Most institutions survey their faculty, but few turn that data into meaningful action. This episode explores how higher education leaders can use faculty satisfaction data to inform strategic planning, strengthen shared governance, retain talent, and lead institutional change.

Dr. Drumm McNaughton is joined by Dr. R. Todd Benson, Executive Director of COACHE (Collaborative on Academic Careers in Higher Education), to examine how institutions are applying faculty data in more intentional ways. The conversation focuses on how leadership can move from reporting results to building trust, aligning leadership decisions with faculty needs, and implementing sustained improvements.

Benson outlines COACHE’s three-year cycle, where survey data serves not as a static report card, but as the starting point for structured, campus-wide conversations. Institutions are encouraged to engage faculty in interpreting the data, identifying top priorities, and co-owning the solutions. This approach helps shift the focus from compliance and benchmarking to long-term capacity building.

Shared governance is a recurring theme throughout the episode. Benson explains how survey questions are designed to test whether faculty and administration are operating in a framework of mutual trust and responsibility. He shares examples where even well-documented governance structures break down due to weak relationships or inconsistent communication—issues that leadership can’t fix with policy alone.

The episode also breaks down COACHE’s findings from the national Faculty Retention and Exit Study. Three factors consistently predict faculty satisfaction and attrition: how time is allocated, how resources align with expectations, and whether leadership is seen as trustworthy and transparent. These drivers connect directly to institutional risk, culture, and long-term sustainability.

Examples from Georgia State University and the University of Texas at Arlington show how institutions can take action. Georgia State created a public-facing COACHE dashboard that connects findings to actual decisions. UT Arlington’s faculty senate led the charge, collaborating with administration to develop a shared scorecard and secure resources to address salary equity and improve doctoral student recruitment.

For presidents, provosts, and boards, the message is clear: collecting faculty data isn’t enough. The real work happens in what you do next.

What higher ed leaders will learn in this episode:

• How to engage faculty in prioritizing and interpreting satisfaction data

• What shared governance metrics reveal about institutional health

• How time, trust, and support shape retention

• Why transparency and follow-through matter more than data volume

• What successful institutions are doing to move from insight to action

Three takeaways for higher ed leadership:

• Communicate clearly and consistently—before, during, and after surveys

• Share the human impact of faculty work, not just metrics

• Recognize and reflect value back to your faculty in ways that build trust

Bonus insight: “The absolute worst feeling of a leader is to turn around and find no one’s following.” As Dr. Drumm McNaughton explains, leadership isn’t just about making decisions—it’s about building the trust and relationships that make people want to follow. Without that, strategy fails before it begins.

Read the transcript of this episode at https://changinghighered.com/faculty-satisfaction-data-for-strategic-change-in-higher-ed/

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