Michelle Aarons, Executive Director, Programs & Partnerships at York University’s School of Continuing Studies, transitioned to the public sector in 2017, leveraging her previous private sector experience to establish a centralized Continuous Learning unit at Ontario Tech University. Since joining York University in 2022, she remains focused on building accessible education for all. Active in the space, Michelle is an executive committee member of CAUCE and OCULL. A lifelong learner, Michelle is pursuing a master’s degree at Queen’s University. Michelle was recently named one of “World’s Most Influential Women Inspiring the Education World, 2024” by World’s Leaders.
Recently, in an exclusive interview with Higher Education Digest, Michelle shared her professional trajectory, insights on the three major trends shaping the field of continuing education, her favorite non-academic book, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Michelle. Please tell us about your background and areas of interest.
As a first-generation Canadian with a diverse and non-linear career path, who watched my immigrant parents work hard to achieve their goals (education and work), I was privileged to be exposed to a rich tapestry of experiences. My background supported by a university education is over 20 years of professional experience in operations, finance, marketing, and sales, which have served as a strong foundation for my career trajectory.
My varied background enabled me to develop a versatile skill set that I used to transfer from corporate environments to serve the needs of the public sector, through continuing education within a higher education setting. A notable achievement in this stage of my journey was the opportunity to be the founding leader of a centralized unit within a young institution. To be successful in this role, I leveraged my skills to drive organizational growth and efficiency.
In my current role at York University, School of Continuing Studies (Toronto, Ontario, Canada), I continue to build on my experiences as I work to make an impact on a global scale. This role aligns perfectly with my career aspirations and offers a platform to contribute to the institution’s mission while continuing my professional development and deep sense of purpose.
I firmly believe that education should be accessible and available to everyone, regardless of their journey. Continuing education amplifies that opportunity and recognizes and supports the individual uniqueness of many people’s non-linear career and educational paths.
This passion for helping people on their journey to success has informed the creation of a new podcast that I will be co-hosting to help people learn from fascinating guests and apply the inspiration to their unique journey to success.
What do you love the most about your current role?
What I love most about my current role as Executive Director, Programs and Partnerships at York University’s School of Continuing Studies is the ability to effect positive change in society. This position enables me to drive impactful initiatives and collaborate with diverse individuals on varying journeys, each bringing their unique perspectives and experiences. Our new podcast is an extension of this successful process.
Additionally, I find great satisfaction in the continual learning opportunities this role provides me as an individual. Every day presents new challenges and learning experiences, allowing me to grow personally and professionally. Making a tangible difference and the ongoing personal growth keeps me deeply engaged and motivated in my work.
What strategies do you use to measure and evaluate the effectiveness of programs and partnerships, and how do you use data to inform decision-making?
The School’s team employs a multifaceted strategy that integrates various sources of research, data, and feedback to measure and evaluate the effectiveness of programs and partnerships.
We track trends and outcomes using labour market data to assess program potential, including need, impact, and effectiveness. This goes hand-in-hand with directly engaging industry partners and workforce leaders to understand their perspectives and gain insights about relevance and need.
Alongside all of that, we gather and analyze direct feedback from students. We prioritize understanding their perspectives on program relevance and experience.
By utilizing various data sources, we can make evidence-based decisions that drive continuous improvement and ensure our programs and partnerships remain effective and impactful for our students and employers seeking their future employees.
What are the three major trends do you foresee in your industry in the next 12 months?
In the next 12 months, three major trends are likely to shape the field of continuing education:
- AI and Digital Learning: Adopting artificial intelligence worldwide will mean an increase in displaced workers and a subset of workers who will see their work augmented. With this, there will be a need for students to be taught differently. In the education industry, that means integrating new technologies to bridge learning for different levels and preparing learners for the ‘new’ world. New technologies will also shift how learners find education, why they seek education and, how they consume education, so this could mean moving to personalized and enhanced digital learning experiences, tailored content and adaptive pathways that make education more engaging and accessible. Our job as educators will be to support the transition as the workforce pivots and as employers look to fill skills gaps and retain employees.
- Service and Partnerships: As an industry, we will need to continue to focus on improving service and forming strategic partnerships with industry leaders. This has been evident with the emergence of micro-credentials and continues to be a strong need for success. Collaboration to ensure alignment of programs with workforce needs will be critical in providing greater support for learners and employers.
- Integration into University Structure: Continuing education in higher education has traditionally sat on the sidelines; however, I see the next year as a year of transition. Especially in Canada, these programs will become increasingly critical to university operations and an essential voice in collaboration. This shift will be driven by budgetary needs, structural changes, and a solid connection to industry, enhancing the relevance and impact of all educational programs (credit and non-credit).
What are your thoughts on gender equality and inclusion? Do you think there is a gender bias in your industry?
Gender equality and inclusion in higher education are crucial for fostering a fair and effective environment so people can learn and grow together. An example of this would be someone having to question if there was a bathroom for them in the building or, a new mother having to question how she will nurse and/or pump while she is learning or working. These are just a couple examples of considerations that the School of Continuing Studies explored, through consultation with its community, when designing their new building. By including simple things like gender-neutral bathrooms on every floor and a comfortable lactation room for nursing mothers, gender equality and inclusion are normalized as standard practice when ensuring a safe space for our community.
It is important to remember that gender does not dictate skill or capability—these are determined by an individual’s education, experience and commitment.
In higher education, we observe gender dynamics that mirror global trends and societal patterns while reflecting ongoing efforts to achieve gender balance. Women tend to hold most of the administrative roles, including leadership positions, whereas in the Faculty, the mix is more male-dominated.
Challenging stereotypes and promoting diverse perspectives is essential for closing gender gaps and ensuring equal opportunities. By focusing on skills rather than gender and actively addressing biases, we can continue to work toward a more equitable and inclusive dynamic.
Is there a particular person you are grateful for who helped get you to where you are?
I’m deeply grateful to many individuals who have shaped my journey. My parents and extended family instilled in me the values of passion and perseverance, which have been foundational to my growth. Throughout my career, various leaders and mentors provided guidance and opportunities that broadened my horizons and supported my professional development.
In my current role, I am fortunate to work closely with an exceptional, collaborative team that has come together from different walks of life, bringing a unique skill set that enhances our collective success. Additionally, my immediate family—my husband and two daughters—have supported me, allowing me to balance professional aspirations with a fulfilling family life. I cannot choose just one person as the collective impact of their support has been invaluable to my growth, and I am profoundly appreciative of all of their support.
The meaning of leadership can change from one era to another, how would you define the meaning of leadership
Leadership today has evolved to emphasize a more human-centric and empathetic approach. In contemporary leadership, I see leaders characterized by their ability to focus on human-centric values, showcasing empathy, being authentic, and leading with selflessness. Building strong relationships and effectively influencing and guiding followers are also critical. The ability to bring back the ‘real’ to leadership, removing the sense of hierarchy (no matter what the structure looks like), helps today’s leaders navigate complex environments while fostering solid and resilient teams that can collectively achieve success and drive positive change.
What is your favorite non-academic book and why?
There are many non-academic books I can list as great reads that are naturally expected to be on the reading list of many leaders. These include some of the hottest titles, such as “Start with Why: How Great Leaders Inspire Everyone to Take Action” by Simon Sinek, “Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity” by Kim Scott, and “The Five Dysfunctions of a Team: A Leadership Fable” by Patrick Lencioni.
While I thoroughly enjoy the perspective and influence these best sellers have on leadership, my preference, when casually reading, is to dive deep into a biography shared through storytelling. The ability to learn about diverse ways of thinking by following various paths, successes, and failures of influential individuals across multiple industries is inspirational. These life journeys offer unique insights for navigating my career, understanding others, and reflecting on my leadership journey. I don’t have one in particular to reference as, in my opinion, biographies are a life’s work and, therefore, cannot be judged in the same way. That said, I find much value in reading about many different people, not just those I idolize or see similarities with. You never know what you will learn, and I like to remain open to that process.
What is your biggest stress reliever?
This question made me chuckle at first, but having an outlet for stress relief is very important. For me, my choice of relief varies. Whenever possible, I disconnect entirely by watching mindless television while indulging in a delicious snack. I also enjoy sitting by a lake or ocean in solitude to reflect, remember, think, plan or meditate.
Socializing with family and friends is also one of my favourite ways to relieve stress. I love great music, food, conversation, and laughter with those closest to me.
Where do you see yourself in the next 5 years?
So much can happen in five years. Just think about what the last five years looked like. The world has changed. The reality is that I spent much of my life thinking I needed the perfect plan. I planned what I needed to do, what would come next, what would happen after that, etc. And, then completely inadvertently, I fell into continuing education where I never expected to be – it was never on my radar – and I completely fell in love and found a space where my skills could affect purpose. I do not know where the next five years will take me, but whatever the future has in store, I hope that I can continue growing, leading, and making a positive impact on society.
Do you have any advice for women working in the higher education landscape?
From my experience across various fields, I believe the following advice is valuable for all women, not exclusively those in higher education:
My number one tip is to find balance. As a woman, we naturally juggle many things at once, you must establish boundaries, understand your potential, set goals, and strive for continuous improvement. It is important also to remember that balance will look different for everyone, so you need to forget comparisons and focus on your path.
I also suggest you seek and offer mentorship. By building a supportive network, you will have someone who understands. No one can do it all, so don’t be afraid to ask for guidance, support or mentorship. On the flip side, remember that helping others strengthens connections and showcases your abilities. Be willing to give to others. You never know who you might meet and what that connection might do for your journey.
Lastly, be open and authentic. You need to trust your strengths, put your hand up, carve your space and hold it, and get involved—even when it is uncomfortable. Use your voice, challenge the biases, and embrace opportunities.
Navigating a career effectively, particularly in higher education, involves contributing meaningfully to your institution and fostering an inclusive environment that reflects and supports the diverse student body.