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Chelsea Haring, Chief Operations Officer Founder, Higher Education Innovation Fellowship

Innovation Starts with Listening. Chelsea Haring, Chief Operations Officer Founder, Higher Education Innovation Fellowship Communicating Careers Conference May 9, 2019, Boston, MA. Hello! I’m Chelsea. Let’s take a moment to connect. @chelseaharing chelsea@switchboardhq.com

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Chelsea Haring, Chief Operations Officer Founder, Higher Education Innovation Fellowship

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  1. Innovation Starts with Listening... Chelsea Haring, Chief Operations OfficerFounder, Higher Education Innovation Fellowship Communicating Careers ConferenceMay 9, 2019, Boston, MA

  2. Hello! I’m Chelsea. Let’s take a moment to connect... @chelseaharingchelsea@switchboardhq.com switchboardhq.com

  3. Partner Support ORGANIZATIONS WE WORK WITH: Private sector brands embarking on a new phase of strategic growth Post-secondary and higher education institutions Member based non-profit organizations

  4. Services Offered • Higher Education Innovation Fellowship • ListenUp EDU Events • Listen + Serve Training & Consulting • Community Building Team Training • Software Platform

  5. Individual & Institutional Feedback Loops ASK CATEGORIZE FOLLOW UP DESIGN ACT

  6. Paradigm Shift: Organizational

  7. Paradigm Shift: Operational Community goals look more like: • Satisfaction • Retention • Active users • Return customers • Referrals • Feedback Marketing is how you get them in the door. Community is their experience once they’re in the door. Marketing goals might be: • Reach • Traffic • Signups • New customers created • Followers • Awareness David Spinks, “The Fundamental Difference Between Marketing and Community,”

  8. Paradigm Shift: Cultural FROM TO Gatekeeper Connector Centralized network Distributed network Focus on events & programs Focus on success systems change & technology Measure attendance/adoption Measure member success & institutional outcomes Managing ambassadors Activating ambassadors

  9. IntrapreneursINNOVATORS WITHIN AN ORGANIZATION

  10. LIKE ENTREPRENEURS, INTRAPRNEUERS NEED: Time Capital Stakeholder alignment Key decision maker support To be heard, acknowledged and encouraged to grow and catalyze change Intrapreneur Needs

  11. Phase I: Starting Change Work on Campus • Build with and not for your users by involving students, alumni, and stakeholders at every stage • Approach facilitation from a place of advocacy and service and engage both the hearts and minds of your project team members • Document team capacity early on and identify and activate campus change ambassadors • Frame your work in a way that feels attainable and builds community with your team

  12. Phase II: Building Momentum & Sustainability • Script culture of listening by modeling empathy in pre work and by checking in regularly with each team member. • Start with small wins and celebrate success at key milestones or when you anticipate a time of difficulty or uncertainty. • Layer your approach to relationship management and presentation of findings. • Advocate for growth capital and resources for yourself and your ideas

  13. Common Themes & Needs from Intrapreneurs • Reevaluate programs and initiatives that fail to deliver impact. • Skills & professional development to support institutional growth and innovation. • Education & better understanding around higher ed trends • Forging collaborations across departments. • Direct input from students & alumni about programming, syllabi, engagement • Cross-disciplinary learning from fields outside of higher ed

  14. “I want to learn from colleagues around the country from a variety of disciplines. Those of us working in higher ed greatly benefit from interacting with professionals outside our field. Innovation is what happens when we get out of our comfort zones and challenge our own paradigms.”

  15. “Career services is a high-touch, time-intensive process. There are students who are not seen and served. They are often less aware of and likely to take advantage of services. In our efforts to help students we're perpetuating these inequities. To learn how to best serve our students I need to first ask them what they need, expect, and desire.”

  16. “As a Higher Education Innovation Fellow, I’m forming a strong network of like-minded colleagues from across the country. Great ideas can’t happen in isolation. I love meeting new thought partners and developing ideas together.”

  17. Innovation Challenges in Career Services: • Repackaging old services/delivery methods under new branding • Lack of listening to and documenting student needs • Pressure to provide transformational outcomes at the expense of the transactional needs of most students (e.g., FGLI) • Tired teams minimal investment in PD and operational efficiency • Elite institutions dominatethought leadership & new models • Lack of data on the impact of organizational change and restructuring initiatives that have happened in the past 5 years.

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