This summer, hundreds of new college and university senior leaders are walking into freshly painted offices, reviewing strategic plans and preparing to lead in one of the most complex environments higher education has ever seen.
If you’re one of them: congratulations, and welcome! But here’s the tough reality: in higher ed leadership today, what got you here won’t get you there.
Many of us who step into senior leadership roles arrive with a proven track record of operational success. We excelled in our previous roles—strategic, results-driven, often praised for getting things done. But what we quickly discover is that the skills that earned us the title aren’t always the ones that help us lead well from the top.
In my new book, The Hottest Seat on Campus: A Roadmap for Mastering Leadership in College Admission, I reflect on my own transition into executive leadership, including my current role as CEO of the National Association for College Admission Counseling. While the book is written with admission deans in mind—because that’s my lived experience—it is ultimately a guide for anyone stepping into a senior leadership role in today’s chaotic, complex environment.
I believe leadership is a muscle to be honed and a skill to be mastered. Most university leaders, regardless of their path to the top, will find resonance in its lessons.
Drawing from interviews with leaders across the profession, one truth emerged again and again: stepping into the highest levels of higher ed leadership requires new ways of operating. If you’re new to the job this semester, here are four key shifts you’ll need to make to succeed in the seat you now occupy.
1. Become an astute politician
The only “real power” you have as a university leader is the power of persuasion. In his book, Whatever It is, I’m Against It, former Macalester College President Brian Rosenberg writes that “higher education has more third rails than a train yard.”
In our profession, politics is the art of navigating relationships, building consensus and influencing outcomes. As a new leader, you must quickly understand who holds influence, how decisions are made and what matters most to the campus community. What are the points of tension and where are do commonalities lie?
From your first day on the job, use the language of “we.” You are now part of this institution and responsible for all that comes with it—its triumphs, its challenges and its history.
Avoid the temptation to critique predecessors or over-reference how things were done at your previous institution. Instead, invest in building relationships across departments and divisions.
Take pride in being the leader who unites people across divisions. Learn the culture. Identify allies and figure out what you will need to do to move everyone in the same direction.
Most importantly, don’t wait for a crisis to build trust. Start now.
2. Engage the power of storytelling
Leadership isn’t just about making good decisions; it’s about helping others understand why those decisions matter. That’s where storytelling comes in.
As a university leader, you are one of the chief storytellers of your institution. You must connect the dots between your mission and your moment. Storytelling allows you to humanize your message, mobilize your community and lead with purpose.
This means being transparent about both progress and pain points. When you share tough news, clarify the stakes and articulate the path forward. When you celebrate success, make sure the credit is shared, and the story is widely told.
And don’t forget the power of external voices—especially students and faculty—to amplify your message with authenticity.
But storytelling is also about listening. The best leaders don’t just tell compelling stories—they listen for them. They seek out diverse experiences across the institution and reflect those voices back to the community.
When your messaging reflects a deep understanding of your institution’s hopes, fears and aspirations, your leadership becomes more impactful.
3. Embrace the reality of leading in crisis
Crisis isn’t a matter of if—it’s when. Today’s university leaders are navigating an unpredictable landscape: campus protests, enrollment challenges, public scrutiny and political tension. Crisis leadership isn’t an occasional responsibility—it’s a permanent part of the job description.
The most effective leaders in crisis share three essential traits: they stay calm, communicate clearly and collaborate often. They don’t delay tough conversations.
They empower trusted team members to help shape and execute a response. And most importantly, they show up—in person—with presence, empathy and courage, especially when it would be easier to hide behind a statement.
When crisis strikes, people don’t just need answers. They need to feel seen—by someone who can carry the weight of the moment with clarity and compassion.
One of my favorite leadership questions in these situations is, “How do I want this moment to be remembered?” It helps me slow down, find clarity and make thoughtful decisions under pressure.
Your ability to project steadiness, care and optimism will define how your leadership is remembered long after the headlines fade.
4. Learn to manage yourself
Self-management is the most underrated leadership skill. But it may be the most essential.
Some call it self-care. I call it self-management—because it’s so much more than eating right and exercising. It’s about deeply understanding who you are, how you work best and what your boundaries must be.
It’s about recognizing what energizes you and what depletes you. It’s about learning how to say no to others so that you can say yes to yourself.
Early in my leadership journey, I gave everything to my work—until I had nothing left. I said “yes” to everything, operated at a sprint and ignored the signs of burnout.
Eventually, I found myself exhausted, joyless and disconnected from the very mission I cared so deeply about. A trusted colleague told me, “You’re running a marathon at a sprinter’s pace.”
If you’re going to succeed in your new higher ed leadership role, you must learn how to sustain yourself. That starts with managing your energy, not just your time.
Know what drains you and what restores you. Protect your mornings. Build guardrails around your non-negotiables—whether that’s family time, exercise or moments of solitude.
Learn to say “no” with intention. And build a support network you can lean on when the weight of leadership becomes too heavy to carry alone.
Challenge and reward
Higher ed leadership today requires far more than content knowledge or operational expertise. It calls for emotional intelligence, political savvy, narrative power and a deep well of self-awareness.
The good news? You don’t have to do it alone.
You are stepping into one of the most challenging and rewarding roles in our society—guiding institutions that shape the minds and futures of generations. Lead with courage. Lead with optimism. Lead with compassion.
And most importantly, lead in a way that is sustainable for you, because what got you here won’t get you there.
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