Shaping the Future of Communities through Higher Education Leadership

Dr. Madeline Joy Smith, Vice President of Strategy and Operations (COO), Isothermal Community College

Dr. Madeline Joy Smith is the Vice President of Strategy and Operations (COO) at Isothermal Community College (ICC). She is experienced in all sectors of higher education and finds it to be among the most transformative sectors.

During her time at ICC, Madeline has brought much-needed adaptive change to the institution. She shared her expert insights for the 2025 edition of Education Technology Insights. These insights offer valuable guidance and foresight based on her experience in the industry.

1. Career-Shaping Moments

My first role out of college was in a governor’s office, where I was exposed to all sectors of state government and quickly found higher education to be among the most transformative of these sectors. Increased economic and social mobility gained through the pursuit of higher education truly transforms generations. I have always been driven by impact, so the opportunity to participate and lead the work that facilitates these outcomes became a natural pathway for me.

“The most effective way to facilitate change is to transparently communicate with all stakeholders and then spend time listening to feedback and concerns to address these throughout the time of transition”

The most defining moments that continue to shape my path in higher education leadership involve meeting mentors who share a passion for transforming lives and communities. I have found that I tend to organically cross paths with these individuals by staying focused on the mission of higher education and putting in the work to support it. These mentors have played a key role in helping to refine my leadership style and align my practices accordingly.

2. Key Skills for Driving Success

Perhaps the most essential skill I have honed through my professional journey is compassion. As a leader, the ability to meet others where they are and gain an understanding of their perceptions and experiences has been critical to effectively navigating times of growth and change. Especially in higher education, leaders must model this skill for their colleagues, students, and the communities we serve. Other important skills in policy and operations include transparent communication, organization, and a willingness to remain flexible and adaptive – especially to new technologies. Finally, I have found that a growth rather than scarcity mindset is more conducive to staying motivated during the most challenging times.

3. Conquering Obstacles for an Effective Change

One of the most significant challenges I have faced is resistance to change, even when the change is clearly for the better. It is no secret that higher education is steeped in tradition. So many elements from the architecture to the regalia we wear to commencement have not changed in decades or even centuries. Yet, the world we are living in continues to change more rapidly than ever before. In community colleges, we seek to serve every community member looking to transform their lives through higher education. This requires constant institutional change to keep up with evolving workforce needs as well as student and community needs. As a leader, and especially a community college leader, I’ve often found that the most effective way to facilitate change is to transparently communicate the need for change with all stakeholders and then spend time listening to feedback and/or concerns so that these can be addressed throughout the time of transition. In my current position, I have been a part of major changes such as new building construction, departmental reorganizations, and digitalization of the business office. Through transparent communication, trust building, and a strategic allocation of fiscal resources, we have collaboratively modernized systems and processes in 16 months that were previously in place for more than 60 years.

4. Futuristic Transformation in Community College

Although I have spent most of my career in the four-year, large R1 university sector, I intentionally transitioned into community colleges, as I firmly believe this sector will continue to be the most impactful on economic and social mobility. Community colleges are uniquely positioned to be responsive to workforce needs, offering low-cost and no-cost pathways into careers that have the potential to transform generations. We have seen this kind of impact at Isothermal Community College through our short-term workforce training programs with key partners such as Meta and Trelleborg.

The greatest opportunities for transformation in the coming years will be in modernizing community colleges through infrastructure and technology adoption, resource allocation, and public private partnerships so that more students than ever before can take advantage of earning short-term credentials that will lead to careers with family-sustaining wages. This will require unprecedented coordination between and support from institutions of higher education, state government, industry, and philanthropic partners.

5. Guidance to the Future Leaders

My guidance to aspiring higher education leaders, especially in the areas of strategy and operations, is simple – let your passion inform your trajectory and be open to mentorship. While I have always been passionate about higher education, I have explored many different specializations within this sector as my interests have evolved. Success is often a natural byproduct of interest and passion, along with hard work. So rather than overly focusing on titles and salary, spend your early career taking the next most logical step towards your evolving interests. Be willing to connect with those who share your passions and have experienced success along the way, as you never know who may become a mentor who helps guide you to your future.

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