I recently went one-on-one with Geordie Hyland, President and CEO of American College of Education (ACE).
Adam: Thanks again for taking the time to share your advice. First things first, though, I am sure readers would love to learn more about you. How did you get here? What experiences, failures, setbacks, or challenges have been most instrumental to your growth?
Geordie: Thank you, Adam. I’ve been in a role supporting adult learners with online education solutions since 2013. I’ve taken a non-traditional route to become the President of American College of Education and have had a range of education, finance, technology, and entrepreneurial business experience. I’m passionate about providing a very high-quality educational experience and value proposition to our students.
In terms of failures and setbacks, I played hockey growing up, Division 1 college hockey, and then professionally in the minor leagues for one year. While I did not have a long career in hockey, I learned the value of teamwork, hard work, continuous incremental improvement, and diligence. I think the biggest lessons were the importance of responding positively to mistakes and in taking on new challenges on an ongoing basis.
Adam: What are the biggest challenges you face as a leader in higher education today? How are you navigating them?
Geordie: The biggest challenge in higher education today is proving the value of the educational experience you provide to prospective students. Higher education is expensive, and students are much more wary about taking on large amounts of student debt, likely due to the fact that we’re currently living through a student debt crisis.
I firmly believe that higher education institutions need to prove their tangible value to prospective students, because students deserve to know what to expect. By enrolling in a college program, students are making an investment. And just like with any other investment, you should have a concrete idea of what you can expect in return.
We’re navigating this challenge at ACE in two primary ways. First, we do whatever we can to keep our program costs low, with the goal that they are feasible for someone to afford without taking on additional debt. Second, we intentionally invest time and money into studying the real-world impact that our education provides to our students and graduates. We don’t shy away from asking – are our programs providing students with a positive return on investment? Are our graduates increasing their earning potential? And once we have those answers, we make them publicly accessible so prospective students can make a well-informed decision.
Adam: In your experience, what are the keys to managing change and leading through uncertainty?
Geordie: I think it’s important to understand the difference between managing people and leading them. It’s also helpful to have a mission that you are passionate about. If everyone in your organization is bought into that mission, from the newest staff member to executive leadership, then you’ll always have an anchor to ground your decision-making even through times of change and uncertainty. Using that mission to set a vision, strategy, and goals is a clear path to success.
Adam: What do you believe are the defining qualities of an effective leader?
Geordie: To piggyback off the answer to the last question, it’s crucial for a leader to set a clear vision and goals. Then, it’s about prioritizing accountability. Foster a team culture that values feedback loops and open inquiry so your team feels empowered to speak up when they have questions or ideas, or if they need to hold you accountable.
Being a leader who listens is especially important within fully remote organizations. It can be easy for employees to feel isolated, so leaders need to intentionally create avenues and opportunities for team members to be heard.
Adam: How can leaders and aspiring leaders take their leadership skills to the next level?
Geordie: I think that they have to jump in and lead and make sure they are not sitting on the sidelines.
Adam: What do you believe are the most important skills needed to succeed in today’s and tomorrow’s workforce?
Geordie: At this point, it’s almost cliché to answer this question by saying skills in AI, but it’s also the truth. AI touches almost every industry, so it’s critical to understand the roles it can play within yours. How can it help you and your organization work smarter, streamline administrative tasks, and collaborate better? What are the ways it can help you save time or make better-informed decisions? Know how and where you can purposefully embrace AI to augment your work.
To help our students cultivate these skills, we’ve embedded AI concepts within our courses, with a strong focus on ethical collaboration, innovation, and real-world applications. For example, future educators are learning how to design AI-informed lessons that help students understand how AI works and how it’s used.
Adam: What are your three best tips applicable to leaders in business, government, and education?
Geordie: First, focus on the needs of the customer. In education, this is the student. We focus on their needs by ensuring that there is a strong return on investment and student value proposition.
Second, create clear institutional goals each year and manage to them. Ensure that these goals mirror institutional health and drive long-term value.
Third, take care of your people.
Adam: What is the single best piece of advice you have ever received?
Geordie: I think the practical Japanese concept of ikigai is relevant for all of us. This is “the reason to get up in the morning” and advises us all to spend our time doing 1) what we love, 2) what we are good at, 3) what the world needs, and 4) what we can be paid for.
Adam: Is there anything else you would like to share?
Geordie: I think we have covered a lot. I appreciate the dialogue!
