Prior to moving to Memphis, I was a member for a number of years of The Rotary Club of Jackson, which is the State of Mississippi’s largest service club.  Most readers are probably familiar with Rotary, but for those who aren’t, it is an international service organization formed in 1905 with over 1.2 million members worldwide. On July 12, The Rotary Club of Jackson will be celebrating its 100th anniversary with a special event and will have Rotary International President Gary C.K. Huang from Taiwan as a guest.  This will be a historic occasion to have a sitting RI president visit a local Mississippi Rotary club. One of the things I like about Rotary are its mottoes:  “Service Above Self and One Profits Most Who Serves Best.”

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Scherry Gilliland

My interviewee this week, Scherry Gilliland, embodies these mottoes. She has been a member of The Rotary Club of Jackson since 1998 and as of Jan. 1, 2014, she is serving as executive director of the club. Scherry grew up in Brookhaven and graduated from Copiah-Lincoln Community College and Belhaven College. She shared, “I loved learning . . . and still do. Growing up, there were many opportunities to get involved in service activities. I was fortunate to serve in a number of different leadership roles throughout these years.” Scherry had an early interest in music and learned piano from her grandmother. She has shared her love of music for many years as a piano teacher and choir pianist. She also noted, “Raising my sons was the greatest leadership experience I have ever had. It was the lengthiest and the most important. During the years when I was preparing them for life, I didn’t realize that I was being prepared for my own future.”

In 1998, Scherry found her next passion, non-profit public relations and development. She has been a certified fund raising executive since 1998 and has worked with numerous organizations including Mississippi Children’s Home Services, Big Brothers Big Sisters of Mississippi, Junior Achievement and Girl Scouts of Greater Mississippi. In 2010, she was contracted to set up a 501(c)(3) organization that drills water wells in Malawi, Africa. I know for many, the thought of fundraising is overwhelming. I asked Scherry how she has been so effective and seemed to enjoy it so much.  She emphasized that she loves to learn people’s stories and see the real joy that comes from giving. Scherry, like other effective leaders, is a change agent and enjoys serving where positive change is needed.

A person of deep faith, Scherry said, “My faith guides every day of my life. My daily opportunities are God’s gift to me. What I do with those opportunities is my gift to Him.” She also shared that her advice for future leaders is to remember that every experience in leadership is preparation for your next opportunity. Don’t be afraid to take the opportunity that is offered to you…It is YOURS! If you don’t take it, someone else will.” Scherry’s passion is contagious. Her current role as executive director of The Rotary Club of Jackson allows her to share her passion with other service oriented leaders. In addition to other service activities, the club’s signature philanthropic project provides college scholarships for at least four high school seniors annually.

I have seen first-hand how philanthropic activities like these can impact lives. My sister, Meg Willoughby Swayze, was a beneficiary of the club’s generosity years ago when she was able to earn a master’s degree as a Rotary scholar. I am thankful for leaders like Scherry who are on the front lines of making a difference in the lives of our communities.

[Originally published in the Mississippi Business Journal, June 26, 2014.] Read More


Author and speaker Denis Waitley noted, “Never become so much of an expert that you stop gaining expertise. View life as a continuous learning experience.”  One of things I have noticed in interviewing leaders is a common trait of a thirst for knowledge. They realize that learning is a journey and not a destination.  As Albert Einstein said, “I have found the more I learn, the more I realize how much I don’t know.” In today’s competitive marketplace, one of the real keys to success is continually building your expertise. Regardless of your role, if you are on a path to becoming a true expert then you are in a better position to contribute and add value to the organization.

My interviewee this week, T. Doug Dale Jr., has been committed to building his expertise in the field of wealth management.  Dale, a shareholder at Security Ballew in Jackson, regularly appears in the financial media as an expert on trends in the financial world. Dale has appeared on Fox Business News, CNBC, CNN and Bloomberg and been quoted in media outlets such as Reuters and The Associated Press. Dale is a native of Jackson and rather than follow in the family trade of architecture, he knew as early as high school that he wanted to work in the realm of finance. Dale earned his business degree from Ole Miss and while in college, he interned at Security Ballew which is a wealth management firm founded by Matt Ballew. Upon graduation, Dale returned to Jackson and earned his M.B.A. from Millsaps College.

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T. Doug Dale, Jr.

Dale took a full-time position at Security Ballew in 2005 and has been there ever since. He started as an associate with the firm calling on companies to help them with their retirement plans. Dale noted that Matt Ballew encouraged him early on to truly learn the fundamentals of wealth management. Dale did just that and has dedicated himself over the last 20 years to being a continuous learner in his profession. He noted, “I would have never guessed it in high school, but I have spent a large amount of time studying history in my career.” We discussed the famous Mark Twain quote, “History doesn’t repeat itself, but it does rhyme.”  As a history major myself, I appreciate his approach. When we see the bubbles and busts that cycle through our economy, it important to learn from the past. As George Santayana said, “Those who cannot remember the past are condemned to repeat it.”

In addition to their wealth advisory services, Dale and his partners created their own fund, Consillium Capital Fund, LP for accredited investors in 2013. Consillium means “advice” in Latin. Dale regularly writes newsletters and updates for his clients and investors where he shares his observations based on his research and study. I asked him what has contributed to his success as a wealth advisor and he shared, “We have tried to stay conservative in our approach and to help our clients avoid the extremes in their investing.”

As advice for future leaders, Dale said that he would encourage them to not be afraid to call people to learn about what they do. When he was in college, Dale visited with many professionals to learn about their work. He also said, “I would encourage people start wherever they can in the organization and be willing to work hard to earn the right to move up.”  Dale also emphasized the importance of building and maintaining relationships. Who you know” really does matter in the business world. Dale’s commitment to his craft was inspiring to me. We all can benefit from becoming “experts” in our chosen work.

We just have to be willing to pay the price.

[Originally published in the Mississippi Business Journal, June 20, 2014.] Read More


In the last five years that I have been writing this column on leaders, I have had the incredible opportunity to visit with leaders from around the state of Mississippi. I have been challenged and inspired by their stories. Each week I try to pass along the tips and wisdom I learn from these leaders. As readers have probably noted, I try to focus on at least one big idea that came from the interview.

When I talk with prospective interviewees, I emphasize that the purpose of this column is to inspire and motivate other leaders around the state. I do this because I believe leadership matters – in a big way. It is hard to understate the importance of leadership in an organization. Unfortunately, we talk about leadership so much in the business community we can sometimes take it for granted. However, as Dr. John Maxwell said, “Everything rises and falls with leadership.” The longer I live, the more I believe this to be true. Below are just a few of the big ideas that I have seen as recurring themes in my study of outstanding leaders.

Leaders Lead

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Martin Willoughby

While this is stating the obvious, the point is that leaders take initiative. They don’t wait for a title. They see a need and act on it.
When the call goes out for help, they are the first to raise their hand. Leadership is about serving. There are countless ways in every organization to step up and serve. True leaders are servant leaders and are not in it for their own glory. For those wanting to rise in their leadership, I encourage you to begin today by seeking ways to contribute and add value. Titles will follow – leadership can begin immediately.

Leaders Know Themselves

The ancient Greeks used to emphasize the importance to “Know Thyself.” One of the key aspects I have noticed about effective leaders is that they know who they are. They are comfortable in their own skin and have a quiet confidence. They know their strengths and weaknesses and know how to play to their strengths and minimize their weaknesses. They are self-aware. Effective leaders don’t waste time trying to be something they are not. Authentic leadership comes from the heart. People follow that kind of leader.

Leaders Lead Themselves

Former IBM Chairman and CEO Thomas J. Watson Sr. noted, “Nothing so conclusively proves a man’s ability to lead others as what he does from day to day to lead himself.” Similarly, Dr. Maxwell pointed out, “Learning to lead yourself well is one of the most important things you’ll ever do as a leader.” It is easy to think about leadership in terms of leading others.

While that is certainly important, true leaders begin by effectively leading themselves. They realize that they must continually be growing as a leader if they are to be effective. True leaders know they need to take care of themselves physically, emotionally, intellectually, and spiritually. They are continual learners. Allowing yourself to become burned out does not help the cause of your organization. I believe that leaders who develop a lifelong commitment to growth and proper boundaries are the best suited to make a difference for the long haul.

I hope a few of these leadership lessons I have learned from my interviews will be an encouragement to you in your own leadership journey. Leadership is a journey, not a destination. May your journey continue to be a great one! I will continue to share leadership insights from outstanding leaders as we continue this journey together.

[Originally published in the Mississippi Business Journal, June 13, 2014.] Read More


When I first began writing this column, my goal was to uplift and inspire leaders and entrepreneurs around the state. By interviewing successful Mississippians and sharing their stories, I hoped to make a positive impact. For those who enjoying learning from the experiences of outstanding Mississippians, I am excited to share with you about Mississippi Entrepreneurs by Polly Dement, which was recently published by Cat Island Books, LLC with University Press of Mississippi. I caught up with Polly to visit about the book in a recent interview:

MW:  Tell me a little bit about the book.

PD:  The book profiles outstanding entrepreneurs from around the state including legends who have passed on and up-and-comers.I interviewed over 100 people for the book which contains 70 profiles of 85 Mississippi entrepreneurs.

MW:  How did you become involved in this project?

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Martin Willoughby

PD:  I grew up in Vicksburg and graduated from Millsaps College before pursuing a career in Washington D.C. I would regularly come back to the state and had always hoped to one day work on a project back in Mississippi. My conversations started with Tim Medley, who had been inspired by a book he saw while in New Orleans post-Hurricane Katrina on entrepreneurs in New Orleans. He began to think about how to do a similar book on Mississippi entrepreneurs. He formed Cat Island Books along with Paul Calhoun, David Martin, Mike McRee and Rowan Taylor to make that dream a reality.  They asked me to conduct the interviews and write the articles on the Mississippi entrepreneurs.

MW:   Tell me a little more your career and travels.

PD:  After Millsaps, I moved briefly to Atlanta and then found my home in Washington D.C. My husband, John Mayer, and I have spent most of our careers based in D.C.  I have always been interested in communications, and I have worked both in the public and private sector over the years.  One of my first jobs in Washington was working for the Senate Watergate Committee where I wrote profiles of the witnesses who testified.  I had the opportunity to write profiles on entrepreneurs for over a decade beginning in 1981 for the National Association of Investment Companies. I also worked for the National Commission on Children and Hager Sharp Inc., a communications firm in Washington, DC.  n 2005, my husband and I decided to take a career “time out,” and we traveled the country for three years in a mobile home before relocating to Sante Fe in 2008.

MW: What was it like working with the Cat Island Group?

PD:  I have tremendous respect for these gentlemen who shared a passion for trying to encourage entrepreneurs and Mississippians around the state. They had never published a book before, but they were entrepreneurs in their own right who had the vision, figured it out, took risks and enabled this book to be written. They carefully considered who to feature in the book as they wanted to make sure that the entrepreneurs represented the state geographically and a diverse mix of business and social entrepreneurs.

MW:   I understand that you will be doing some book signings.

PD: We launch the book in Jackson on June 3 at Lemuria then we will be traveling around the state for other book signings.  Many of the entrepreneurs will be joining locally as well and there are some special celebratory events.  People who would like more information on these events can follows us on facebook at www.facebook.com/Mississippi Entrepreneurs.

MW:   How did this project impact you?

PD: I had an incredible opportunity to personally interview each of the entrepreneurs or those who knew them if they were deceased. I came away inspired by each of their stories in unique ways. Mississippians have much to be proud of, and I hope these stories will encourage people to reach for their dreams.

[Originally published in the Mississippi Business Journal, June 6, 2014.] Read More


Butler Snow Advisory Services (BSA) is pleased to announce that Rick Gernert has joined as principal in their Nashville office. He brings more than 30
years of experience in the financial services industry.

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Rick Gernert

“Rick will bring a wealth of experience to Butler Snow Advisory,” said Matt Thornton, President and CEO of BSA. “We are thrilled about the knowledge and value he
will provide to our team and our clients.”

Gernert most recently served as a founding shareholder of Iroquois Capital Group and managing director in its Investment Banking Group, as well as president of Iroquois Capital Advisors. Gernert has experience working with early-stage venture capital entities and has been an advisor to institutional investors and high net worth individuals.
Prior to his work at Iroquois Capital Group, Gernert was a managing director of Koch Ventures, a $150 million early-stage venture capital entity. He has also held the position of vice president of business development at EDS Corporation in Dallas, where he was responsible for internal mergers and acquisitions and its private equity investing.

Gernert holds a bachelor’s degree in accounting from the University of Mississippi as well as Series 7, Series 24, Series 63 and Series 79 licenses.

Read More


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Paul McNeill

Management guru Peter Drucker is attributed the quote, “Culture eats strategy for breakfast.”  His statement is often repeated to emphasize the importance of culture in building a great organization.   Companies like Southwest Airlines or Zappos are some of the most well-known examples of companies that have achieved tremendous success by nurturing their culture.  Zappos CEO Tony Hseigh noted in a Harvard Business Review blog post, “Last year 25,000 people applied for jobs with us, and we hired only 250. Someone told me that statistically it’s harder to get a job at Zappos than it is to get admitted to Harvard, which says a lot about the strength of the culture we’ve created here.”

My interviewee this week, Paul McNeill, understands the importance of building a winning culture. McNeill serves as Senior Vice President-Wealth Management and Resident Director of Merrill Lynch in Ridgeland.   McNeill grew up in Oxford, England and moved to Jackson, Mississippi when he was thirteen years old. After graduating from Millsaps College, he began his financial career back in England.  However, he had the opportunity to return to Jackson in 1991 to join Merrill Lynch and has been there ever since.  After building a very successful wealth management business at the firm, McNeill was asked to become Resident Director and manage the local office in 2013.  McNeill decided to take on the position because of the confidence and faith he had in the team he would be leading, and because he could also continue to take care of the client relationships he had developed over the last 20+ years.

He shared, “My focus as Resident Director has been to create a great place for people to work.  I want our team members to look forward to coming to work each day.”  McNeill has been intentional about creating a great culture at the firm.  One of the ways he does this is to be very open and inclusive with meetings and decisions. McNeill recognizes that the only way to truly take outstanding care of clients is to take outstanding care of your team members.  While this may seem obvious, I have found in my business consulting practice that this principle is often not consistently applied. Too often, employers underappreciate and undervalue their employees and somehow expect them to deliver outstanding customer service.  Unfortunately, that just doesn’t work.  McNeill also noted, “I try to lead by example and not ask people to do things I would not do myself.”  This is another way to show people that you value them as individuals which is critical to building trust.

McNeill is active as a community leader and devotes time to organizations such as the National Multiple Sclerosis Society (AL/MS), Mississippi Children’s Home Services and St. Andrew’s Episcopal School.  He also was recently named to the Board of Trustees for Millsaps College.  In an industry where people often move around between employers, McNeill has remained loyal and built a very successful business.  I am sure that his understanding of how to develop a winning culture will serve his team and clients well for years to come.

[Originally published in the Mississippi Business Journal, May 30, 2014.] Read More


In my executive coaching practice, I often analyze with my clients the constant barrage of demands on their time. One of the most influential books to me on this topic is a short work by author Charles Hummel titled Tyranny of the Urgent! For a successful leader, there are always more demands on your time than you can respond. Unfortunately, the tyranny of the urgent can cause us to miss the truly important things we need to be dealing with. I think this is one of the most challenging aspects of modern leadership. The key for leaders is to remain focused on what is truly important and to continually remind others to “keep the main thing the main thing.”

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Dr. David Shaw

My interview this week, Dr. David Shaw, vice president for research and economic development at Mississippi State University, has done a great job of keeping perspective on what is truly important and has had a very positive impact on the university and the state.
Shaw grew up on a family farm in rural Oklahoma. While at Cameron University, his life took a turn as he was originally planning to return to the family farm after graduation. However, as a newlywed he realized that the family farm might not adequately support his family, and with the encouragement of one of his professors he decided to pursue post-graduate education in agriculture. Shaw went on to get his master’s degree and Ph.D. from Oklahoma State University.

After completing his studies, Shaw took a teaching and research position with Mississippi State and has now been there almost 30 years. Shaw has been involved in cutting-edge research including remote sensing technology. In 1998, the school received a $25-million grant from NASA to further this research, and Shaw was named director of the Remote Sensing Technologies Center. In 2002, he was appointed director of the Geosystems Research Institute, which focused on the spatial technology visualization of complex datasets and computational modeling in agriculture, forestry, water resources, climate, weather and oceanography.  In 2009, Shaw was asked to serve in his current position of vice president for research and economic development where he acts as chief research officer for the university.

One of the key points Shaw emphasizes as a leader is to “never let the urgent take priority over the important.” He believes in creating clarity about what is truly important and making sure team members are aligned around the real priorities. He also believes in finding the best talent and letting them operate in a zone where their passion, talent, and responsibilities intersect.  He understands that when people are allowed to spend most of their time in this zone they will be truly happy and highly productive. As a man of faith, Shaw has drawn inspiration from studying the great (and not so great leaders) in the Bible. In particular, he has been reflecting on the servant leadership that Jesus modeled.

During his time at MSU, the school has proven to be a national leader on many fronts. Dr. Shaw emphasized that there are exciting things happening all over the campus. In particular, he noted the national reputation that the university has developed in agriculture, engineering, and cyber security.  In his role, he also has the opportunity to work with business and political leaders to create opportunities for economic growth in the state.  He shared, “It is part of the DNA to be involved in economic development and be a positive change agent for the state.” Along with many other fine institutions and leaders in the state, Mississippi State and Dr. Shaw are doing many exciting things to advance the state of Mississippi and improve the economic prospects for the future.

[Originally published in the Mississippi Business Journal, May 23, 2014.] Read More


I am excited to share with our readers this week about a topic I am passionate about — TED. No, not a person — I am talking about the global phenomenon known as TED, which stands for Technology, Entertainment, and Design. This week, I asked David Pharr, one of the coordinators of the first TEDx event in Mississippi, to share about this excited opportunity for the state.

MW: Tell the readers more about TED for those who may not be familiar.

DP: TED is a non-profit organization that was started in 1984 by an architect, Richard Saul Wurman. He believed there was a convergence of the fields of technology, entertainment and design (TED). The first conference featured demos of the Apple Macintosh computer and included talks by digital pioneers Nicholas Negroponte and Stewart Brand.  The second conference did not happen until 1990, but it took off as a community gathered annuallyTEDx_logo_sydney_022309 in Monterey, Calif., to hear talks by leading thinkers from around the world. In 2000, new media entrepreneur Chris Anderson took over the organization and has developed it into an organization having global impact.

MW: I first learned about TED by watching videos online of interesting people giving talks. Tell us about those.

DP: Anderson’s motto for TED was “Ideas Worth Spreading.” At each TED event, speakers are askers to give the best speech of their life in 18 minutes or less on innovative ideas. In 2005, TED started posting their highest rated talks on www.ted.com and shared them for free.  There are well over 1500 talks on the website, and they have been viewed by millions of viewers.  The talks are now in over 100 languages and viewed by people all over the world.

MW: My understanding is that in addition to the annual conferences, there are now TEDx events. What are those?

DP: To expand the TED concept and to bring innovation to local communities, TED in 2009 began to allow people to organize TED-like events in their local communities. The goal is to foster innovation and collaboration. Over the last five years, there have been thousands of TEDx events around the world and over 30,000 talks have been recorded.

MW: Tell us plans for TEDx Jackson, which to my understanding will be the first TEDx event in the state of Mississippi.

DP: You are correct. On Nov. 6 this year, the first TEDx event in the state will be hosted in Jackson. While it will be hosted in Jackson, this will truly be a statewide event.  I have been hoping for several years that we could bring this program to the state, and I was excited to get a call earlier this year that a group had decided to take the initiative to make this event happen. The focus will be on innovative healthcare, education, and the creative economy.

MW: Who is helping to organize the event?

DP: At this point, Maris West & Baker, C Spire Wireless and Jim and Donna Barksdale are the lead sponsors and the Mississippi Development Authority. Innovate Mississippi, the State Institutions of Higher Learning, and UMMC, are actively involved. To host a TEDx event, you are required to have an individual as licensee so I was honored when the group asked me to serve in that role. I was particularly excited because one the requirements is to attend the annual TED conference, which I was able to do in March in Vancouver — it was an incredible opportunity.

MW: How are the plans coming along for the event and how can people learn more?

DP: We are finalizing the venue for the event now as well as lining up the speakers.  The theme for the event is “Fertile Ground,” which is intended as a reference to the many opportunities that exist in Mississippi. There will be a mix of local and national speakers focusing on both local and global ideas. Seating will be limited so we will be accepting applications soon.  To keep people informed, we have set up a Twitter account (@TEDxJackson); a Facebook page (TEDxJackson), and we are launching a website (TEDxJackson.com).

[Originally published in the Mississippi Business Journal, May 9, 2014.] Read More


A few years ago, Keith McFarland wrote a book titled The Breakthrough Company, which was based on a five-year study he did of more than 7,000 companies. I like his book because it focuses on how middle market companies can achieve lasting success. Too often, business books are geared towards large global companies which has little relevance for small and mid-size businesses.  One of the key attributes of companies that break out of the entrepreneurial phase is that they surround themselves with networks of outside resources which McFarland calls “scaffolding.”  For example, one story he shared was about former NFL Hall of Famer Roger Staubach, who started The Staubach Company real estate company in 1977.  Staubach faced some challenging times early on in his career, and he credits the support of his Young Presidents Organization (YPO) forum group for helping him work through the difficulties.

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Kristian Agoglia

Whether forum groups, advisory boards or key consultants, there is much to be gained in having this kind of “scaffolding” as you build a business.

My interviewee this week, Kristian Agoglia, has built a successful vegetation management and disaster recovery company in New York and is now expanding his business to Mississippi. Kristian is a native of Long Island and grew up in a hard-working entrepreneurial family. He attributes the core values that his parents instilled in him as having a big impact on his success in business.

When Kristian was 15, he started a lawn service business, which was the predecessor to his business today, Looks Great Services.  By the time he graduated high school and went off to Liberty University, he had a thriving business, which he was able to continue even while in college and later graduate school at Regent University. In 1999, Kristian formally incorporated his business and the rest, as they say, “is history.” He has continued to grow his business and later added disaster clean up services as a service offering.

In 2005, Kristian deployed crews to Mississippi to help with post-Hurricane Katrina clean up. It was during this time that he met his wife who was from Columbia, Miss. After getting married, he decided it was time to start Looks Great Services of Mississippi, which specializes in vegetation management for utility companies and employs over 75 people in the state.  This past year, Kristian and his wife decided to relocate from New York to her hometown of Columbia.

As we discussed the challenges of growing a company, Kristian noted how he had always sought outside perspectives on his business. He shared a story of how he hired Bobb Biehl, a guest lecturer at Regent University, to advise him on his business while he was still in college. He shared, “It was a significant investment for me at the time, but it was worth every penny.” Biehl has continued to be an advisor to Kristian and his company. He noted, “I have always sought other people’s opinions and advice on my business to help identify blind spots, gain perspective, and improve my operations.” Kristian noted that over the last 15 years he has invested significant time and resources in seeking this type of feedback on his business and it has paid large dividends for him.

During disaster recovery projects, Kristian can have over 1,000 people working for him. His ability to scale quickly when needed is based on the quality of the team he has developed. He noted, “I try to help my employees find their strengths and focus their work on those type projects.” He continued, “My philosophy is to try and fit a round peg into a round hole.”  He spends a lot of time in the interview process to really get to know the individual. He wants to understand what truly motivates them and what they care about. Kristian’s commitment to maintaining his own “scaffolding,” his perseverance, and his perspective on the importance of people has him positioned for continued success in his business. Kristian is a welcome transplant to Mississippi, and I know he will have a positive impact on the state.

[Originally published in the Mississippi Business Journal, April 25, 2014.] Read More


There exist an endless number of articles, books, blogs, and interviews on the state of higher education (HE) in America. The themes are consistent – fewer resources, fewer students, bloated administrative staff, less affordability, unsustainable student debt, poor graduation rates, unimpressive employability skills and what the heck is a MOOC and why should I care. And there exist an endless number of individuals, organizations and

entities doing their part to address these and other challenges including President Obama’s push for HE to graduate more Science, Technology, Engineering and Math or STEM students, increase affordability and improve accountability.

So, given there is already a ready and willing audience for this type of conversation, why not explore a slightly different angle? Why not combine some history with technical terminology along with a new view on the management challenges facing the American HE system? Thus: HE v3.0, The Retailing of Higher Education. The premise is that our beloved HE system is in its third iteration (more on that) and this third version, though still in its infancy of development, will borrow many qualities from the retail industry.

The leadership at HE institutions – boards, senior administrative and academic leadership – must not only be cognizant of these qualities but rigorously develop the talent and processes to manage this evolution or not be competitive in v3.0 and beyond.

HE v1.0 – The Rise and Continued Dominance of the Traditional University

“The early American colleges devoted themselves almost entirely to the teaching and study of theology, Greek and Latin languages, classical literature and philosophy.”—Richard Ruch, Higher Ed, Inc. The Rise of the For-Profit University

There is some debate on the “oldest university.” The word university, derived from the Latin universitas magistrorum et scholarium, roughly meaning a “community of teachers and scholars,” was first used by the Italian University of Bologna, when it was founded in 1088; thus, it is considered the first “modern” university. However, history does show a number of “institutions of higher learning” that were formed a millennium before 1088 in the ancient civilizations of Greece, Persia, Rome, China and Africa, to name a few. The differentiation mainly resides in the form and function of the medieval European model from which the current “modern” university model has evolved.

There is no debate that whether it was 1088 AD or 1088 BC, the fundamental model of teaching and learning was developed whereby a community of scholars sought to impart their knowledge to a set of young, eager, maturing minds known as students (Isn’t it interesting that the word “student” is derived from Latin studium, “study, application,” but originally meant “eagerness,” which itself was derived from studere, “to be diligent; to push, stick, knock, beat”). The model was based on the student’s ability to discern the teachings of the scholars and through certain trials (known as tests) these students would demonstrate they had gained sufficient absorption of these teachings to “apply” this knowledge to a field of study.

The advent of the land grant colleges via the Morrill Acts of 1862 and 1890 in the United States ushered in a focus on agriculture, military science and engineering while maintaining the study of the classics. Regardless of academic focus, the calendar for study revolved around crop harvests and Christian holidays. Over time, a structure evolved that organized disciplines and related fields of study into what are now called schools and/or colleges (within a university).

A further iteration of v1.0 (call it v1.5) institutions was the advent of state-supported schools – making the attainment of postsecondary education an integral component of a state’s economic development strategy – led to a focus on job/career training along with federally-funded research. This focus was furthered by the development of community colleges, which were even more focused on local workforce development. This part of the evolution views HE as a social good that should be made available to as much of the population as is possible.

HE v1.0 for the most part is still the dominant model today. Its fundamental basis derived during the millennium before the birth of Christ, leveraging a calendar based on an economic sector which now represents less than 5 percent of the US economy and though many of the innovations that have dramatically changed our world have been developed at these v1.0 institutions, the basic teaching/learning paradigm used by them is not that much different than when Plato and Socrates and their community of scholars taught their students in ancient Greece.

HE v2.0 – Advent and Challenges of the For-Profit Institutions

“When John Sperling started the University of Phoenix in 1976, there was nothing new about profit in higher education.” Richard Ruch, Higher Ed, Inc. The Rise of the For-Profit University

One of our Founding Fathers, Benjamin Franklin, realized there was a need for skills beyond the classical learning paradigm of the traditional colleges of Colonial America. Franklin lamented that many of his contemporaries had an “unaccountable prejudice in favor of ancient customs and habitudes.” Eons before Franklin’s lament, the advent of the next iteration of higher education began by helping to meet the employability needs of the fifth century B.C. Greek economy via traveling teachers for hire known as sophists. Competition among sophists and proprietary schools was brisk and produced two beneficial outcomes for the consumers of education: affordability and quality. (Sound familiar?)

Ironically, as if a harbinger of current times, these early v2.0 schools were for those whose learning needs the traditional colleges (v1.0) could not meet and/or for the students who could not get admitted to the v1.0 institutions. The rise of the University of Phoenix in 1976 proved there was a large market demand (and sustainable economic model) to meet the learning and career development needs of “non-traditional” students as well as those the HE v1.0 institutions did not wish to and/or could not adequately serve. Though not without significant challenge and controversy, these HE v2.0 institutions grew from 0.2 percent of all students seeking degrees in the 1970s to over 12 percent by 2012. Many of these institutions offered many advances not offered by most HE v1.0 institutions including online, multiple locations leading to anytime, anyplace learning with introduction of some pace-based learning paradigms focused on specific career skills/development and traditional degree attainment.

HE v3.0 – The Rise of the Retail Influence on HE

“Five years ago, Southern New Hampshire University was a 2,000-student private school struggling against declining enrollment, poor name recognition, and teetering finances. Today, it’s the Amazon.com of higher education. The school’s burgeoning online division has 180 different programs with an enrollment of 34,000. Students are referred to as “customers.” It undercuts competitors on tuition. And it deploys data analytics for everything from anticipating future demand to figuring out which students are most likely to stumble. “We are super-focused on customer service, which is a phrase that most universities can’t even use,” says Paul LeBlanc, SNHU’s president. Gabriel Kahn, Slate.com

Elements of the retail model have always been a part of the HE v1.0 and HE v2.0 institutions (especially v2.0 ones) – marketing, cost and revenue management, price-to-value creation, etc. What is being presented here is the need to make these and other retail paradigms (see below) more transparent and central to the academic and administrative management of a successful HE v3.0 institution.

Why is this evolution occurring? Simple and the answers are well known:

  • Students and technology. Students take in information from a variety of sources, and education is another information source. HE v1.0 and v2.0 institutions have a model whereby it is assumed that they are the sole source for ALL information that the student needs. The students, in all other areas of their life, can “pick and choose” to create the type information, the sources and economic model that suit their needs.
  • These student choices are enabled by technology, of course, but technology provides more than creating a set of choices for information access. It also creates alternative means to distribute that information freeing the traditional singular time, place and pace modality (of v1.0 institutions in particular) with anytime, anyplace, and any pace.
  • The students are customers – thus the goal as higher education leaders should be to align our brand and the experience associated with that brand in meeting the needs of the segment of the customers (students) that can best be served (i.e., meet their career and skill attainment goals) with a sustainable economic flywheel.

Let’s be clear, this argument is not meant to condone or embrace any model that subverts the fundamental tenant of being an educator – that same tenant that has existed from whatever was the first institution of higher learning – to provide an environment whereby a community of scholars can embrace, develop and grow the next generation of scholars, workers, entrepreneurs, civic leaders, business leaders, mothers and fathers. This notion of students as customers is a well-debated concept but is universally not an accepted idea in higher education. The reality is both sides of this argument are correct – “students” are customers, consumers, and students all at the same time; and it changes depending on where they are in the process of being recruited, admitted, enrolled, being taught, supported, and finally to graduating and giving. The focus should be less on a term or word and more on how best to serve these students, thus the intention of the remainder of this article.

What has been lost by many HE v1.0 institutions is the lack of flexibility in how it delivers the learning paradigm, not using technology as a means of creating the total student experience and not using retail elements as part of its core academic and operating paradigm. HE v2.0 institutions were founded on market demand and have embraced some retail paradigms, but too many have lost sight of the group they are serving – shareholders vs. the students. There are examples like Grand Canyon University and Southern New Hampshire University that have made customer service and a retail paradigm core to their DNA and are HE v3.0 early adopters.

So what are some of these retail elements that will be the cornerstone of HE v3.0 institutions? This isn’t meant to be an all-inconclusive set of elements, but represent some of the building blocks upon which HE v3.0 institutions should have as cornerstones:

Customer service orientation

  • The experience that a student has with an institution becomes even more relevant – front line employees must become more like retail front line employees – as they must represent the brand and make every experience a positive one
  • That experience can be translated into higher value as students will migrate to institutions that cater to them and understand their “lifetime value” – from pre-admit to alumni – and once they see that value being delivered they will be willing to pay a premium for that level of service (see Nordstrom’s)

Customer segmentation

  • The idea of a “student” will extend beyond the traditional undergraduate 17-21 year olds, thus HE must develop “storefronts” and “merchandise” that cater to a broader range of learning paces, timing and career needs
  • Like a good retailer, HE must be able to deliver personalized degrees delivered with the economics of mass production (mass customization)
  • Utilizing a more comprehensive marketing strategy and plan that leverages more interactive means, provides true analytics/metrics of reach and impact leveraging the latest in data mining (see Google and AMEX)

Brand management

  • Institutions will need to develop clarity of their brands and the “experience” associated with that brand \
  • Like a brand manager at P&G, university leaders will need to manage multiple “sub-brands” – professors, colleges, academic departments, athletic teams, bands, research, etc. – and they must align all these sub-brands with the overall brand of the institution.
  • This portfolio brand management model becomes a greater challenge for a system with campuses with various missions. But again, a retail analogy exists – Hilton Hotels has various “sub-brands” that exist across various service levels and price points that are still able to maintain a connectivity to the larger Hilton brand
  • Using the Hilton analogy, HE institutions must align and balance product offerings (see below) and service delivery to value and customer segmentation – the essence of the brand is defined at this intersection

SKU management/Value pricing

  • The fundamental product (SKU or stock keeping unit) of every HE institution is the courses. Up until now it was not critical to know the fundamental economics of a course/department. Going forward, the economic future of an institution will be dependent on its ability to fundamentally understand these economics, manage the stock (course availability), and develop pricing based on competitive realities and delivery modalities (online, hybrid, offline)
  • This will also require institutions to become less of “all things to all people” and focus on courses/subjects where they can be competitive and provide clarity for the customer segments they target (and create a distinctive value proposition for that segment) and create models that allow for students to “pick and choose” their learning style and source of courses (see Amazon).

· Multiple site management o When Central Michigan can have a campus in Washington, DC, and Tulane University has a campus in Madison, Mississippi, and Stanford can compete to build a research island in New York City – the idea of having a single physical campus where students come to a specific site will be irrelevant. Schools will need campuses where the customers are located in addition to the traditional v1.0 models.

What does this all mean?

The hope is that this article leads to a discussion amongst HE colleagues on this evolution, especially as conversations center on strategy development and leadership selection/development. Part of the reason HE faces the issues described at the beginning of this article is partially due to a vibrant and engaging discussion on how the industry is evolving and what fundamental changes must occur. Evolution is a natural occurrence in all aspects of humanity and commerce. HE is not exempt from this evolution; the only question is whether we see the new generation of community of scholars in a way that truly creates an optimal learning and growth environment for students or if we remain a HE v1.0 institution stuck in a v3.0 and beyond world.

[Originally published by University Business on April 21, 2014.] Read More