To Lead When
None Must Follow
Strategies to Drive SSC Adoption
Student Success Collaborative
©2015 The Advisory Board Company • eab.com • 30424
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Meet Today’s Presenters
3
Ed Venit
Lindsay Miars
evenit@eab.com
lmiars@eab.com
Senior Director,
EAB
202-266-629
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Associate Director,
EAB
202-266-6877
What We All Feel
4
Visionary Leaders Often Frustrated by Institutional Inertia
“Change for any organization is a slow process,
like turning a battleship. I wish it were that
easy for us. At a university, executing change is
more like turning a glacier.”
University Provost
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Have You Heard This One?
5
Change Can Be Uncomfortable for Almost Everyone on Campus
Administrators
Deans
Advisors
Faculty
“We’ve always done
it the old way”
“My programs are
already doing fine”
“I don’t want to
change how I work"
“Not another new
system to learn!”
Poll
©2015 The Advisory Board Company • eab.com • 30424
Debunking the Myth
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Countless Examples of People Readily Embracing Change
Not All Change Is Slow
Mindset
Communication
Technology
Language
Up to 80% of
college students
change their major
350 million people
joined Facebook in
the first five years
170 million iPads
sold within four
years of release
OED adds “google”
in 2006, four years
after first use on TV
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Taking a Page from Epidemiology
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How Did the “Spanish Flu” of 1918 Become a Pandemic?
Factor #1:
High Virulence
Factor #2:
Intensified Exposure
Factor #3:
Rare Immunity
•
Deadly subtype of H1N1
influenza virus
•
Modern transport systems
facilitated rapid spread
•
Fatality rates 10-20%
(<0.1% normal for flu)
•
500 million people infected
(1/3rd of world population)
•
Post-WWI troop movements
created global footprint
•
Healthy adults actually more
at-risk than young or old
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Spread Change Like an Epidemic
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How Can We Foster a “Viral Innovation”?
1 Increase Virulence
Target Segment:
Early Minority
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2 Heighten Exposure
Target Segment:
Early and Late Majority
3 Reduce Immunity
Target Segment:
Late Minority
Lesson #1: Increase Virulence
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Creating a More Compelling Idea
1 Increase Virulence
2 Heighten Exposure
3 Reduce Immunity
Definition: Increasing the
attractiveness and allure of an
innovation by presenting it in an
overwhelmingly compelling manner
Target: Early minority driven by
need for exclusivity, desire to be
first, “trend-setters”
Early Minority
want to be trend-setters
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Target Segment:
Majority
Target Segment:
Late Minority
Increase Virulence
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Creating a More Compelling Innovation
Elements of Virulence
Element #1
Scarcity and Exclusivity
Element #2
Attractiveness and Allure
Introduce participation as
rare and highly coveted
Create a compelling case
by selling innovation as
appealing and rewarding
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Increase Virulence
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Creating a More Compelling Innovation
Element #1
Scarcity and Exclusivity
Introduce participation as
rare and highly coveted
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SSC Strategy:
•
Use pilot program selection to
build buzz and honor participants
Element #1: Scarcity and Exclusivity
Building the Exclusivity of SSC Pilot Programs
Six Selling Points to Make All the Other Programs Envious
Public Recognition for
Outstanding Advising
Extra Face Time with
Campus Leadership
Opportunity to Shape
Product Direction
Setting Standards for
Rest of Campus
Having the First
Students to Benefit
National Networking
Opportunities
©2015 The Advisory Board Company • eab.com • 30424
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Increase Virulence
13
Creating a More Compelling Innovation
Element #2
Attractiveness and Allure
Create a compelling case
by selling innovation as
appealing and rewarding
©2015 The Advisory Board Company • eab.com • 30424
SSC Strategies:
•
Create incentives around utilization
and improvements in student
success rates
•
Foster friendly competition
Element #2: Attractiveness and Allure
Creating Incentives
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Offering Additional Funding to Reward Improvements
Sample Goals Selected by Colleges
Re-enroll students not
registered for the next term
Increase persistence among
sophomores and juniors
Potential Rewards for Meeting Goals
Grow the size of
existing majors
Fund new student
success programs
Reduce undeclared students
in university college
Establish parallel plans for
students in selective programs
Reduce DFW rates in
foundational courses
Reduce time to degree for
transfer students
Hire additional
academic advisors
New assets
go to the
colleges that
demonstrate
the ability to
best serve
students
Allocate additional
faculty lines
Provide raises for
administrators
Poll
©2015 The Advisory Board Company • eab.com • 30424
Element #2: Attractiveness and Allure
Innovating Through Friendly Competition
Running Parallel Advising Campaigns at Central Michigan University
1
Small Group of Engaged Advisors
2
Advisors Design Strategies
3
Campaigns Run Simultaneously
4
Debrief to Compare Results
CMU recruited seven advisors in the Office of
Student Success to run a “test” initiative of
targeted advising campaigns
Each participant chose a niche group of interest
and developed their own unique approaches for
outreach and intervention
Concurrent campaigns prevented advisors from
“borrowing” ideas and allowed for different
strategies to be tested against one another
CMU advisors presented their results at the end
of the semester for group discussion, analysis,
and development of best practices
©2015 The Advisory Board Company • eab.com • 30424
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Lesson #2: Heightened Exposure
Spreading the Idea Far and Wide
2 Heighten Exposure
3 Reduce Immunity
Definition: Inundating the critical
masses with inescapable publicity
for the innovation
Target: Early and Late Majorities
driven by need for belonging to the
larger trend
Pull
Early Majority Late Majority
wants to be part wants to avoid
of the in-crowd
being left out
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Push
Target Segment:
Late Minority
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Lesson #2: Heightened Exposure
Spreading the Innovation Far and Wide
Elements of Exposure
Element #3
Trend-Setter Endorsement
Element #4
Bandwagon Psychology
Meaningfully leverage
strategically-networked
early adopters
Saturate the collective
mindshare to create an
impression of normality
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Heightened Exposure
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Spreading the Innovation Far and Wide
Element #3
Trend-Setter Endorsement
Meaningfully leveraging
strategically-networked
early adopters
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SSC Strategies:
•
Deploy pilot program top performers
in a train-the-trainer model
•
Create peer champions
Element #3: Trend-Setter Endorsement
Picking the Trend-Setters
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Building a Training Team at Bowling Green State University
Who Makes a Good Trainer?
Experience
High utilizing advisor
from pilot program
Respect
Held in high esteem by
peers around campus
Enthusiasm
Outgoing personality
well-suited to teaching
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BGSU Training Team
Responsibilities
•
Serve on a small team of experts
tasked with training campus
•
Host training sessions for advising
staff new to SSC
•
Meet one-on-one with advisors
needing extra help
•
Visit with faculty “mentors” to help
them with navigating the platform
•
Assist in developing BGSU specific
training materials and resources
Element #3: Trend-Setter Endorsement
Advisor Peer Champions
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Hiring an Advising Technology Coordinator to Lead Campus Change
Experience and Qualifications
Tina Balser
University of Missouri
Columbia
Newly Created Position:
Coordinator, Student
Success Initiatives
Previous Position:
Director of Student
Services, College of
Engineering
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 Experience working in student
services and advising
 Firm understanding of faculty and
student needs
 Expertise in technology utilization
and data analysis
 Process-oriented, strategic thinker
 Strong communicator with the
ability to engage and persuade
others
Element #3: Trend-Setter Endorsement
Faculty Peer Champions
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Faculty-to-Faculty Advising Conversations at Old Dominion University
How an ODU vice provost shared
his perspective on SSC with faculty
Evidenced-Based Advising:
A Process Not an Event
Brian Payne
Vice Provost
•
Presented in the voice of a fellow
faculty member, not administrator
•
Emphasized that advising is critical
to meeting institutional objectives
•
Explained the concept of advising
based on historical evidence
•
Reviewed the advising tools faculty
have at their disposal
•
Reassured faculty that tools do not
replace interpersonal connections
•
Reframed advising as an ongoing
process not an isolated event
Evidence-Based Advising
“Using evidence about past students to inform
current students and build advising practices”
©2015 The Advisory Board Company • eab.com • 30424
Poll
Heightened Exposure
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Spreading the Innovation Far and Wide
Element #4
Bandwagon Psychology
Saturating the collective
mindshare to create an
impression of normality
©2015 The Advisory Board Company • eab.com • 30424
SSC Strategy:
•
Broadly disseminate SSC results
and updates on a regular basis
Element #4: Bandwagon Psychology
Keeping Everyone in the Loop
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Advising Planning Conversations at California State University – Long Beach
Engaging the Entire Advising Community in Innovation
Monthly Email Updates
Monthly Director Meeting
Bi-Annual Advising Institute
•
Sent to the entire advising
community
•
All advising directors
and leadership invited
•
Entire advising community
invited
•
Provides details on product
enhancements
•
Share updates and results
of SSC initiatives
•
Senior leadership presents
updates and results
•
Discuss new product
enhancements to request
•
Presentations by centers on
their use of the platform
•
Preview of what’s coming
for the future
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Lesson #3: Reduce Immunity
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Lowering Resistance to the Innovation
n Exposure
3 Reduce Immunity
Definition: Undermining holdouts
by disabling any alternatives to the
adoption of the innovation
Target: Late minority driven by
need for control, desire to be
“last man standing”
Segment:
jority
Target Segment:
Late Minority
©2015 The Advisory Board Company • eab.com • 30424
Lesson #3: Reduce Immunity
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Lowering Resistance to the Innovation
Elements of Reduced Immunity
Element #5
Fallback Elimination
Element #6
Holdout Isolation
Remove safety nets or
fallback options to force
compliance
Alienate laggards to
make noncompliance
uncomfortable
©2015 The Advisory Board Company • eab.com • 30424
Reduce Immunity
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Lowering Resistance to the Innovation
Element #5
Fallback Elimination
Remove safety nets or
fallback options to force
compliance
©2015 The Advisory Board Company • eab.com • 30424
SSC Strategy:
•
Sunset obsolete or redundant
advising technologies and systems
Element #5: Fallback Elimination
Round Up the Usual Suspects
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Three Systems Most Often Sunsetted in Favor of SSC
Advisor Notes
and Records
Homegrown SIS
Viewer
Early Warning
System
SSC Notes
SSC Student View
SSC Success Markers
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Reduce Immunity
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Lowering Resistance to the Innovation
Element #6
Holdout Isolation
Alienate laggards to
make noncompliance
uncomfortable
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SSC Strategy:
•
Use public communications to softly
call attention to non-compliers
Element #6: Holdout Isolation
Public Utilization Reports
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Highlighting Strong (and Weak) Users at Purdue University – Calumet
From: Director of Student Success
To: Advising Directors; Advisors
Subject: SSC Monthly Utilization Report
Anatomy of PUC’s Monthly
Utilization Emails
SSC_Monthly_Utilization_Report.xls
Dear Colleagues,
Attached is the SSC monthly utilization report. The Excel spreadsheet
allows you to sort utilization by individual or college. I encourage you to
review it to expand your understanding of the academic advisement
interactions with your students and to identify additional areas for
improvement.
I would like to acknowledge the following individuals and areas:
TOP ADVISOR USAGE
Mary Jones – BUS – 333 Notes
John Smith – CLAS – 296 Notes
Susan Myers – EDU – 182 Notes
Mike Johnson – TECH – 182 Notes
Spreadsheet contains
activity of all users,
including intransigents
Top users receive
public praise and
recognition
TOP COLLEGE / UNIT USAGE
Center for Learning & Success – 930 Notes
Business – 517 Notes
Liberal Arts & Social Sciences – 502 Notes
The utilization report will be shared with Deans, Department Heads, and
Senior Leadership on a monthly basis. Should you have any questions
regarding the report or the system, I would be very happy to assist you.
If you have not started using the system, please complete the online
tutorial and log in to the SSC system at ssc.advisory.com
(https://ssc.advisory.com/gsrc/login).
Recipients reminded
that leadership will be
reviewing data
Instructions provided
on how to learn the
system and log in
Poll
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