of women, institutions are not only fulfilling a moral obligation but also adopting a robust strategy for future growth.
