Miscellanea for Branch Campuses

Touching on several subjects, mostly personal:

A few days ago I passed 20,000 views on this blog.  Given how long I’ve been posting, 20,000 is anything but “viral,” but it pleases me that some people either subscribe/follow or simply stumble on the blog, and from the feedback I receive find it to be helpful.  Nice.

Originally I started this blog to provide a service to the National Association of Branch Campus Administrators (NABCA), as well as to help me organize my thoughts for a book I wanted to write.  That book, Out on a Limb:  A Branch Campus Life was published almost two years ago, and I’m pleased to see that it continues to sell, in both print and electronic versions on Amazon.

Speaking of NABCA, if you haven’t attended the conference, you should consider doing so (www.nabca.net).  Unfortunately, it often isn’t until a person attends that he or she realizes how valuable it can be to meet other people working in the branch world.  If you can make it, you won’t be disappointed.  I can almost guarantee that you’ll come away with some new friends and good ideas.

Aside from pitching my book, I’d also like to remind readers that I work as a consultant and coach.  I enjoy visiting campuses, because I meet interesting people and nearly always discover something that I haven’t encountered before.  Branches certainly share a number of qualities, but they also have their unique stories, bringing a variety of challenges and opportunities. 

Branch work can be isolating or even lonely, especially for new branch administrators.  I hope this blog and my book might help, and I’m sure that attending the NABCA conference is therapeutic.  Working with a coach provides a helpful and safe sounding board outside the organization, which also contributes to professional growth.  To be sure, I’d like to have a few more consulting or coaching clients, but more importantly, branch administrators need a source of support from someone who understands the unique challenges that branch campuses face.

Finally, from time to time I pass along resources that I think may be of value to people leading branch campuses.  I suggest you check out WCET Frontiers (https://wcetblog.wordpress.com/), a blog dedicated to e-learning topics.  It behooves advocates for branch campuses to stay on top of e-learning developments, but I also find information of general value on this blog.  Check out this post: https://wcetblog.wordpress.com/2015/12/21/ipeds-fall-2014-de-highlights/, which reports on enrollment trends, online as well as across other sectors.

If your campus is like many across the country, you may have experienced declining enrollments over the past few years.  In fact, most sectors of higher education have experienced declines, but online continues to grow, with one in seven students now enrolled exclusively online.  Online options are a serious competitor to other choices, especially for the audience served by branches, but my argument is that most institutions will find that their main campus, branches and fully online programs serve different audiences, inviting thoughtful strategies to exploit a range of opportunities to build enrollment and generate revenue.  Check out WCET.

More on Coaching

I’ve been asked to explain more about coaching and how it works, so here goes:

Coaches serve clients as a “thought partner” or “trusted adviser,” by supporting them in an exploration of goals and options for achieving those goals. When I coach, I like to concentrate on identifying both individual strengths and strengths in the organization or leadership team, where appropriate. I encourage people to think about times they felt especially energized and committed to their work and what it was about them or the situation that contributed to success, so that they can consider those experiences in new contexts.

I’ve found that the coaching process not only leads to identifying options and clarifying ideas, but it releases a lot of confident energy. Sometimes coaching clients also want to use me as more of a consultant, especially with regard to resolving a specific issue at work. I’m generally aware of which role I’m in, but I do try to be careful about doing too much “consulting,” when coaching is called for. It’s the client’s choices that matter.

Coaching can be used with groups, as well as with individuals. You may hear terms like “executive coach,” “life coach,” or “transitions coach,” but I seem to cut across those boundaries with most of my clients. In my own practice, I typically talk with clients over the telephone, usually for 50 minutes to an hour. I like to talk with new clients once a week, for three or four weeks, to establish the relationship and start working on goals. After that, we follow whatever pattern is most useful to the client.

With regard to branch campus administrators, my coaching experience falls in three areas. First, some individuals want to move up the administrative ladder, and either they or their supervisor thinks I can help with the preparation. This type of developmental coaching generally involves some assessment of strengths and exploration of career options, but I also ask questions intended to explore specific leadership challenges the person has encountered, as well as to clarify the role and situation that might represent a good career move.

A second opportunity comes when someone actually accepts a new position or takes on new projects. If he or she is changing institutions, we might talk about an exit strategy, as well as an on-boarding strategy for the new position. Very often, people encounter unexpected challenges and reactions in their new position, and a coach can help with the transition, not to mention adjusting to a new culture.

A third coaching opportunity arises when people consider leaving full-time administration and want to give thought to their future. A coach can help shape the planning process, provide resources, and advise on options. This type of transition coaching provides an opportunity to think about one’s “life portfolio,” considering the balance of work, recreation, family, and other elements of life. I am especially interested in working with people who are considering an encore career, because the creative potential is so high.

The Enjoyment of Consulting and Coaching

When I take tests or inventories, designed to identify individual strengths, a top strength always is that I am a “learner.” I do love learning new things, and perhaps as a result, I have very broad interests and (sometimes) a short attention span for the routine. My good fortune to work in academia allowed me to follow lots of different paths and to choose a “road less traveled,” when it suited me.

In that context, I feel especially blessed to pursue an encore career, as a consultant, coach, and speaker. Getting to meet people from around the country, and occasionally from other parts of the world, is terrific. I enjoy visiting new places and learning the unique history of various institutions. After more than 36 years of association with branch campuses and, more broadly, programs for adult learners, I’ve had remarkable experiences and opportunities to learn.

I suppose it is natural that a learner would enjoy sharing what he’s learned, and in the sense that I am still a teacher, the opportunity to consult and coach is satisfying. I am happy to share my thoughts, when asked, to critique current practices and future plans, and to provide examples of effective approaches to new challenges. However, as I’ve moved further into coaching and a strengths-based perspective, I’ve also found even greater pleasure in serving as a “thought partner” to individuals, as they consider opportunities and options.

I mention all of this for a couple of reasons. First, I’d be pleased to have more opportunities to coach, consult, or serve as a speaker for conferences and the like. It is fun, for me, and supports my desire to continue learning and sharing. Second, and more importantly, I want to encourage others to be excited about possibilities in their own lives.

We live in an extraordinary time. As a member of the Baby Boomer generation, it is exciting to think about the possibilities open to us, in the “second half of life.” For younger people, it is intriguing to consider options to work together, to create a future that is based more on abundance than on scarcity, and to reinvent what it means to work.

I was talking with an old friend and trying to explain why I am so pleased to be in the encore stage. I miss being part of a team, but on the whole, I feel as if I am back to being a professor, which was a great experience for me. My “learner” has come back to the fore, pulling along my strengths in areas like strategy and connectedness.

So, just a brief commercial: I am always interested in opportunities to work with individuals and with campuses, when they are looking to the future and considering possibilities. We can learn together and do some good.