Jon Connolly’s Career of Big Ideas That Actually Worked
Jon Connolly didn’t set out to become a college president. He started his career in the woods, not in a boardroom. But over the years, Connolly’s ideas—often grounded in biology, systems thinking, and real-world needs—have shaped multiple colleges across the U.S. From building new trades programmes to overhauling campus operations, his work shows how practical ideas, followed through with care, can lead to lasting change.
How His Career Started in Science, Not Strategy
Before Connolly ever led a campus, he was a forest biologist. After growing up in Basking Ridge, New Jersey and graduating from Delbarton School, he went to Colby College in Maine, where he earned honours in geology and biology. He then attended Yale University, where he earned a Master of Forest Science and conducted research on plant biostimulants and tree physiology. At the time he and a professor contemplated writing a book based upon the premise of the health of forests rather than the pathology of forests. He also collaborated (along with other students) with Gordon Geballe and Herb Borman on a book about “The America Lawn.” The idea was to explore the environmental impact of America’s obsession with perfect and deeply green lawns. He later completed a Ph.D. in Biological Sciences at the University of Maine, studying how wood breaks down in forest ecosystems.
“I still think like a biologist,” Connolly says. “Everything is part of a system. When something breaks, there’s a reason.”
That mindset stayed with him—even as his career moved away from lab work and toward leadership.
Building Programmes From the Ground Up
Dr. John Connolly began teaching and doing research at Allegheny College and later at Husson University, where he was known for leading student projects and helping launch research labs. He didn’t stop there. He became Faculty Senate President, Assistant Chief Academic Officer, and was even named Teacher of the Year.
He moved into administration full time as Dean of Math, Science and Healthcare at Lone Star College–Kingwood in Texas. Later, he became Vice President, then Interim President, at Northern Wyoming Community College District, where he helped overhaul their online learning and data systems.
“You have to work with what’s in front of you,” he says. “Big changes don’t always need big budgets. They need good ideas and follow-through.”
Leading Through Crisis—and Opportunity
In 2015, Connolly took the top job at Sussex County Community College (SCCC) in New Jersey. The college was facing a financial crisis. Enrollment was down. Morale was low.
Connolly focused on two things: building useful programmes and making people feel heard through shared governance.
He led efforts to launch new trades and occupational programmes, including optics, automotive, and lineworker training. He partnered with local school districts to grow and accredit concurrent enrollment, expanded athletic programmes, and restructured internal governance to improve communication.
“We didn’t just fix the budget. We gave people a reason to believe in the college again.” In time, the college was then positioned to invest in itself and its infrastructure.Presently, the college is doing just that because of the budgetary strength created while he was president. Again, Connolly credits the team. “Financial security can never be taken for granted, and everyone at the college, from the Board of Trustees on down, made it possible to stabilize the finances and reserve money to be re-invested in the college for its needs for the next 20 years.”
Local media highlighted his leadership during this time, especially when the college acquired new property and expanded its footprint.
What His Big Ideas Look Like
Connolly’s approach to big ideas is simple: they should solve real problems.
At Kennebec Valley Community College in Maine, where he served as Vice President and Acting Chief Operating Officer, he helped launch a sustainable farm, a culinary programme, and a second campus. None of it was flashy—but all of it was practical and driven by local need.
“If the community needs jobs, build pathways to those jobs,” Connolly says. “Don’t build a programme unless it leads somewhere.”
Still a Biologist at Heart
Despite his years in leadership, Connolly still identifies as a scientist. He’s passionate about forestry, fungi, and environmental ethics. He chops his own firewood and keeps up with new science in his free time. He even attended nursing school for a time while working as a faculty member and dean—just to learn more.
“To stay useful, you have to keep learning,” he says. “Even if it’s slow, you keep moving forward.”
Personal Lessons and Leadership Style
Connolly’s leadership is rooted in humility and service. He often credits his family background for shaping his perspective. His father was a real estate attorney. His mother, brother, and father are now deceased, losses that influence his thinking about how to use one’s time. He remains close to his sisters—one a lactation consultant, the other a full-time parent.
He believes that success is something you build with others, not something you do alone.
“Success is always achieved with other people. My job is to elevate others.”
He’s also clear-eyed about the emotional side of leadership.
“When things get entangled or disappointing, I pause. I used to go for a run. Now, I go outside and work in the woods. Then, I remember why I do this.”
