Trust, Vision, Change: Mastering Higher Ed Change Management

Budget cuts, enrollment declines, and rising expectations have made higher ed change management a non-negotiable skill for today’s enrollment and marketing leaders.

From shifting demographics to evolving technology and institutional culture, managing change has become central to success in higher education.

Academic programs evolve.

Leadership transitions happen.

Initiatives like fundraising campaigns and strategic pivots can also reshape how institutions operate from the inside out.

For enrollment and marketing leaders, these shifts demand more than flexibility. They require a steady hand, a clear vision, and the ability to bring people along through uncertain terrain.

Higher ed change management isn’t just about adapting to what’s next.

It’s about leading teams, faculty partners, and even skeptical stakeholders into a stronger future.

And the stakes are high because the environment we create through that leadership directly impacts our students.

Effective change management builds a culture that serves not only new students entering our institutions, but also current students, staff, and the colleagues walking the journey with us.

In this episode of The Higher Ed Marketer, we had the pleasure of sitting down with Dr. John Chopka, Vice President for Enrollment Management and Marketing at Ringling College of Art and Design, to dive deep into how leaders can effectively navigate this space.

Dr. Chopka brings more than 35 years of experience in higher education to the table, with a career spanning faith-based liberal arts institutions and now one of the nation’s most respected art and design colleges.

What makes his insights especially powerful is not only his depth of experience but also his clarity, optimism, and servant-leadership mindset.

In this conversation, we uncovered practical, proven higher ed change management strategies that any leader — new or seasoned — can implement.

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Leaning into Culture Before Making Change

When Dr. Chopka stepped into his new role at Ringling, he didn’t walk in with a list of pre-baked solutions.

Instead, he approached the campus with humility and curiosity, asking, “What’s the culture here, and how do I earn the right to lead change within it?”

That mindset is especially critical in higher education, where shared governance and collaboration are more than ideals. They’re operational realities.

John reflects on this with nuance:

“The thing I have experienced in higher ed that maybe doesn’t ring true to other industries is this commitment to shared governance… Because that’s a real value in higher education we as enrollment leaders and marketers need to learn to navigate the idea that there has to be buy-in across campus, oftentimes, for you to move anything.”

For new leaders, the lesson is clear: before you start adjusting the enrollment strategy or shifting brand positioning, invest in understanding the DNA of your institution.

Practical Higher Ed Change Management Tips

Use your first 30, 60, or 90 days in a new role (or during any new initiative) to host listening sessions.

Ask your colleagues what’s working, what’s broken, and what they wish marketing would do more — or less — of.

Capture those insights not just as feedback, but as raw material for shaping strategy and messaging that aligns with institutional realities.

Another step is to map out internal alliances.

Who are the early adopters, the bridge-builders, and even the skeptics who hold informal influence?

Higher ed change management often hinges on these internal champions who can advocate for new ideas in spaces where formal authority doesn’t always reach.

Finally, be transparent about what you’re trying to accomplish.

Explain the “why” behind your marketing strategy, enrollment goals, or proposed changes.

When colleagues understand that your efforts are designed to support the institution’s mission — and not just hit KPIs — resistance often turns into partnership.

By taking these practical steps, higher ed marketers can lead change more effectively, not by pushing from the outside, but by building momentum from within.

Building Trust as a Foundation for Strategy

Change doesn’t happen without trust.

And trust isn’t built through memos or bold vision statements. It’s built day by day, through consistency, transparency, and listening.

Dr. Chopka leans into Stephen Covey’s The Speed of Trust as a framework that guides how and when to share sensitive information, especially during times of organizational stress.

“Trust is everything. And how we manage information kind of becomes a test of trust… The best practice is to be as transparent as possible with a dose of optimism.”

In a world where data can tell any number of stories, John emphasizes the power of letting data build trust.

By anchoring his change proposals in real enrollment numbers, audience behavior, and outcomes, he invites collaboration and strengthens his credibility.

For any leader aiming to navigate the complexities of higher ed change management, trust isn’t a “soft skill.”

Trust is the platform every strategic initiative depends on.

Dr. Chopka’s personal journey into higher education is one reason this perspective runs so deep.

Growing up in a small Appalachian town, college felt like a distant dream.

“I was a first-generation student who didn’t know what I didn’t know,” he shared in the podcast.

That lived experience shapes his leadership today as he is keenly aware of the need to build trust by listening and empathizing with others.

He knows what it’s like to step into an unfamiliar space and wonder, Do I belong here?

And it’s that kind of empathy — earned, not taught — that makes him a leader who builds trust not just through vision, but through understanding.

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Balancing Urgency with Servant Leadership

Another key theme of the episode is the tension leaders face between the urgent need for results and the patience required to make meaningful, sustainable change.

Dr. Chopka admits that he’s an “impatient, results-oriented person.”

But he also recognizes that effective leadership often means knowing when to slow down and listen.

In his words:

“I’ve been trying to lean into the innovative culture here… but I’ve also had to approach some conversations with sensitivity to say, ‘This is how we’ve been doing this. Can you see how it might not be as productive?’”

This type of leadership is rooted in servant-leadership, a philosophy that centers the needs of the team and institution before the ego of the leader.

For John, that means prioritizing listening, facilitating team discussion, and modeling the hard work, not just delegating it.

He reminds us: “Being a servant leader still requires vision and courage. It still requires having those hard conversations.”

Empowering Through Optimism and Realism

Optimism is a critical leadership quality, but it has to be tempered with realism.

Dr. Chopka demonstrates that delicate balance, especially when facing enrollment headwinds or introducing difficult data to stakeholders.

Rather than over-indexing on gloom or being blindly positive, John offers what he calls “transparent optimism.”

It’s a leadership style that acknowledges challenges while keeping the focus on opportunities and shared solutions.

“We’re playing the long game… And it goes back to listening, being inclusive, and communicating expectations. Where we drop the ball, we admit it.”

That kind of honesty, wrapped in optimism, becomes magnetic.

Teams want to follow a leader who’s truthful about the road ahead but inspired about the destination.

Wisdom for Leaders in Transition

Whether you’re stepping into a VP role or leading a team through departmental restructuring, one of the best takeaways from this conversation is the importance of not going it alone.

John credits a group he affectionately calls his “best practices group,” a community of enrollment leaders who regularly support and challenge one another.

As he puts it:

“It’s a lonely and pressure-packed profession. If you don’t have a best practices group or a peer support team… start one.”

In an age when leadership can often feel isolating, that reminder is refreshing.

The most effective higher ed change management strategies don’t come from isolated minds.

They emerge from peer learning, vulnerability, and shared wisdom.

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Putting It All Together

Dr. John Chopka’s approach to leading change is deeply human, refreshingly strategic, and grounded in a rich career of real results.

From his early days as an unlikely college student to his leadership at Ringling College of Art and Design, he has modeled what it looks like to lead with both vision and humility.

Whether you’re at a niche institution or a large public university, the lessons he shares resonate.

Every institution, no matter the size, has distinctives worth championing, a culture worth understanding, and a future worth building.

And with the right leadership strategies, built on trust and collaboration, that future can be shaped intentionally rather than reactively.

🎧 For even more insights from Dr. John Chopka, listen to the full episode on The Higher Ed Marketer podcast.

Helping You Lead Well

At Caylor Solutions, we know that change in higher ed is constant.

Whether you’re launching a new program, navigating leadership turnover, or rethinking your recruitment strategy, the real challenge is leading your team through it all with clarity and purpose.

That’s where our Consulting Services come in.

From Fractional CMO support to Monthly Team Coaching and AI-Driven Strategy, we provide expert guidance tailored to your institution’s needs and culture.

Think of us as your trusted partner in higher ed change management — helping you align brand, strategy, and enrollment goals while empowering your team to thrive.

Ready to lead change with confidence?

Let’s talk about how our team can help yours build momentum that lasts.

Reach out to learn more about Caylor Solutions Consulting Services.

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Featured image via ringling.edu