I stepped into the role of president at Southern New Hampshire University on July 1, 2024, succeeding the long-standing and accomplished Paul J. LeBlanc, Ph.D. I am acutely aware of the weight of responsibility that accompanies this transition and the challenges our industry is facing, but I am also excited about the opportunities. As leaders, we must harness those opportunities for our learners. The first step is a smooth and strategic transition.

Build Time and Space for Transition

If I could offer just one piece of advice to presidents and board leadership, I would encourage them to make intentional planning for succession and transition a mission-critical priority, even if the next transition is (hopefully) years away. Regular conversations take some of the anxiety out of talking about transitions and enable leaders to think strategically about planning for succession well before they decide to step away.

In my case, I had the somewhat rare experience of being an internal hire, having served as provost at SNHU for the last 18 months. Being in the position to work side-by-side with my predecessor for six months before I assumed my new role was invaluable. Working together in this way allowed for knowledge transfer, mentorship, and problem-solving. My time spent learning about SNHU through the lens of Paul LeBlanc was phenomenal preparation, providing me with a deeper understanding of the institution's strengths and challenges.

I acknowledge that many incoming presidents won’t have the luxury of an extended time working together, but I encourage my colleagues to find ways to engage your predecessor that can allow this kind of transfer of history and values and culture, as well as any intelligence on hot button issues, long-standing gripes, or vital relationships that might not be included in your transition briefing documents. And when it’s your turn to step away, be generous with your successor in the same way.

Prepare for Day One

The time between appointment and the assumption of office is hectic and full of demands. Projects and priorities tied to a president-elect’s current role need to be wrapped up or handed off. Questions and requests related to the new role are also coming fast and furious and range from sitting for new headshots to being briefed on emerging issues and decisions that will need to be made shortly after starting the new job. It can be easy to lose sight of the opportunity to use this time strategically.

At SNHU, after my appointment was announced, the university formed a transition team, led by our chief external affairs and communications officer. In addition to planning for my early days in office, this group also worked to ensure that the end of Paul’s tenure would be marked appropriately and that responsibilities would be handed off seamlessly. This structure meant that all the things people needed and wanted to ask or note for the future could be funneled through this group and effectively triaged for what needed handling immediately, in a few weeks, or after July 1. It also meant that I had one place to go to make my own requests for data or historical information.

  While our mission and values will remain steadfast, it’s inevitable that I will drive different priorities and projects than my predecessor.    

I also used the six-month transition time to think deeply about how—and where—I want to lead SNHU. While our mission and values will remain steadfast, it’s inevitable that I will drive different priorities and projects than my predecessor. I spent a lot of time refining those thoughts, considering how best to communicate them to our workforce, and looking for opportunities to engage new audiences in our work based on who I am, the experiences I bring to this job, and the goals I believe the current moment demands that we meet.

In my first two weeks as president, it was important to bring clarity and calm to the university community. We celebrated the next chapter of the university, while also recognizing the significance of the change. The transition was not over on July 1; rather, we had started a new phase, one that will continue for the next year as I settle into the role.

Impact of a Legacy President

While it’s a great honor to succeed a long-serving president, especially one like Paul LeBlanc, who over time has become synonymous with SNHU, it’s also a particular challenge.

Legacy presidents often become deeply intertwined with the university's story, mission, and core values. This makes it difficult to decouple the president from the place, adding another layer of complexity to a transition. In my case, my predecessor has served as president for 20 years, taking the institution from a small university of 2,000 students to the largest nonprofit provider of online higher education in the country. Many people across the organization and the industry don’t know SNHU without Paul.

Our challenge, whether following a short-, medium-, or long-term president, is to honor that person’s legacy while, in partnership with the board and senior team, charting a course for the future and finding ways to get our workforce excited and engaged in that future. For me, this involved doing a lot of listening, asking a lot of questions, and pushing back on some of the answers. Ultimately, I will create a path forward that will help advance our mission of serving every learner, wherever they are in their journey toward a postsecondary credential. I believe that, along the way, our people will come to understand that our mission and our culture do not live in one person, but instead are at the center of all of our work.

Tenure and Turnover

Most new presidents won’t be following a legacy president, however. Indeed, recent surveys indicate that the average time presidents have been in their position is less than six years, and of those surveyed, more than half indicated they planned to leave their current role in the next five years. At a time when we are seeing record numbers of university presidents leaving the field, we need to provide incoming presidents the support they need to be successful.

Research has shown that involuntary turnovers among presidents are often tied to athletics; finances; a loss of confidence from the board, the faculty, or the system; poor judgment; or poor fit. Data from the American College President Survey indicates that current presidents would like more development in the areas of entrepreneurial ventures, fundraising, budget and finance, and enrollment management. Taken together, this data shows we have work to do as an industry to provide additional support and training to presidents who are in office, but we need to also look at pipeline programs that aim to identify and encourage those who are considering a presidency.

  We also need to encourage presidents and those who aspire to the role to build strong networks of colleagues and friends who can provide support, advice and encouragement.    

We also need to encourage presidents and those who aspire to the role to build strong networks of colleagues and friends who can provide support, advice and encouragement. The presidency is a lonely position, and its many constituencies do not always reward vulnerability and requests for help. We see the outcome of this in increased mental health challenges, shortened tenures, and cases of burnout among our peers.

The work of university presidents remains critically important and absolutely gratifying. It is a role that requires unwavering dedication, strategic vision, and a commitment to serving the best interests of students, faculty, staff, and the broader community. As we navigate the waters of university presidential transitions, we must prioritize building strong transition and succession planning frameworks to ensure that new leaders feel equipped and empowered to take on the challenges and opportunities that lie ahead.