With the new academic year upon us, I find myself reflecting on the sheer intensity of the pressures our colleagues in higher education enrollment management face. These units are the fiscal engines of our institutions, yet they are currently operating amid unprecedented volatility.
In Season 1 of my podcast, Coaching in Higher Education, I had the pleasure of speaking with Laurie Koehler, the principal at Koehler Consulting and a seasoned admissions and enrollment management leader at institutions such as Bryn Mawr College and The George Washington University. With over two decades of experience in the field, Laurie provided a sobering look at the challenges these professionals face, from federal policy shifts to aggressive institutional goals.
What became clear in our conversation is this:
Our job as professional coaches in the enrollment space is no longer just about helping our clients improve performance. Instead, we must assist them in becoming ecosystem stabilizers by building the cultural infrastructure that allows higher education to survive its current identity crisis.
The Human Cost of Aggressive Institutional Goals
The world of enrollment management is experiencing more disruption than at any other point in recent history, as shifts in financial aid funding and changes in federal policy have created an unpredictable environment in which leaders are expected to deliver immediate results without the luxury of time. As a result, the personal toll of this environment on enrollment professionals is real, with staff members frequently worrying about their job security and the institution’s financial health.
As organizational development coaches, we must also recognize that enrollment management is often a site where employees experience deep isolation. Because these offices are so specialized, many leaders feel they are carrying the entire weight of the institution’s fiscal health on their shoulders. Our role as coaches is to facilitate human connection that moves our clients beyond silos, as part of a proactive investment in well-being rather than a remedial fix for a problem.
Cultivating the Invisible Leadership Pipeline
One of the most thought-provoking parts of my discussion with Laurie – and one that I’ve seen reflected in many other conversations – is centered on whom institutions include in coaching initiatives, as they often focus their resources on those who already hold senior titles. However, the most sustainable strategy for staff retention and institutional growth is to identify high-potential individuals in mid-level roles who may not even see themselves as “leaders.”
Laurie also highlighted that qualities such as curiosity and adaptability are often found among staff members who are first-generation professionals or who may be struggling with imposter syndrome. By offering targeted professional growth opportunities to these emerging leaders, institutions send a powerful message that they are valued assets and help these individuals build the self-awareness and strategic perspective they need to move from operations to positions where they can create long-term, sustainable, and innovative change.
Shifting from Manager to Leader Coach
This conversation also made it clear that sustainable change in higher education requires a fundamental mindset shift: Many leaders in academia still operate within outdated, top-down structures and are well-advised to adopt a servant leadership approach in which their primary role is to support and empower their teams.
Laurie emphasized that this transition process begins with curiosity – for both us as coaches and our clients, who may well learn from their coaching experience. Instead of being directive, prematurely decisive, or jumping in to fix every problem, leaders should learn to lead with open-ended questions. This approach can enhance the team’s capacity by encouraging them to think through solutions themselves. When leaders model this coaching-over-commanding behavior, they change the tone and culture of the organization.
You can find this and all other Coaching in Higher Education podcast episodes on:
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If you are a higher education leader looking to foster a more resilient and empowered team, or a coach seeking to deepen your impact on campus, I invite you to explore my professional coaching and advisory services. Together, we can move beyond firefighting and begin the vital work of future-proofing your institution. Let us start a conversation today about how we can support your growth and your team’s growth.
Frequently Asked Questions: Leadership Development in Enrollment Management
Why is enrollment management under unprecedented pressure in higher education today?
The environment is extremely uncertain due to federal policy changes and the shift in funding for financial aid. The volatility of the positions means leaders in these offices are expected to deliver immediate results, adding a premium of personal strain on top of their already demanding roles.
Why do enrollment management professionals often feel isolated?
Because these offices are highly specialized, staff members can feel like they alone carry the weight of the institution’s financial health. Coaches can help by creating human connection that moves professionals beyond working in silos.
Why should institutions invest in coaching for mid-level staff, not just senior leaders?
Coaching programs often focus resources on people who already hold senior titles. But the more sustainable path to long-term retention and growth is to find the high-potential people in mid-level roles – even those who don’t see themselves as leaders yet.
Imposter syndrome is a big piece of finding future leaders.
Staff members who are first-generation professionals or experiencing imposter syndrome often show strong curiosity and adaptability. Companies aware of and able to develop these traits can develop a more resilient and robust leadership pipeline.
What does the move from manager to leader-coach entail?
That means abandoning directive, top-down leadership in favor of a servant leadership style. Leaders are coached to ask open-ended questions, not to rush in and fix problems. This builds capacity in their teams and shifts the overall culture of the organization.