So, Reader, last week, I brought you the hard news.
If you’re still with me for part 2, thank you for hanging in there.
We are better together.
Here's the long and short of it: entry-level jobs are disappearing and students are finding it harder than ever to get their start.
Career services needs to evolve. This data shows we’ve fallen behind.
A recent report from Tyson Partners demonstrates that college administrators and staff don’t think their institution is worth the cost. The reason? Value, for them, is inextricably tied to career preparation.
Here’s the thing: urgent situations like this give you a huge opening. They create a rare moment when people are willing to pay attention, rethink assumptions, and act differently.
Let’s talk about how to capitalize on this moment so you can effectively rally your institution to take your work more seriously and back you with the resources and support you need to step into this important moment.
Step 1: Build awareness everywhere
If you want people to take action, they first need to understand the scale of the problem.
This isn’t a “mention it at the retreat” moment. This is a “present it everywhere” moment: cabinet meetings, faculty senate and department chairs, student affairs councils, alumni boards, orientation for new faculty and students.
Bring the data:
- 52% of recent grads underemployed
- Entry-level postings now requiring 2–3 years of experience
- Degree/no-degree employment gap at a 30-year low
Show how this affects their goals—whether that’s enrollment, rankings, funding, or student success.
And if you don’t yet have a seat in all of these rooms? |
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Start where you are. Maybe it’s your dean’s council, a faculty partner you trust, or even your own staff retreat.
The important thing is to begin sharing the data and building momentum. Influence grows as awareness spreads.
Read this newsletter edition for strategies for getting a seat at the table.
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Step 2: Create the desire for change (with a vision)
Once they see the risk, they will want to help solve it—and people rarely want to change unless they know what they’re changing to.
That’s where your vision comes in. Paint a picture of a campus where:
- Students graduate with real work samples and employer endorsements
- Faculty integrate hands-on, project-based learning into core courses
- Employers see your grads as their top talent pipeline
- Career readiness is embedded in every student’s journey from day one
And if you’re wondering,
“What should my vision be?” |
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Remember this: you weren’t hired just for your experience, but for your judgment.
Vision doesn’t have to come fully formed. Start by sharing the data, asking questions, and gathering insights from partners across campus.
The best visions resonate because they’re built with others, not in a vacuum.
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Then, make the “What’s in it for me?” (WIIFM) clear for each audience:
Faculty
WIIFM: Your graduates experience the higher-level support and land jobs faster, boosting program reputation and keeping butts in seats in your major and in individual course enrollments.
Career integration makes your curriculum more relevant in the eyes of students and parents.
Brings employers into the classroom in ways that enhance teaching and connect theory to practice.
Leadership (President, Provost, VPs, Deans)
WIIFM: Integrated career exploration and preparation mean higher retention, improved outcomes, better rankings, and a clearer value proposition for prospective students and donors.
Protects the institution’s reputation and appeal in an ROI-focused higher ed market.
Creates a competitive edge when state and federal accountability measures start tying funding to outcomes.
Students
WIIFM: You’ll graduate with skills, experiences, and confidence that help you land good jobs—even in a shrinking market.
Early exposure to employer expectations reduces the job search scramble in senior year.
Stronger networks and work samples make you stand out to recruiters.
Alumni & Donors
WIIFM: Supporting this work helps current students succeed and strengthens the value of your degree.
Opportunities to mentor, open doors, fund projects, and shape the next generation’s success story.
You’re not just asking for help—you’re showing them a future they’ll want to be part of.
Final thought
The first step is making sure the right people understand the problem.
The second is inspiring them to want to solve it with you—by showing them a vision for what’s possible.
If you’ve done those two things well, the next question they’ll ask is: “So… what’s the plan?”
That’s your opening.
And when you hear it—celebrate. It means you’ve broken through the noise.
Because once awareness and desire are in place, you have the space to shape the vision, outline priorities, and bring the right partners to the table.
This week, take your data and your vision to at least one new audience. Spark the conversation that ends with someone leaning forward and asking that magic question.
When they do, Reader, you’ll know you’ve moved from talking about change… to leading it.
Things you might want to read:
Here's to a great 2025-26 academic year! Enjoy those great new school-year vibes!
P.S. Not feeling confident that change will ever happen at your school? Devan Lenz-Fisher (Concordia University-Wisconsin) felt the same, but I promise you, with the right strategies, it's possible!
“Before working with Rebekah, our career services efforts felt stuck—buried under an outdated structure, inaccurate outcomes data, and a lack of momentum that left us invisible to leadership. In just three months, she gave us a clear vision, a bold yet realistic plan, and the confidence to separate career services from academic advising. Her insight and partnership helped us shift from feeling ignored to leading a conversation that is finally being heard across campus.”
P.P.S. Do you find these emails valuable? Let's spread the love. Invite a colleague to join our community here!
