434: How Investing in Faculty and Staff Led to Record Enrollment and Giving

What if the secret to lasting organizational success isn’t just strategy but a flourishing workplace culture? In this episode, Dr. Michael Lindsay, president of Taylor University, shares how faith-driven leadership, values-based decision-making, and investing in people have led to remarkable growth in both employee engagement and institutional impact.

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In this episode:

Success Story of Zane Callison

• Zane Callison, a graduate of Taylor University with a degree in Philosophy, Politics, and Economics (PPE). (05:23)

• Initially planned to attend law school but became deeply engaged in criminal justice reform during his undergraduate studies. (05:31)

• Passionate about helping people with minor offenses get a clean start through initiatives like expungement for non-violent ex-offenders. (06:00)

• Worked hard to prepare for the LSAT and academic success, which led to his acceptance into Harvard Law School. (06:37)

• His journey is an example of a student embodying Taylor University’s motto: Life to the Full. (06:57)

Taylor University’s Organizational Health Assessment

• Taylor University has been conducting the Best Christian Workplaces’ Employee Engagement Survey for the past four years to assess organizational health. (07:17)

• Initially discovered that while the university was strong in its mission, its internal culture ranked lower than expected. (08:01)

• The leadership team set specific goals to improve the university’s engagement score as part of broader institutional objectives. (08:23)

Leadership’s Approach to Culture and Accountability

• Investment in Employee Experience:

• Identified one senior leader to take ownership of employee engagement. (08:33)

• Focused on improving frontline managers’ responsiveness, as they directly impact employees’ experiences. (08:55)

• Accountability & Reward System:

• Used department-wide survey results to identify areas for improvement. (09:26)

• Leadership team implemented increased accountability measures for managers. (09:35)

• Introduced performance bonuses to recognize managers excelling in employee engagement. (09:40)

• Established recognition and reward programs to incentivize cultural improvement. (09:45)

Encouragement & Leadership Approach

• Michael sees his role as “Chief Encouragement Officer,” fostering a culture of motivation and support. (10:42)

• Encourages senior leadership to develop both in character (integrity, spiritual growth) and competence (leadership effectiveness). (10:55)

• Example: Leading Through Intercessory Prayer Movement

• Inspired by the book Lead with Prayer. (11:16)

• Encouraged the senior leadership team to read the book and discuss its concepts. (11:24)

• Launched an intercessory-prayer initiative across campus. (11:29)

• Senior leaders meet with employees to pray together, fostering a culture of support and care. (11:34)

• The team has met three times in the past nine months for prayer. (12:00)

Building an Effective Leadership Team at Taylor University

• As president, Michael views part of his role as a “chief encouragement officer”—focused on recognizing and celebrating achievements. (12:43)

• Leadership team engages in structured goal-setting discussions based on Employee Engagement Survey results. (12:21)

• Senior leadership plays an active role in campus culture and is intentional about developing both character (integrity and spiritual leadership) and competence (professional growth). (12:48)

• Celebration of achievements is emphasized—small and large wins are acknowledged regularly in senior leadership meetings. (13:00)

Personal Leadership Practices

• Spiritual Foundations:

• Daily time with the Lord using the “Bible in One Year” app (13:37)

• Importance of intercessory prayer and structured prayer routines (14:06)

• Listening to God, not just making requests (14:31)

• Work-Life Balance & Sabbath Keeping:

• Observes Sabbath from Saturday night to Sunday night (14:52)

• Maintains consistency in rest and worship despite work commitments (15:06)

• Adjusts Sabbath practices when travel or work interferes (15:17)

Impact of Increased Employee Engagement at Taylor University

• Institutional Growth:

• 50% increase in incoming students, leading to record enrollment (16:37)

• Annual giving skyrocketed from ~$12M to $135M last fiscal year (16:45)

• Increased resources enabling faculty and staff investment (17:09)

• Direct Benefits to Employees:

• One-time $5,000 incentive bonuses for full-time faculty and staff (17:13)

• Enhanced workplace engagement leading to overall flourishing of the campus (17:38)

Strategic Responses to the Demographic Cliff

• Expanding Recruitment Efforts:

• Growing national reach, focusing on high-growth regions (South U.S.) (18:57)

• Increasing global recruitment, especially in Latin America, Africa, and Asia (19:17

• Seeking donor support for international students (19:27)

• Diversifying Academic Offerings:

• New programs in nursing, mechanical engineering, and artificial intelligence (20:00)

• Establishment of the Cornwall School of Business and Leadership (20:10)

• Expansion into physician-assistant and PhD programs (20:14)

• Financially Sustainable Growth:

• Expanding strong existing programs rather than adding costly new initiatives (20:28)

• Focus on “islands of health” where Taylor already excels (science, engineering, business) (20:30)

• Global Vision & Challenges:

• Positioning Taylor as a gold standard in Christian higher education (21:38)

• Navigating geopolitical uncertainties (student visas, international conflicts) (21:19)

• Balancing philanthropy and tuition to make education accessible globally (21:55)

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