This interview is with Marchem Pfeiffer, Author/Culture Strategist.
To start, how would you introduce yourself, your current role, and the kinds of institutions you serve?
I’m Marchem Pfeiffer, a strategic education and client success leader with nearly 20 years of experience guiding schools, higher education institutions, military programs, and nonprofits through transformational initiatives. In my current work, I specialize in helping organizations strengthen leadership, improve retention, and deliver measurable outcomes.
I’ve served K–12 districts, colleges and universities, workforce development programs, and military education services, always with a focus on building cultures of engagement and sustainable success.
Looking back, what key moments or mentors most shaped your path into education leadership and culture transformation?
Several pivotal moments shaped my path into education leadership and culture transformation. Early in my career, serving in the U.S. Air Force taught me the importance of discipline, systems, and accountability—lessons that became the foundation of my leadership style.
Later, working with the Ohio National Guard on a $20M credentialing initiative exposed me to the power of aligning education with workforce readiness and showed me how culture can drive compliance and performance.
I was also fortunate to be mentored by senior leaders in higher education who modeled how to build inclusive programs that expand access and engagement. These experiences, combined with mentors who emphasized servant leadership and strategic vision, inspired me to dedicate my career to helping institutions strengthen culture, empower people, and achieve measurable outcomes.
When you begin a new partnership with a school, college, or workforce program, how do you define client success for the first 90 days?
In the first 90 days of a new partnership, I focus on building clarity, trust, and measurable progress. My approach is structured in three phases:
Discovery & Alignment (Weeks 1–3):
- Meet with key stakeholders to understand their goals, challenges, and vision.
- Co-create a success plan that defines clear objectives, milestones, and success indicators.
- Establish communication rhythms (check-ins, reporting) to build trust and transparency.
Early Implementation (Weeks 4–8):
- Launch initial initiatives or pilot programs that deliver quick wins and demonstrate value.
- Provide training or onboarding support to ensure staff and participants are confident in using new systems or processes.
- Monitor adoption and engagement closely and address roadblocks proactively.
Measurement & Momentum (Weeks 9–12):
- Review progress against the success plan and adjust as needed.
- Share early outcome data to validate impact and reinforce confidence in the partnership.
- Set the stage for long-term growth by identifying expansion opportunities and preparing for renewal conversations.
By the end of 90 days, success means stakeholders feel aligned, early wins are visible, and the partnership has momentum toward long-term outcomes.
Tell us about one engagement where you strengthened leadership capacity and improved retention, highlighting the single tactic that made the biggest difference.
One of the most impactful engagements I led was with the Ohio National Guard, where I managed a $20 million credentialing initiative supporting over 2,400 service members. The challenge was not only compliance but also retention, ensuring members felt invested in their professional growth.
The single tactic that made the most significant difference was implementing structured leadership development workshops paired with peer mentoring. By creating a system that allowed participants to apply new leadership skills and receive immediate peer feedback, we built confidence and strengthened the culture.
We gave members a clear sense of career progression. As a result, retention improved significantly, and leaders reported stronger team cohesion and readiness.
How do you set up a simple, credible measurement system that leaders actually use to track progress and outcomes?
I set up measurement systems by keeping them simple, transparent, and directly tied to the outcomes leaders care about. My approach has three steps:
- Define Success Indicators Together
Collaborate with leaders to identify 3–5 key metrics that matter most (e.g., retention, engagement, completion rates, or culture survey scores).
Ensure each metric is clearly defined and connected to organizational goals.
- Build Easy Tracking Tools
Use accessible platforms leaders already trust (spreadsheets, dashboards, or CRM reports).
Keep data entry minimal and automate wherever possible so leaders spend time interpreting results, not collecting them.
- Create a Rhythm of Review
Establish regular check-ins (monthly or quarterly) where leaders see progress visualized against baselines.
Pair data with short narratives or case examples so numbers feel meaningful and actionable.
The credibility comes from co-ownership: leaders help define the metrics, see early wins, and use the system themselves to make decisions. By the end of the first cycle, they trust the data because it reflects their priorities and is easy to access.
What is one practical way you align faculty, administrators, funders, and learners around a shared goal while maintaining trust?
One practical way I align faculty, administrators, funders, and learners is by co‑creating a shared success framework at the very beginning of the partnership. Instead of imposing goals, I facilitate a collaborative session where each group defines what success looks like from their perspective. We then synthesize those priorities into 3–4 common outcomes that everyone can see themselves in, whether it’s improved retention, stronger leadership capacity, or measurable student growth.
The key tactic is transparency: I build a simple dashboard or progress tracker that reflects those agreed-upon outcomes and share updates regularly. Because everyone helped shape the goals and can see honest progress, trust is maintained, and alignment becomes natural.
Culture change often stalls in the middle; how have you engaged department chairs or middle managers to keep momentum?
Culture change often stalls when middle managers or department chairs feel caught between strategic vision and day-to-day realities. To keep momentum, I focus on turning them into co-owners of the change rather than passive implementers.
One tactic that has worked consistently is creating ‘leadership circles,’ small, facilitated groups where chairs and managers can:
- Surface challenges
- Share wins
- Co-design solutions
This gives them a voice, builds peer accountability, and ensures they see themselves as drivers of the transformation. By equipping them with practical tools and celebrating early successes, momentum is sustained because the change feels achievable and personally meaningful.
As AI automates routine tasks, which human-centered leadership practice has most improved results in your work with institutions?
As AI takes on more routine tasks, the human-centered leadership practice that has delivered the best results in my work is intentional relationship building through active listening. When leaders slow down to truly hear faculty, administrators, and learners, not just the data points they uncover, they discover the motivations, concerns, and aspirations that drive engagement.
I make it a practice to create structured listening sessions and feedback loops where stakeholders feel seen and valued. This builds trust, strengthens culture, and ensures that technology serves human goals rather than replaces them.
The result has been higher retention, smoother adoption of new systems, and more substantial alignment across diverse groups.
For leaders reading this on TeachNG who need a meaningful win in the next 30 days, what is the one action you recommend they take first?
The one action I recommend leaders take over the next 30 days is to create a structured listening-and-feedback loop with their teams. Set aside time to meet with faculty, administrators, and learners in small groups. Ask three focused questions about what’s working, what’s challenging, and what one change would make the most significant difference.
Document the responses, act quickly on one visible improvement, and communicate back what was heard and implemented. This simple practice builds trust, shows responsiveness, and creates an immediate win by demonstrating that leadership listens and acts. In my experience, even one visible change based on authentic feedback can re-energize culture and momentum almost overnight.
Thanks for sharing your knowledge and expertise. Is there anything else you'd like to add?
I’d add that meaningful change in education and workforce development doesn’t come from programs alone; it comes from people feeling seen, valued, and empowered. Whether I’m working with faculty, administrators, funders, or learners, my focus is always on building trust and aligning around shared outcomes.
Tools and systems matter, but culture and relationships sustain progress. If leaders can combine clarity of vision with genuine listening, they’ll not only achieve short-term wins but also create lasting transformation.
