Advancing Organizational Learning and Leadership in Community Colleges

Shantell Strickland-Davis, Ph.D., CPTD, Associate Vice President, Organizational Learning & Leadership Development, Central Piedmont Community College

As Associate Vice President of Organizational Learning and Leadership Development, Dr. Shantell Strickland-Davis draws on extensive professional and academic experience in instructional design, leadership, and teaching. She is recognized for her expertise in developing, implementing, and assessing inclusive and student-centered programming to support faculty and student success.

In an exclusive interview with Education Technology Insights, she shared her views on her professional journey, the evolving challenges of organizational learning, and the essential leadership skills that will shape the future of higher education.

Career journey and core responsibilities

Since joining Central Piedmont Community College in 2012, I’ve had the opportunity to grow alongside an amazing community, and this January, I’m proud to celebrate 14 years of service. I started as an instructional designer and steadily advanced through roles focused on professional development for faculty and staff, as well as online learning.

I moved into the associate vice president (AVP) role in 2023 after working as the founding executive director at the Center for Teaching and Learning Excellence (CTLE). In this role as AVP, I am responsible for all aspects of professional development for faculty and staff, including leadership, faculty, staff, and technology training for all employees.

In addition to my primary role, I serve as Central Piedmont’s online learning administrator for the state, where I lead efforts to support high-quality online learning for faculty and staff. My focus is on strengthening the tools, resources, and strategies that empower educators and staff in the online learning space.

In my role, no two days are the same. The scope and complexity of the work, combined with my interactions across all levels of the organization, brings fresh challenges and opportunities every day. All of my reporting departments conduct numerous workshops and seminars and curate a wide range of development resources. I lead a large team across four departments focused on development, and we also coordinate college-wide events that promote professional growth.

Every day is busy as we try to support our employees because my motto is “employee success equals student success.” When employees have the tools and confidence they need, they can serve students more effectively.

Significant challenges in developing organizational learning

One of the biggest challenges is staying current with all the relevant skills. When I first started as an instructional designer, faculties were mainly focused on teaching, and staff had a variety of roles. Today, demands have evolved, requiring continuous learning and adaptability. Now, it’s about equipping each employee—meeting them where they are as an individual—with the skills they need to be successful in a rapidly changing higher education environment.

“Anyone who is getting into development work needs to have curiosity and remain open and flexible in their own growth”

For faculty, while teaching remains central, the role now requires being well-equipped in teaching, learning, and assessment. We have moved beyond multiple-choice and true-false questions to a greater emphasis on authentic assessment, evaluating whether individuals can effectively demonstrate required skills. In the past, staff could rely on core power skills like service and a consistent set of competencies. Today, success means meeting each employee where they are and equipping them with a diverse skill set to thrive in a rapidly evolving higher education environment.

Another ongoing challenge is staying current with new technologies, including artificial intelligence (AI). Learning and development professionals are often viewed as experts, yet we rarely have time to deepen our own expertise before the next innovation emerges. It’s a constant cycle of adaptation and change management that requires resilience and curiosity.

There is always something new to learn.

Emerging trends in leadership development

In leadership development, it is essential to help leaders influence others effectively, even if they lack formal authority. We’re seeing a new generation of employees, especially Gen Z, entering the workforce with a whole lot of creativity and curiosity, which can challenge traditional leadership models. Our focus is on equipping leaders to think beyond the title.

True influence stems from character and how you treat others, but it must be balanced with the responsibility of leadership, especially when making tough decisions that affect people's lives. This is a significant issue for leaders who are trying to redefine what leadership truly means.

Key skills for future education leaders

Change management is crucial in higher education because priorities can shift quickly. Being able to navigate these changes, especially when people resist, is essential.

Adaptability means adjusting to new circumstances while helping others understand that, regardless of their role in higher education, people should be actively included in shaping decisions, not just following procedures.

It is easy for us to establish processes and develop guidelines, but we must remember that those systems impact people. True service excellence means equipping our leaders to earn trust, provide context, lead with empathy, and embody servant leadership, ensuring that people feel valued and included in every step of the way.

Guidance for aspiring development professionals

It is vital to remain open and flexible while maintaining your standards. When you know your values and understand yourself, it shapes your work. Anyone getting into development work needs curiosity and a willingness to keep growing.

Even when others see you as an expert, there’s always room to grow. Recognizing that you don’t have all the answers—and embracing that mindset—keeps you grounded and open to learning, especially when you're guiding others in their development.

Self-preservation means continuously investing in your own development as you grow alongside the people you lead.

Leadership Development

Change Management

AI