EAB Thought Leadership
Welcome, Dr. Annette Parker
Dr. Annette Parker Joins CampusWorks Executive Advisory Board
CampusWorks is pleased to announce that Dr. Annette Parker has joined its Executive Advisory Board, where she will provide executive coaching and strategic guidance to help higher education leaders drive institutional transformation.
Dr. Parker served as President of South Central College from 2013 until her retirement in 2025 and has been a lifelong champion of community and technical colleges. Her journey began as a GM production worker before enrolling in Lansing Community College’s industrial drafting program at age 28. There, she discovered a passion for teaching that led to a career spanning roles as instructor, department chair, and leader of innovative industry partnerships.
She later served as System Director for Workforce Education for the Kentucky Community and Technical College System and led the National Science Foundation’s AMTEC initiative, a model for industry-education collaboration.
A respected workforce development expert, Dr. Parker has served on more than 20 boards and spoken nationally and before Congress about the vital role of two-year colleges. Her personal journey continues to inspire minority and non-traditional students across the country.
We recently sat down with Dr. Parker to learn more about her journey, her insights on workforce development, and her vision for the future of higher education.
- Looking back on your career, what originally inspired you to pursue leadership in higher education?
My journey into higher education leadership was deeply rooted in my passion for teaching and the profound impact I could have on students at Lansing Community College. That initial love for education—seeing firsthand how knowledge transforms lives—set the stage for me rising in leadership roles. With each promotion, my ability to influence educational policy, workforce development, and institutional strategy expanded, allowing me to advocate for students on a broader scale.
- What core values have guided you throughout your presidency and broader career?
My presidency and broader career were shaped by an unwavering commitment to making a difference in the lives of students—a principle that guided every decision and initiative I have championed. My approach to leadership ensured that every policy, program, and partnership we developed served a greater purpose: equipping students with the tools to succeed and partnering with community to ensure students were well-rounded and civic-minded citizens that promote economic development.
Education is a transformative force that uplifts individuals, families, and communities. Whether it was shaping workforce development strategies, bridging the gap between education and industry, or advocating for apprenticeships and innovative learning models, my dedication ensured that students weren’t just prepared for jobs—they were prepared for meaningful careers. To do this work well, I listened, collaborated, and celebrated shared achievements with my team. My presidency wasn’t about title or authority—it was about leaving behind a legacy that ensured students felt seen, supported, and empowered.
- What was the most rewarding part of serving as a college president? The most challenging?
Throughout my presidency, the most rewarding moments were the ones spent directly with students—hearing their stories, witnessing their growth, and ultimately seeing them cross the graduation stage, ready to step into the next chapter of their lives. Those moments were deeply fulfilling because they represented the impact of years of dedication, mentorship, and strategic leadership. Graduation was never just a ceremony for me; it was a celebration of transformation, perseverance, and the promise of a future shaped by education.
My leadership also demanded difficult, often unpopular decisions—ones that tested my resolve but remained guided by a singular purpose: ensuring the best outcomes for students and the institution. Balancing competing interests, making strategic choices about funding, staffing, and academic programs—all required a steadfast commitment to the long-term health of the institution. While not every decision pleased all stakeholders, every choice was grounded in integrity, foresight, and an unwavering dedication to student success.
- South Central College underwent significant transformation during your tenure. What were the biggest shifts you led, and how did you bring your community along with you?
One of the most significant transformations during my tenure at South Central College was joining Achieving the Dream (ATD) and becoming a more student-centered institution. This shift not only strengthened our commitment to student success but also led us to the distinction of becoming an ATD Leader College—a testament to our collective dedication to meaningful change.
The transformation wasn’t achieved overnight. It was a year-long planning process, during which we engaged faculty, staff, and students in deep discussions about our vision for the institution. What made this process so impactful was that everyone had a voice—culminating in a vote where the entire faculty and staff actively decided on our institutional goals. This level of shared governance ensured that our efforts weren’t just top-down mandates but instead reflected the commitment of our entire community.
To bring these goals to life, we established Innovation Teams—groups led by faculty, staff, and students, each empowered to make decisions and drive implementation. These teams embodied the spirit of collaboration, ensuring that ideas weren’t just theoretical but actionable, impactful, and aligned with the needs of students.
The results of this transformation were profound. Not only did we refine our institutional approach to student support and success, but we also created a culture of continuous innovation—one where faculty, staff, and students felt ownership of the change and were deeply invested in its success.
- How did you approach change management in a sector that is often resistant to change?
I approach change management by leading with vision—seeing opportunity where others might see obstacles and sharing that vision so others can see it too. Guiding teams through transformation requires keeping that vision visible and tangible for all stakeholders, ensuring it remains the driving force behind every decision and initiative.
Equally important is my commitment to collaboration and adaptability. I recognize that meaningful change is not a solo effort; it thrives on diverse perspectives. That’s why I remain open to feedback, not just as a formality, but as a way to strengthen our shared goals. When someone’s input enhances our direction, I make sure to highlight and integrate it, reinforcing the collective ownership of the transformation.
This approach has enabled me to lead change that is not only strategic but sustainable, ensuring that those involved don’t just follow the vision—they believe in it and carry it forward.
- You’ve been a national voice on workforce development and equity. How did you embed those priorities into your leadership at South Central College?
My industry experience, higher education background, and deep passion for students have shaped my national voice on workforce development and equity. Over the years, I’ve had incredible mentors who guided my career, helping me refine my vision and impact. When I arrived at South Central College, the Chancellor saw an opportunity for me to do more than serve SCC—he wanted me to be a statewide leader in workforce development for Minnesota.
That responsibility quickly took shape when I was appointed to President Obama’s Advanced Manufacturing Partnership 2.0 Advisory Board. It was at that moment that I saw how my previous experiences could be leveraged to elevate South Central College and Minnesota State, ensuring that workforce readiness, apprenticeship pathways, and equity-driven initiatives were not just theoretical discussions but actionable priorities.
- What advice do you have for leaders who are navigating today’s uncertainties—budget constraints, enrollment declines, political pressure, and workforce shifts?
The advice I offer leaders navigating the uncertainties is simple yet essential: always do what is right for students and the community—both internal and external.
By keeping students at the center of every decision, leaders can approach challenges with clarity and purpose, knowing that their actions are not just about short-term problem-solving but about ensuring the long-term sustainability of their institutions. Making tough choices is inevitable, but when those decisions are rooted in integrity, service, and a commitment to impact, leaders can move forward with confidence, knowing they have done their absolute best for the people they serve.
- What is one lesson you wish you had learned earlier in your leadership journey?
To make sure you have trusted advisors who provide honest, experience-driven insight in leadership. Early on, it’s easy to surround yourself with voices that affirm your ideas, but real growth happens when you have people who challenge, refine, and strengthen your vision by telling you what you need to hear—even when it’s difficult.
- What do you see as the most important qualities of courageous leadership today?
Courageous leadership is built on humility, self-awareness, and integrity. The ability to admit when you’re wrong is not a weakness but a testament to true confidence. It signals to those around you that leadership isn’t about always being right—it’s about being accountable, adaptable, and open to growth. By owning mistakes, leaders foster trust, encourage open dialogue, and set a powerful example for others to follow. When people see that their leader is willing to correct course, they feel empowered to do the same, creating a culture of continuous learning and improvement.
- As you step into this new role with CampusWorks’ Executive Advisory Board, what excites you most about the opportunity to support other college leaders?
What excites me about working for CampusWorks is the opportunity to help others in the same way I have been supported throughout my career. It is a chance to pay it forward—sharing my experience, insights, and leadership to uplift institutions and leaders facing complex challenges. My commitment to students, workforce development, and educational equity aligns perfectly with this role, allowing me to continue my legacy of transformation and impact across higher education.
