What I’d Tell My Younger Admissions Counselor Self
Hindsight is indeed 20/20. And for someone who tends to be future-oriented, I still find it valuable to consider what I might tell my 35 years-ago-self when I embarked on what would become a decades-long relationship with an industry most leave within a few years.
1. This is real work.
We often think of “burnout” as something that comes later, long after the shine has worn off the job. Call it the seven-year itch. But for an admissions counselor, the seeds for this kind of fatigue are likely often planted soon after the first college fair, the byproduct of unrealistic expectations of what the job will entail. This is especially true for recent college graduates staying on with their alma mater. Student ambassadors often make fine admissions counselor candidates – but sometimes a little knowledge is a dangerous thing. They have given tours, blown up balloons, and been charged with “happy” duties that may paint an incomplete picture of what life will be like as a full-time admissions counselor.
Here is the challenge: people matter first, but numbers matter too. We live in a relational profession, yet one with a definable, and sometimes cold, bottom line. As I think of my colleagues who have survived and thrived over the years, there is a common thread: they long ago accepted this is “real work” – and they continue to do an excellent job communicating such with prospective and current team members.
Admissions counselors should take every opportunity to share the mission of the college or university in ways likely to attract students to the institution. After all, this is the job. But there is far less industry-wide consistency with how these budding professionals are allowed to look under the proverbial hood of the institution. This needn’t be overly complicated, but they do need to comprehend how their daily work impacts the business of running an institution of higher education. Yes, I said business. Show them spreadsheets. They can handle it – and most importantly, they will appreciate the confidence and respect such steps convey.
The bottom line: the value an admissions counselor gives to his or her work is only enhanced by assigning tangible worth to their efforts. New professionals seek meaning in their labor. To honor this is to also be strategic.
2. Find a mentor.
New admissions counselors should seek a wise, more experienced, and thoughtful person in their professional lives willing to be a sounding board, coach, encourager, and truth-teller. You know you’ve found just the right advisor when he or she sees the opportunity to mentor a young professional as a way to contribute to the profession. They should affirm this career will be tough at times – and balance that with how and why to always see the big picture. Too many careers are derailed by the proverbial mountains made out of molehills.
Those in the early stages of an admissions career should never make the jump to the next position without first conferring with the trusted mentor. It is not permission to move on that is sought, but rather someone who knows the mentee well enough to ask the right questions.
I like to think of this mentor matter as being akin to GPS. We routinely trust GPS because someone has gone before us to survey the options ahead. And after careful consideration, is ready to tell when and where to turn (including options of our choosing), while also letting us know of heavy traffic ahead before we see it.
3. Develop networks.
Little did I know in the mid-1980s how invaluable the networks I would build over time would become. Every professional move I have made can ultimately be traced to someone I’ve known, a network of people aware of my experience, or a phone call from out of the blue from my network.
The adage, “It’s not what you know, but who you know,” is likely a bit overstated. Nonetheless, being connected is critical to a healthy career in enrollment-related fields.
4. Be flexible.
Enrollment management professionals are among the most transient in higher education. Opportunities will arise for those with demonstrable success. Having said this, I must caution those aspiring to “greater things” in this profession be aware of all factors, both positive and negative. Consider these thoughts when advising a team member.
This is real work: be careful not to react to a tough stretch with knee-jerk online surfing of open positions. The grass is often not greener on the other side. Know what your motivation is to be open to something new.
Find a mentor: Being flexible may require moving across the country. What does your mentor think about the associated risks and rewards? Do you have the long view in mind?
Develop networks: Nurturing your network is not simply about job opportunities. It’s about having access to context. What does this mean? Too often we feel alone in our challenges, assuming no other admissions professional is experiencing what we do. The opportunity to pick up the phone or send an email message to a colleague in your network can do wonders.
5. Remember you change lives.
Our work matters beyond next fall’s enrollment.
Above all else, admissions counselors, both veterans and those new to the field, should remind themselves daily that their work has lifetime implications. We play a role in securing a happy and purposeful future for generations to come. This is not about serving the Office of Admissions alone; it is really about playing an important role in the Office of Future Alumni. Perhaps it’s fair to say that enrollment management careers, especially for the long haul, is a calling.
So, what I might tell my 35 years-ago-self? “Hang on. You’re in for quite a ride. Make sure you take some friends along the way.”
David Mee, Ed.D. is Vice President for Enrollment Management at Campbell University (NC). His 34-year career has included multiple enrollment leadership positions, as well as consulting projects at more than 60 colleges and universities. Dr. Mee welcomes feedback at dmee@campbell.edu.
