Motivation, Transparency and the Need to Be Proactive

In this exclusive interview, Volt sat down with Kelly Peiffer, vice president of marketing, communications and advancement at Manor College. Kelly emphasizes the pressing issue of declining student interest and the need for innovative strategies to attract non-traditional learners. Advocating for transparency and proactive leadership, she shares practical advice for communications leaders navigating the complex landscape of higher education.

Kelly, please describe your professional journey.

I was hired as a marketing communications assistant at Manor College in 2012. Over the past decade, I have worked my way up within the institution in the offices of marketing communications and institutional advancement, holding various roles such as assistant director, director and, currently, vice president. Having earned my Masters in Professional and Business Communications from La Salle University in 2016, I have also been an adjunct professor at various institutions, as well as a full-time faculty member at Cairn University’s School of Business.

What was your primary reason for working in higher education?

I loved my own college undergrad experience and saw the immense value that a college experience and degree have on a person. I became motivated to work in higher education and use my skills to further the mission of Manor College.

What would be the number one piece of advice you would give new communications leaders?

As new communications leaders, you should establish a rapport with the other leaders so that there is transparency within your role. It is vital for communications leaders to be transparent and to encourage others within the institution to be transparent with you and your team.

What are the most important issues facing higher education in general and your institution in particular?

The lack of interest from students in enrolling in higher education is the biggest issue facing higher education. Enrollment has been going down across the country for several years now, and more students are taking jobs right out of high school, longer gap years, et cetera. Higher ed needs to find ways to attract adult learners, degree completers and non-traditional students to the institutions in order to make up for the lack of interest from traditional college-aged students.

The most important issue facing our institution, Manor College, is the same as the national issue. We are designing and looking more carefully at career-ready programs and degree completion programs and creating strategies to market to non-traditional students. Unique to the Manor College student population, more than 60% of our students are first-generation college students. Being able to ensure that we have the right student support resources and services when more than half of our student population is first-time college students is vital to our success and the success of our students.

Should marketing and communications be in the same department, separate or a unique situation per institution? Why?

This really depends on the size of the institution. We have a centralized marketing and communications department, and it works well for us. However, I’m sure at larger institutions it would make perfect sense for marketing and communications to be separate units but reporting to the same VP or director. There absolutely needs to be great collaboration and teamwork within the two units if they are not in the same department.

Reactive versus proactive? What are the benefits or downfalls of each strategy, and why would you choose one over the other?

This might be the Enneagram 3 (Achiever) in me, but I always prefer to be proactive versus reactive, especially in a leadership position. Being proactive shows initiative to the others at the institution, which can also encourage and spark initiative and creativity in others. I am a big fan of being creative and respect those who use their creative skills to improve the student experience and make institutions better.