New Settlement’s Post

Learn more about the Masters of Arts in Leadership program from our friends at Wartburg College!

At The Holdsworth Center, we have a front row seat to public education leadership. Through our work developing and supporting sitting and aspiring superintendents, we’ve witnessed the responsibilities, challenges and opportunities of the superintendency. We’ve gotten to know—and have come to admire—the mission-driven people working tirelessly on behalf of students. Regardless of tenure, experience, geography or district size, we are seeing superintendents stretched to their limits. The role has always been challenging. But something in the past decade has shifted it to something that can feel almost impossible. When the job looks or feels impossible, we lose not only great superintendents, but we also discourage other talented leaders from taking on the role. We need a clearer, more hopeful picture of the role. One that can help superintendents—and those who aspire to the job—to identify and develop the skills and mindsets needed to thrive in this complex role. That’s why our President, Lindsay Whorton wrote “Beyond Impossible: Making the Shifts Necessary to Thrive in the Superintendent Role.” The superintendents we work with have found this resource valuable and, with their encouragement, we are sharing it more broadly. https://lnkd.in/dhudptAE

The average CEO tenure in CA community colleges if you remove a 30 year vet the average falls from 3.53 to 2.8 years. For reference there are 116 community colleges in California. All of the available research says that stability in the CEO, President and key campus leadership is a significant factor in a college’s overall success. There are a lot of new presidents and other campus leaders in our system who need help and support. These jobs are not easy, in fact, they are harder than ever. https://lnkd.in/gNaNBp8Y

NEW EXTENDED DEADLINE! We invite cross-functional teams of students, staff, administrators and faculty from each campus to apply for the 2024-25 Middle Leadership Academy by Friday, September 20. The Academy is an academic, year-long, professional development opportunity for evidence-based projects, collaborative learning, and leadership development. The program is grounded in a problem-based learning model that motivates participants to “lead from the middle” as they explore and apply strategies to support equitable student learning, engagement, progression, and success on their campuses. Interested teams should identify a team lead that will complete and submit the application on behalf of your team. Learning outcomes: *Equity – Examine inequities in student outcomes and understand the contributing sources at their CSU campuses. *Knowledge – Apply research-based evidence to advance equitable student success efforts on campus via a project-based model. *Assessment – Apply knowledge of assessment measures to appropriately develop and implement a plan to assess project interventions. *Relationships – Build relationships with colleagues on their campus and from across the CSU who are involved in campus-level efforts supporting equitable student success. *Leadership – Build leadership identities, skills, and agency to help lead equity-driven change within the CSU. APPLY HERE: https://lnkd.in/e6qFE2Fy

At The Holdsworth Center, we have a front row seat to public education leadership. Through our work developing and supporting sitting and aspiring superintendents, we’ve witnessed the responsibilities, challenges and opportunities of the superintendency. We’ve gotten to know—and have come to admire—the mission-driven people working tirelessly on behalf of students. Regardless of tenure, experience, geography or district size, we are seeing superintendents stretched to their limits. The role has always been challenging. But something in the past decade has shifted it to something that can feel almost impossible. When the job looks or feels impossible, we lose not only great superintendents, but we also discourage other talented leaders from taking on the role. We need a clearer, more hopeful picture of the role. One that can help superintendents—and those who aspire to the job—to identify and develop the skills and mindsets needed to thrive in this complex role. That’s why I’ve written “Beyond Impossible: Making the Shifts Necessary to Thrive in the Superintendent Role.” The superintendents we work with have found this resource valuable and, with their encouragement, we are sharing it more broadly.

“Soliciting support can certainly be unsavory and even craven if done in a way that does not celebrate the mission of the institution, the benefit to the students, and the remarkable outcomes of the alumni. However, when done the right way, in an open and honest manner, it affirms everything for which the college or university stands. Advancement can truly be a vehicle for moving the mission of the institution forward…No matter how campaigns are conceived, sized,, implemented, leadership is critical to success. Increasingly, that leadership comes from the president and casts him or her in the role of ‘Fund-raiser-in-Chief.’..No other institutional officer can create the vision, establish university-wide priorities, or make the case for support as effectively as the president.”

The Princeton Review has named the Stevens School of Business to its 2024 Best Business Schools list! The rankings were based on a combination of institutional and student survey data, including: 💼Career Outcomes 🏫Admissions Selectivity 📝Academic Rigor Learn more about the accolade and how we are preparing the next generation of business leaders: https://lnkd.in/eCExHVAE

Details about the next Working Class Leaders in Higher Education Network meeting

Interested in finding out more about becoming a Fellow (FACHE)? Check out our upcoming webinar to learn more about advancing your career and personal growth with ACHE of North Texas #fache #achentx #fellow #lifelonglearner

Showcasing Leadership in College Admissions Highlights -Your student does not need to have 10 separate activities. Admissions counselors understand certain activities, such as sports, take more time than others. They will want to show leadership, not just time-filling activities. -Your teen does not need to have played a sport to be a compelling candidate on their application. -Understanding the categories on the Common App for the activities. This will help your student see that they’ve done more than they often think they have. -No activity is worthless if your teen learned something. But not every activity needs to be continued if it doesn’t resonate, doesn’t lead to your student’s future career, or they don’t enjoy it. -Leadership is a lifelong pursuit, not just during your student’s high school career. https://buff.ly/3Xy5KVP