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| Year | # of jobs | % of population |
|---|---|---|
| 2021 | 321 | 0.00% |
| 2020 | 322 | 0.00% |
| 2019 | 326 | 0.00% |
| 2018 | 316 | 0.00% |
| 2017 | 310 | 0.00% |
| Year | Avg. salary | Hourly rate | % Change |
|---|---|---|---|
| 2026 | $67,291 | $32.35 | +2.6% |
| 2025 | $65,607 | $31.54 | +3.9% |
| 2024 | $63,155 | $30.36 | +1.9% |
| 2023 | $61,976 | $29.80 | +4.1% |
| 2022 | $59,525 | $28.62 | +3.2% |
| Rank | State | Population | # of jobs | Employment/ 1000ppl |
|---|---|---|---|---|
| 1 | Alaska | 739,795 | 195 | 26% |
| 2 | New Hampshire | 1,342,795 | 314 | 23% |
| 3 | Utah | 3,101,833 | 637 | 21% |
| 4 | Rhode Island | 1,059,639 | 214 | 20% |
| 5 | Montana | 1,050,493 | 185 | 18% |
| 6 | Idaho | 1,716,943 | 278 | 16% |
| 7 | South Dakota | 869,666 | 139 | 16% |
| 8 | Pennsylvania | 12,805,537 | 1,911 | 15% |
| 9 | Nebraska | 1,920,076 | 296 | 15% |
| 10 | Ohio | 11,658,609 | 1,616 | 14% |
| 11 | Kansas | 2,913,123 | 417 | 14% |
| 12 | Arkansas | 3,004,279 | 391 | 13% |
| 13 | Nevada | 2,998,039 | 350 | 12% |
| 14 | New Mexico | 2,088,070 | 261 | 12% |
| 15 | Oklahoma | 3,930,864 | 404 | 10% |
| 16 | Hawaii | 1,427,538 | 149 | 10% |
| 17 | Maine | 1,335,907 | 137 | 10% |
| 18 | Vermont | 623,657 | 56 | 9% |
| 19 | Colorado | 5,607,154 | 422 | 8% |
| 20 | Delaware | 961,939 | 79 | 8% |
| Rank | City | # of jobs | Employment/ 1000ppl | Avg. salary |
|---|---|---|---|---|
| 1 | Fort Collins | 1 | 1% | $59,128 |
| 2 | Overland Park | 1 | 1% | $59,383 |
| 3 | Sunnyvale | 1 | 1% | $73,570 |
| 4 | Baltimore | 2 | 0% | $75,410 |
| 5 | Detroit | 2 | 0% | $69,718 |
| 6 | Minneapolis | 2 | 0% | $55,576 |
| 7 | Atlanta | 1 | 0% | $47,329 |
| 8 | Boston | 1 | 0% | $80,079 |
| 9 | Los Angeles | 1 | 0% | $67,804 |
| 10 | Miami | 1 | 0% | $46,588 |
| 11 | Sacramento | 1 | 0% | $73,668 |
Boise State University

Bethel University
Boise State University
Educational/Instructional Media Design
Ross Perkins Ph.D.: The job attracts people who are curious and who are problem-solvers. Those who tend not to stay in the profession are those who are relegated to doing routine maintenance or only getting to implement devices in a context where all decisions are made at the top and passed down.
Ross Perkins Ph.D.: What someone who has the title of "educational technologist" does will depend a great deal on the needs of the organization that hired them. The title is not common outside of K-12 schools (private or public) or Institutions of Higher Education. In some cases, the "educational technologist" is focused on solving what are essentially information technology problems, such as troubleshooting hardware, setting up devices in classrooms or getting them ready for student use, or even running the back-end of applications or software used by the organization. In other cases, there is less IT-specific work, and more work focused on working with educators to help them integrate technology tools into the curriculum. This can happen at individual schools or within academic departments, or the educational technologist might work at the district or institutional level. No matter what the job duties are on a day-to-day basis, all such persons must be creative, flexible, excellent at problem-solving, interested in learning about ever-evolving tools and apps, and, of course, have a solid understanding of pedagogy and human learning.

Bethel University
Education Leadership
Jessica Tangen Daniels Ph.D.: The skills that "stand out" on an educational leader's resume are those that synergize into a coherent story. So not necessarily the skills that are self-identified and listed under a "skills" heading, but those that are evidenced through outcomes achieved appointments/promotions, or other demonstrated successes. For example, in an educational institution, being elected to a chair or moderator position within a senate structure might indicate characteristics of diplomacy, advocacy, collaboration, and wisdom. The resume reader can imagine how those attributes might translate to a new employment space, with much more confidence than if those same characteristics were merely listed as skills. So first, on a resume, prioritize representing your skills through a story, experience, and evidence (rather than self-described adjectives) in a way that reflects your unique narrative.
Now, regarding the specific skills. Some of the skills desired in an educational leader change, based on the institutional context, the previous leader, unique internal or external challenges, etc. However, I would suggest two interminable and foundational skills that will always stand out on a resume and differentiate the applicant: working hard and working with others. Employers want to hire a hard worker, determined, responsible, trustworthy, and strong work ethic. And employers want to hire someone who others want to work with, someone who is collaborative, thoughtful, or in Ingnation or Jesuit language, someone who is for and with others.
Those two skills form a foundation for professional success.
Jessica Tangen Daniels Ph.D.: With the rapid rate of change, accelerating information turnover, and boundless access to knowledge, certain new soft skills may now be prioritized in our current society. So we all have to be learners, seeking new information, anticipating that we will need to change our mind, and striving for a disposition of curiosity. The specific skill of asking good questions cannot be underestimated.
Employers may be seeking skills like imaginative bridging, humbly and curiously connecting dots. Or the skills of facilitation and curation, with so many different perspectives and lived experiences, and an overabundance of information, an educational leader, must manage people, perspectives, and content like never before.
Employers are looking for skills that relate to not only the day-to-day tactical aspects of educational leadership but also imaginative problem-solving for a thriving future.
Jessica Tangen Daniels Ph.D.: Many hard/technical skills are incredibly context-specific, so importance varies by role and/or industry. But for educational leaders, generally applicable skills might be related to teaching and learning constructs, finance and budgeting, and basic legal issues awareness. Perhaps familiarity with specific content management systems or learning management systems, but again, this use varies by institution.
Jessica Tangen Daniels Ph.D.: For educational leaders, I'm not convinced discrete skills equate to salary. Working hard and working well with others, with a disposition of humility and curiosity, is really powerful. Perhaps the combination of soft and hard skills gained through diverse experiences, positions, and institutional contexts results in the highest earning potential.