808: How to Build a Connected Campus Community - with Dr. Jonathan Koppell, President, Montclair State University

Dr. Michelle Cantu-Wilson: Welcome Dr. Jonathan Coppell, the President of Montclair University. We are so excited to have you.

Jonathan Coppell: I'm excited to be here. First, as you said, with a friend, Cole, but also to get to meet you, Michelle. I know you have an extensive background in higher education, but I didn’t know you were a horn [joke referring to Dr. Cantu Wilson's introduction]. So it’s a pleasure to be with you, your majesty.

Michelle: Welcome. It’s nice to meet with the common folk. It’s really exciting. I did cyber stalk you and I was blown away. I'm going to bring up some things that I want to make sure that we cover today, but I want to give you an opportunity to just kick it off. Jonathan, who are you and why do you do what you do?

Jonathan: Let's come back to the public universities that serve the majority of college students in this country. At Montclair State, we are majority minority, over 40% Hispanic, almost half are first generation college students, and over 40% are Pell grant eligible. I want to talk about how higher education still provides economic and social mobility, how we ensure student success, and how universities can serve as engines of innovation to address societal challenges. 

Cole: Jonathan and I are connected through the Forum for Higher Education's New Era which convenes university leaders to discuss the most salient issues facing higher education. Jonathan, what key points about higher education do you try to keep the focus on?

Jonathan: I acknowledge some of the valid critiques, but push back on the idea that higher education no longer provides returns. The data shows earning a degree leads to strong career outcomes. We need to have more nuanced conversations about student debt. I highlight that our graduation rates exceed predicted levels based on student demographics. Universities should be judged on completion rates and how well we set up students for success.

Michelle: I appreciate your buoyant positivity and service to students. You said public universities play a fundamental role in advancing society - talk about what you've done to provide that promise.

Jonathan: Our mission is to serve the public interest. We can harness the energy and creativity on campus to address societal challenges. We redesign the university to be an engine of social innovation and problem solving, working with communities as partners. This benefits students through hands-on learning while faculty research understands what works. It propels progress on all sides. We're doing interesting work in the communities around Montclair and proud of work at ASU as well. Many universities are embracing this role but the story needs to be better told. 

Cole: To deliver on that, don't you need organizational nimbleness to adapt to changing needs? How have you created that?

Jonathan: The key is building the mindset that our purpose is serving community needs. We can't view that as extra credit - it's the assignment. As partners, we must listen first and build trust. I'm impatient but you have to move at the speed of trust. If you don't have trust, it’s hard to do anything effectively. But when you build trust, you can really do great work together.

Michelle: I appreciate you calling out distrust issues from marginalized communities. Let's discuss the merger between Montclair State and Bloomfield College. Why was preserving that institution important?

Jonathan: [Describes the context and importance of Bloomfield College as the only four-year predominantly Black institution in New Jersey serving a vital role for that community] When it was in danger of closing, we couldn't stand by given our mission. This maintains a differentiated learning environment while integrating into a robust public research university. It's difficult but an important model as many small colleges may need to adjust.

Cole: Has the university president job changed? Do you need new skills and career pathways given increasing complexity?

Jonathan: Presidents from 20-30 years ago acknowledge today's job is far more difficult with more scrutiny, financial pressures, technology changes, stakeholder demands, etc. The skills needed are a blend - substantive things like budgets and governance but even more critical are the soft skills around interacting with varied groups, listening, communication, handling criticism, etc. These require practice rather than just teaching. You also must stay human - I enjoy being on campus and with students and faculty. With so many critiques, you need to be comfortable as yourself.

Michelle: Based on your background, what should future leaders prepare for?

Jonathan: You need a blend of mechanical skills like budgets and legal knowledge but even more important are the "soft" skills around relationships, listening, communication, handling varied constituencies and crises. Some of that can be taught but most is learned through practice. And you must stay human - enjoy working with faculty, students, being on campus. Given the external pressures, being comfortable as a real person is key.

I’m also passionate about public service and capturing students’ energy for that. Finally, higher education must adapt to student needs rather than what we’ve always done. That will require innovations like blending online and face-to-face learning.

Cole: I’m grateful for your perspectives and leadership. Success for higher education will require collaboration and that personal relationship-building is just as key. 

Jonathan: Yes, overcoming the athletic competition view of universities. We must collaborate to better serve students. Having these conversations builds crucial relationships among leaders to work together.

Dr. Cantu Wilson: Jonathan, you excel at highlighting challenges while celebrating colleagues. That relationship building helps the sector. Thank you for an honor to learn from you!