If you’ve ever felt like every enrollment decision you make is being watched, it’s because it is.
In higher education enrollment leadership, there is perhaps no role more visible, misunderstood, or pressure-filled than that of the VP for Enrollment. Jay, a seasoned enrollment leader, describes it as living in a fishbowl, where every move is visible, every data point scrutinized, and every miss magnified.
This article explores why enrollment leaders operate with “no margin for error”, and how to survive, and thrive, in this high-stakes environment.
Why the Pressure Is So High
Enrollment leaders sit at the intersection of revenue, reputation, and relationships, all of which are constantly monitored by:
- Board members watching tuition-dependent budgets
- Donors and alumni concerned about the school’s future prestige while maintaining its legacy
- Faculty and deans needing the top students in seats to keep programs alive
- Parents and students expecting value, transparency, and ROI
In many institutions, net tuition revenue is the largest single source of income. If you miss your enrollment target, even slightly, the ripple effects touch nearly every corner of campus for years into the future.
Yet despite this central role, enrollment leaders often face:
- Misunderstanding of their function by other departments
- Pressure to produce results with outdated tools and shrinking staff
- Accountability for external factors they can’t control (FAFSA, demographics, global events)
Welcome to the fishbowl.
There’s No Margin for Error, And Everyone Is Watching
Unlike other campus functions, enrollment’s outcomes are numerical and public. You don’t get to hide your performance in vague metrics. Your numbers are:
- Published in IPEDS
- Scrutinized in budget meetings
- Compared against competitors in boardrooms
- Tracked in real time by presidents and CFOs
And the pressure doesn’t just come from the top, it also comes from peers. Marketing, admissions, student success, and registrar offices may each operate independently, but enrollment is expected to unite them into a seamless machine.
“You’re not just asked to drive revenue, you’re expected to fix disconnected systems, align cross-functional teams, and still hit a moving target.”
— Jay, Recovering VP of Enrollment
Best Practices for Leading Under Pressure
In an era where enrollment leadership in higher education is more complex than ever, leaders need to be both strategic and politically savvy.
Here are some proven practices:
Build a Cross-Functional Coalition
Bring together admissions, marketing, the registrar, and IT regularly. Alignment = speed = success.
Adopt Tools That Create Transparency
Use platforms like DegreeSight to deliver real-time insight into your funnel, and credit evaluation processes, so you’re not guessing or defending slow results.
Communicate Often, Honestly, and Visually
Use dashboards, weekly briefs, and clear visuals to keep stakeholders informed. This reduces fear, builds trust, and buys you room to lead.
Document Wins Early and Often
Whether it’s inquiries generated, yield improvements, or CRM cleanup, catalog your progress. In the fishbowl, perception matters just as much as performance.
Get Ahead of the Curve
Invest time in emerging trends like AI-powered transcript evaluations, instant CRM feedback loops, and student behavior modeling. These tools can prevent meltdowns, not just manage them.
What Enrollment Leadership Needs Now
Higher ed is entering a new season, one where the traditional funnel is broken, historical data is unreliable, and transfer students are more valuable than ever.
To thrive, enrollment leaders must:
- Lead with agility
- Communicate with clarity
- Execute with precision
- Automate with confidence
And most importantly, build systems that give them air to breathe, even inside the fishbowl.
Want help Managing your Fishbowl?
Let DegreeSight help you turn pressure into performance.
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