Breaking the mold, Steve Dixon admits, is not something that comes easily to organizations such as his. But as CEO of Bedford College, a leading Australian provider of vocational education based on a Christian worldview, he is determined to remain forward-facing.
“We are risk-takers, we are disruptors. Sometimes characteristics like these go missing from faith-based organizations, which is a little strange in my opinion, given that faith is about embracing the unknown with confidence rather than being afraid of it,” he says.
“Bedford was established as a pioneering organization back in the 1940s by the Baptist Churches of New South Wales, and I want to ensure we recapture that spirit as we look to the future. We want to become known as Australia’s leading Christian vocational college.”
Guiding light
The guidance of inspirational figures early on in one’s life has both a profound and lasting impact, as Dixon knows only too well.
“I grew up in a very supportive family environment,” he tells The CEO Magazine. “If I wanted to explore a particular area of interest, even if it hadn’t been a part of our family story, I was supported in that.
“A number of local church pastors also saw far more in me than I saw in myself at a young age. I had leaders around me who could see the opportunities to develop people, and believed in helping people become the best expression of themselves beyond their current circumstance.”
“We want to become known as Australia’s leading Christian vocational college.”
This grounding gave him the foundation for an impressive career in academia, which includes two distinct masters degrees in both bible studies and ministry. “Studies in theology have also provided me with considerable insights into people,” he says.
Ultimately, the positive experience of his upbringing is what has shaped his own approach to management and leadership more generally.
“My approach to leadership is very empowering, and I have my parents to thank for that,” he says. “I’ve been privileged to learn from people who have been high functioning and healthy in their leadership, which has given me a reference point to aspire to.”
A new focus
Now, having been in his current role as CEO of Bedford College since 2023, Dixon is laser-focused on achieving its mission to best equip students with the tools they need to succeed in life.
For this, he is embracing the leadership lessons he has learned from those that inspired his own journey – namely, by empowering others.
“I know that I need people who are far better, far more experienced than I am in particular areas of our organization and not be threatened by people who are incredibly good at what they do,” he says.
“The development of the leadership team is what I’m most proud of. It’s something that gives me a lot of confidence going forward.”
“My role as a CEO is not to be an expert in everything, but to ensure that the organization delivers on its purpose in an ever-changing world, and my key resource for this is our people.”
On assuming his role, one of his first changes was to undertake a bold restructuring of the leadership team at Bedford College, appointing new heads of education, operations and finance.
“We’ve established a new structure, a new set of expectations and new lines of accountability,” Dixon says. “I’ve proactively found people who are very good at what they do, but also have a shared conviction around our mission and values, and sought to bring them into the organization.
“The development of the leadership team is what I’m most proud of. It’s something that gives me a lot of confidence going forward.”
A changing world
Equipped with a team of capable and passionate employees, Bedford College is tackling the challenges ahead of it. In the education sector, external factors are heightening the already fierce competition for students.
“Government policies around international students being reduced are really impacting the sector, not just in vocational education but also in tertiary education,” Dixon says. “The sector is highly competitive. In the Australian sector, in particular, there is the challenge of high-quality education providers globally, in an ever-more connected world.”
As a provider of vocational education, Bedford College must be sensitive to the changes in the employment market, one of which is an increasing demand for employment in caring and health industries because of aging populations. However, a degeneration in economic conditions has made people more hesitant of pursuing employment in meaningful work.
“We want to be engaging with people who are outgoing, energetic, optimistic and ambitious.”
“The rising cost of living is entering the equation when it comes to the jobs market, with people then rethinking their career path both through the lens of what education costs and how much time it takes,” he says.
“We see people pursuing education that facilitates them likely being on higher salaries into the future, which is now the predominant decision-making tool rather than people pursuing a vocation and the associated education through passion or altruism.”
This, combined with the impact of declining student numbers caused by the COVID-19 pandemic, has meant that greater impetus is on institutions to attract students and illustrate the value education will provide them.
The formation of people
Dixon says the organization’s vision for long-term growth has to be guided by its origins, which he has spent considerable time studying.
“Without understanding the history of an organization, it’s very difficult to understand where it’s up to in fulfilling its mission and purpose, let alone make decisions for the future,” he says.
“Our founding purpose was actually to empower women to enter meaningful work. And so our scope is much broader than just offering courses that are aligned with the stereotypical perception of Christian education providers.”
In line with this, Dixon has overseen a rebranding of Bedford College to bring it up to speed with the modern world.
“As an organization that’s 80 years old, we have undergone a complete brand transformation so that we can better express who we are with our target market. We want to be engaging with people who are outgoing, energetic, optimistic and ambitious – and our previous brand wasn’t communicating that,” he says.
“At Bedford, we are building people not simply with knowledge and skill, but we are building people with character.”
It is now offering a wider range of courses to meet the changing nature of the employment market and societal needs.
“For us, innovation means that we need to know the experience of the places where our students are going to find employment, and make informed decisions about how we conduct our training to meet those needs,” he says.
And while it has lofty goals, the central purpose remains the same – to help individuals achieve their potential and make a positive difference to the world.
“We take an outcome-centered approach rather than an institutionally centered approach. So we want to see what’s best for the students as they then enter their chosen vocation, and how we can help them be effective.
“Most importantly, at Bedford, we are building people not simply with knowledge and skill, but we are building people with character. The formation of people is our main game.”
