ChatGPT and its Impact on Higher Education

Written by Nicholas Scibetta

OpenAI's Friday announcement that Iran attempted to use ChatGPT to influence the upcoming elections seemed to fly under the radar a bit, with news coverage appearing late Friday afternoon. Given the speed of the news cycle, it seemed to be only a blip by Saturday. 

It wasn't shocking that a primary target of the campaign was the upcoming U.S. election. However, the news also made me specifically think about higher education and the upcoming semester.

We can assume that bad actors will continue to deploy this tactic. To what degree of success it will have in stoking more tensions and protests on college campuses, which continue to be impacted by the reverberations of the last round of demonstrations, is yet to be seen. Couple this with the continuous wave of changes happening in higher ed overall, ranging from presidential shifts to continuing financial crises to faculty and staff cutbacks, and you have a bit of a powder keg scenario.

Communications and marketing teams went full tilt in dealing with the situation they were handed last semester. But unlike “traditional” crises, which often have a cycle to them, the recent protests didn’t follow a straight path but rather a round-a-bout that seems to be headed straight back to campus.

A number of campuses have proposed new rules for campus engagement this academic year, but only time will tell how those play out long term. Right now, communications and marketing teams can work with their internal and external partners to ensure alignment around the approach to this and other potential scenarios. Three foundational items must be addressed:

🔑 Planning & Preparedness

No one wants to lead during a crisis without plans, playbooks, and processes already in place. While each crisis is different, and no response will go exactly according to plan, being prepared is an expectation that every executive has for its Communications leaders.


🔑 Real-Time Crisis Response

Time and trust – two of the most essential elements for leading a successful crisis response. When every minute counts, you need a trusted partner to be your sounding board and gut check, to have your back in a war room (virtually or in person), and to roll up their sleeves and get to work immediately.

🔑 Training

The best-laid crisis communications plans and processes can easily be squandered if teams and spokespersons aren’t appropriately trained to ensure leaders across the institution are aligned during a crisis.

The seasoned team of higher education leaders at Nicholas Scibetta & Associates is available to help prepare for the anticipated––-and unanticipated––issues arising this academic year.

#crisis #highereducation #chatgpt #issuesplanning #communications

Identity Crisis: How Higher Ed Can Look Inward Critically

Written by Nicholas Scibetta

Originally published in University Business.

The recent Gallup/Lumina Foundation poll, The State of Higher Education 2024, underscores Americans’ growing lack of confidence in higher education. When Gallup first measured confidence in higher education in 2015, those who said they had a great deal or quite a lot of confidence were at 57%. The current survey clocks this at 36%.

For all the focus that institutions have placed on conveying the long-term value of a degree and its success as a vehicle for social mobility (all true), the messaging is simply not resonating broadly.

Overall, Americans are not feeling positive about the future of higher education, with 31% saying it is headed in the right direction and 68% saying it is moving in the wrong direction. The poll also found that almost one-third of respondents say college is too expensive, while 37% “[…] are critical of higher education for not teaching relevant skills, for college degrees not meaning much, or for graduates not being able to find employment.” Those are tough stats to read.

Four immediate and tough questions come to mind at the outset of this approach:

• How much active listening is higher education doing, not only to its supporters but with equal measure and openness to its critics?

• Are institutions meeting people where they are and engaging in the difficult discussions, as opposed to fostering a perception that they are simply telling people what they “should think” about higher education?

• Is there an appetite and willingness among senior leaders and advocacy groups to critically question the current approach to addressing existing views about the overall value of higher education?

• How integrated are the university teams focused on addressing the current situation? Is communications and marketing working with government affairs, advancement, admissions and marketing communications teams from all the schools and colleges on campus? While the functions are distinct, there is always stakeholder overlap.

Traditionally, the aforementioned teams have been disconnected and siloed. This often results in fractured messaging and missed opportunities to jointly amplify a university’s accomplishments and societal contributions. Ultimately, this leads to untapped potential to drive meaningful brand reputation and awareness among stakeholders. Combatting this outcome requires the teams to work in a unified way when developing and executing an overarching strategic approach, message architecture, content creation and media relations strategy to actively engage diverse stakeholders.

When assessing the communications and marketing function in particular, one of the first questions must be: Is there connectivity and partnership across an institution’s various communications and marketing teams? If so, how? If not, why? And what needs to be done about either or both?

Once connectivity is understood and addressed and a true partnership is developed, universities will have a much more cohesive strategy and stronger bulwark to push against the continued erosion of goodwill and confidence in higher education.

To end on a more positive note, “nearly all adults without a college degree say at least one type of credential is ‘extremely’ or ‘very’ valuable,” and 59% of adults not currently enrolled in a degree program “have considered enrolling in additional education in the past two years, an increase of 15 percentage points from the 44% who said the same in 2021.” The underlying value of higher education is evident. However, there is still a significant and sustained amount of reputation work to be done to get perceptions moving back in the right direction.

#crisis #highereducation #highered #communications #issuesplanning

Harnessing the Power of Intention: The Space Between Thoughts and Action

Written by Nicholas Scibetta

In the harried pace of everyday life, we often overlook the profound influence our thoughts have on our actions and experiences. Compound this with the current environment of continuous layoffs, fears around AI’s short and long-term impact on the workforce, extended and exhausting job searches and increased competition for a shrinking number of roles. The fact that we’re simply always thinking goes into overdrive. Yet, nestled within the space between a thought and its resulting action lies a reservoir of untapped potential—a power that can change the trajectory of our day, our experiences, and ultimately, how we feel.

Consider this: when faced with a challenging situation, our initial reaction is often dictated by our thoughts. Whether positive or negative, these thoughts shape our perceptions and influence our subsequent actions. However, it's what we choose to do in the moments following these thoughts that holds the key to transformation.

Imagine, for example, a scenario where you encounter an obstacle or setback in the workplace. Our initial thought might be one of frustration or defeat. But in that crucial moment, we have a choice. You can allow that thought to dictate your response, leading to a potential downward spiral of negativity. Or you can pause, take a breath, and consciously choose a different course of action. It's easier said than done, but it’s absolutely possible with practice.

This is where the power of intention comes into play. By consciously aligning our thoughts with our desired outcomes, we can change our day's trajectory and experiences. Instead of reacting impulsively, we can respond with purpose, focus and clarity.

But how do we cultivate this power of intention? It begins with the practice of being present and aware of our thoughts, feelings, and surroundings. Some describe this as mindfulness. By cultivating this approach, we can create a space between our thoughts and actions—a space where we can pause, reflect, and choose our responses consciously.

In this space, we also have the opportunity to reframe our thoughts and cultivate a positive mindset. Rather than dwelling on negativity or self-doubt, we can choose to focus on gratitude, resilience, and possibility. We can set intentions for how we want to show up in the world and take deliberate actions to align with those intentions. Getting here doesn’t happen overnight, and it will include failed attempts, but that is to be expected. Over time, it becomes evident that the journey was well worth it.

Moreover, the power of intention extends beyond individual transformation, with the potential to ripple outwards, impacting our relationships, our work, office culture and our communities. When we show up with intention and purpose, we inspire those around us to do the same. Not everyone will be equally inspired and that is okay.

In essence, the space between a thought and your resulting action is where true transformation unfolds. It's where you have the power to change the direction of your day, your experience, and how you feel. By harnessing the power of intention, you can cultivate a life filled with purpose, meaning, and fulfillment. So, the next time you find yourself at the crossroads between thought and action, remember—you have the power to choose. Choose intention. Choose empowerment. Choose transformation.

#communications #internalcommunicatons #workplace #insights

Harmonizing Leadership Styles: Lessons from Heart's iconic rendition of “Stairway to Heaven”

Written by Nicholas Scibetta

I often rewatch Heart's rousing rendition of the legendary band Led Zeppelin's "Stairway to Heaven," at the Kennedy Center Honors, as it is simply one of the greatest tributes I have seen. Although it was a little over a decade ago, when watching it again recently, the performance hit differently. I saw it as a testament to collaboration, innovation, and leadership. When dissecting the performance, we uncover invaluable insights into the diverse styles of leadership and how a cohesive team of individuals can harmonize to create something extraordinary.

1. Visionary Leadership: At the helm of Heart's performance is Ann Wilson, whose powerful vocals and commanding presence exemplify active leadership. Like a visionary leader, Ann sets the tone for the band, guiding them toward a shared goal with clarity and purpose. Her vision drives the band's reimagining of Led Zeppelin's signature song "Stairway to Heaven" into an experience that captivates the audience with its depth and emotion. In an interview years later in Louder, Nancy Wilson, Ann’s sister, said, "'Of course, my knees were shaking. But once Ann started singing, I thought: ‘We’re in!'"

2. Collaborative Leadership: Nancy Wilson, the guitarist of Heart, embodies the spirit of collaborative leadership. Throughout the performance, Nancy's harmonious guitar melodies intertwine seamlessly with Ann's vocals, creating a symbiotic relationship that elevates the music to diverse heights. Nancy's ability to listen, adapt, and collaborate reflects the essence of collaborative leadership, where individual talents converge to achieve collective success. You can see Nancy looking at Ann throughout the performance, almost as a way of confirming that she was in sync with her.

3. Adaptive Leadership: As the performance unfolds, each member of the band contributes their unique talents, showcasing the importance of adaptive leadership. From the intricate drumming of Jason Bonham to the masterful guitar solo of Shane Fontayne, every musician adapts their style to complement the collective sound of the band. In doing so, they demonstrate the flexibility and resilience required to navigate the ever-changing dynamics of a live performance.

4. Servant Leadership: Behind the scenes, the crew members and technical staff play a crucial role in supporting Heart's performance, embodying the principles of servant leadership. Whether adjusting sound levels, managing stage lighting, or ensuring smooth transitions, these unsung heroes prioritize the needs of the band above their own, enabling them to shine on stage. Their selfless dedication and commitment to excellence are the pillars upon which Heart's successful rendition of an iconic song is built.

In the tapestry of Heart's "Stairway to Heaven" performance, we find a reflection of the multifaceted nature of leadership. From visionary guidance to collaborative synergy, adaptive flexibility to servant-hearted support, each style of leadership plays a vital role in orchestrating a harmonious collaboration. Watching this performance raises some questions leaders can ask themselves, such as, Which type of leader am I? Has that changed throughout my career? With the understanding of these unique leadership styles and how they can complement one another, will I structure my teams and upcoming projects differently? Leaders of all types can draw inspiration from Heart's performance to cultivate environments where individual talents flourish and collective aspirations are realized in perfect harmony.

#leadership #management #communications #hr

#100K: NICHOLAS SCIBETTA

Working with U.S. Americans is one of those things. I've done this for 25 years and I experienced so often how enthusiastic and cheerful Americans can be. In contrast, Germans express their interest in a project by focusing on its problems and highlighting things that should be improved (Yes, when you hear a German criticize something, it's a show of love. Then he or she is interested in a project. If he says nothing, you should be worried.).

Germans are not very good at praising. Americans are quite different. They like to start every conversation by highlighting what´s going great. And then friendly but firmly they get down to the problems. Oh sorry, I should call it "challenges”.

All this optimism is not so easy for Germans to bear. Because we believe that compliments distract from real problems. So in fact, for us, communication with Americans can be very confusing. Everything seems to be a bit too good, too positive, missing somehow a clear commitment. (Have a look into Laura Ramoso´s insta story “My German Mother takes control”… then you know what I mean).

Sometimes that's also the case with colleagues. As a German, you believe that you are close friends with someone at work – because you do call each other by first names. But that's not the case at all. American colleagues often remains strict coworkers and they keep a professional distance. Sometimes because you are a somehow strange “European” with wired opinions and odd perspectives about the world.

But then there are U.S.-colleagues who are different. Who are just great, because they take everyone as they are. Because they see the best in everyone - no matter from which corner of the world they come. Because they encourage and support everyone in their team. And they use their American spirit and optimism to connect the world.

Such a rare one is Nicholas Scibetta, with whom I had the honour of working together for so many years. His enthusiasm, co-creation power and openness to everyone and to ideas from all over the world had been incredibly inspiring to me. He managed to connect a network of talent worldwide and I got to be part of that network. So I'm very pleased that Nicholas found time for this #100K interview.

Nicholas, dark times are behind us, right? Three years of pandemic have left their mark. But actually, it seems that everything is going back normal, don´t you think? How do you look back on this time? What experiences have shaped you? And have you learned something you might want to preserve for the future? So this difficult time at least have a further benefit. What do you think?

In addition to exposing a lack of focus and funding on internal communications across many organizations, the pandemic also illuminated gaps in traditional leadership skillsets. One specific example is the critical role of empathy in successful leadership. It is an essential leadership skill, although not brand new, which became a focus due to the unique impacts of the pandemic on individuals, teams, organizational cultures and the role of marketing and communications. Subsequently, there has been recent research underscoring the importance of leading with empathy, with a study by Catalyst on the topic being widely referenced.

It goes without saying that during the stressful time of the pandemic, colleagues, divisions and organizations were being challenged on numerous fronts. This exacerbated existing stressors, in addition to introducing new ones into the workplace. This environment required managers to flex the full complement of leadership skills, including empathy. Leaders were challenged to step into the “shoes” of their team members to understand how they were thinking and feeling about a specific situation. Those who had traditionally practiced empathetic leadership, which also has a level of vulnerability baked into it, had an added advantage in maintaining and reinforcing positive aspects of their team’s culture during this state of uncertainty.

Empathy as a leadership skill was certainly important before the pandemic; however, over these past three years, it has taken on a new level of significance in contributing to positive organizational culture, relationships, and business results. (Read Nicholas’s essay on “Empathy in the time of coronavirus” in Universitybusiness.com).

Nicholas, you've led many global – and great - teams in your career. Many of them have been very diverse and challenging – you led teams with colleagues from different countries, cultures and regions, and also colleagues from very different disciplines. You constantly inspired and motivated all of these teams. In this work I have always perceived you as an extremely creative leader. How would you define your way of working and, above all, how do you manage to be and remain creative?

The energy and creativity of others around me serves as an important driver of my creativity. I thrive on being part of a team and the ideas that come from working together. I strongly believe the process of connecting people, sharing and building on one another’s input and then connecting the collective dots leads to highly creative and actionable ideas. I also think there is not solely one way to drive creativity; some may also take a solo path and arrive at truly unique ideas.

A critical part of ensuring creative success is that everyone involved in the ideation process is heard and has the ability, patience and willingness to be open to other’s ideas – and build on them. I also firmly believe that ideas can come from anywhere and anyone, so bring people into the process from different areas of your organization. Creativity arises when people are actively encouraged to contribute to the ideation process and, in return, are generous with their thoughts and ideas and open to those of others. (That´s exactly what Alex Osborn, the father and inventor of “brainstormings” had in mind with “Rule Number 4”. Osborn asks explicitly for co-creation: “Build on other people’s ideas”. Take the advice of agency IDEO: Try to use “and” instead of “but," it encourages positivity and inclusivity and leads to tons of ideas.)

This supportive attitude says so much about you. And it certainly fits the last question: The pandemic is over. But unfortunately we are not in better times, but in more difficult ones. Financial crisis, energy crisis, climate crisis… And to top it all, we're in the middle of an opinion war. People with different POVs are becoming more and more differentiated. A communication crisis that is blocking us in so many ways. These are challenging times. Times in which everyone should resolve to do something. Find a small contribution making the world a little bit better. How do you see this and where do you get involved for a more positive world?

When it comes to getting involved, I think the first step is identifying what you are passionate about and where you feel you can make a difference based on what you can offer. Numerous organizations provide many opportunities to help others on a global, national or local level. Whether you are helping one individual or a large group, you are making a positive difference.

I volunteer for a program called "Meals on Wheels" which delivers meals to homebound individuals. I am consistently inspired by the incredible people I meet when delivering meals and I feel I get back just as much as I give. My family also supports a child in Kenya through World Vision. I also volunteer, as I think you do too, for the organization “Be My Eyes”. By simply downloading the App “Be My Eyes volunteers and companies are connected to people needing sighted support through live video worldwide. It's a fantastic example of how people around the world - no matter what culture, religion or region - can have an opportunity to help each other as a global community. (This App and it´s community is so impressive: There are more than 6.8 million volunteers from 150+ countries, speaking 180+ languages, helping 530.000 blind and visual handicapped people - For those curious about “Be My Eyes” I recommend this video from the BBC explaining how it works.)

About #100K

In 2023 Ketchum - an international communications network - celebrated its 100th anniversary. This makes it probably the oldest communications agency in the world. I´ve worked more than 25 years at Ketchum and learned so much at this agency. I am thankful for this time and the many colleagues and friends I´ve met there. So I´ll take this as an opportunity to meet old Ketchum-friends. And ask them some fundamental questions.

Marketing, communications and brand empathy in the time of coronavirus

Written by Nicholas Scibetta

Originally published in University Business.

Crisis can tear an organization apart or make it stronger. Challenging times can demonstrate character or reveal flaws. They can also present the opportunity for those of us in higher education, the business world and society at large, to rise up in new and innovative ways that best benefit the communities we serve, meeting their needs and addressing their particular and unique situations.

In fact, academic institutions throughout the country have been doing just this, and in ways we can all learn and benefit from during these demanding times and beyond. Because as difficult and life-altering as it is, the COVID-19 pandemic provides the chance for our institutions and leaders to become the best versions of themselves.

This collective best version has at its foundation the lesson that never has brand empathy, and empathetic marketing, been more critical than it is today. Brand empathy is about creating a shared journey between your brand and its audience. It enables brands to better understand and more deeply connect on an emotional level to audiences on the audiences’ terms. This then serves as our guide to creating relevant information with which our audiences can relate, embrace, engage and benefit.

If your institution already has a strong brand, an established mission and vision, and authentic core values you consistently follow, now is the time to lean into those in dramatic ways. You don’t abandon—or create—these things in times of crisis; you use them to further strengthen your relationship with your audience. And you rely on them heavily to adapt to changing scenarios.

Our mission at Stony Brook University is built around providing the highest quality education; advancing research; providing community leadership; offering state-of-the-art health care; and celebrating diversity. Our first and foremost overarching goal is to provide the best educational experience for our students and a workplace environment that fosters success for our faculty and staff.

Through the COVID pandemic, we have developed new ways to do that while keeping brand empathy at the heart of all we do. We kept our focus squarely on what we’re doing, why we’re doing it and, probably most importantly, for whom we’re doing it. That is, students, faculty, staff and our communities, on and off campus.

Of course, we are not alone. Whitman College in Washington developed interactive virtual campus tours led by students and centered on the student experience. President Frenk of the University of Miami held a virtual roundtable with student media covering various aspects of the ‘new normal’ in learning. The University of Oklahoma hosted a five-day virtual career festival to connect their recent graduates to decision-makers at hiring companies. All of these examples, and many others, reflect their institution’s student focus during the age of coronavirus.

With clinical care and medical science in mind, research institutions have joined forces across all campus disciplines to focus on another brand empathy pillar: commitment to the communities they serve.

University of Wisconsin faculty and students introduced a COVID-19 app. The University of Memphis built laminated communications boards so intubated patients who can’t speak can still communicate with doctors and loved ones. Like Stony Brook, Sacramento State and University of North Georgia turned 3-D-printing labs into mass-producing face mask “factories” when personal protective equipment (PPE) was desperately needed. And schools from Vermont, to Texas, to California have combined ingenuity and innovation to design new ventilators and related devices, just as we’ve done at SBU.

The common thread is that these institutions didn’t change their philosophies or rebrand themselves. They built on all the good things they had already established and had going for them, and turned them up a notch. They put their people, resources, experience and expertise to work in creative new ways that were called for in response to the changing times.

Beyond taking swift actions across our hospital system to protect the public and our campus community, at SBU we’ve brought together our Marketing and Communications resources to support all those efforts, as well as academic challenges like remote learning and virtual graduation celebrations.

We formed a cross-disciplinary team from our already integrated University and Medicine marcom area to help solve unprecedented challenges and needs. The team represents internal and external communications, digital channels, videography, photography and creative services. We’ve produced a series of podcasts centered on what we’re doing across campus to respond to the “Coronavirus Effect,” which we have now shifted to a theme of “Coming Back Safe and Strong,” supporting our return to the workplace initiative. And we’ve developed virtual collaboration and remote learning scenarios that will most certainly continue to play a role in the future as effective communications tools in any environment.

One of the most important positive outcomes for us in higher education is that we’ve become better listeners and better attuned to our audiences’ needs. We found new ways, and updated existing methods, to engage with them. And we’ve drawn on the strength of our existing brands to do it. As our institutions and the country begin to emerge from the crisis, the challenge will be to retain the lessons learned and the brand empathy we all hopefully have gained in exchange for the proverbial status quo.

#communications #marketing #branding #brand #highereducation #highered