James A. Garfield, who was elected by the smallest margin of victory in the popular vote in American history and served as America’s 20th president for less than seven months before dying from complications of an assassination attempt, may seem an unusual source of inspiration for an essay. Yet I believe Garfield deserves a revival of our attention and interest—particularly by those of us fortunate enough to lead universities and colleges.

Leaders in higher education have unique challenges which may be different from other business and/or corporate leaders, but there are fundamental elements that provide the underpinnings of what should define success, regardless of the industry. In this chapter, I will highlight the unique challenges of academic leadership while addressing three major areas of focus: the board/president relationship, building effective teams, and the core values which shape a philosophy of leadership.

“It is far easier to start something than it is to finish it.”

— Amelia Earhart 

On January 4, 2006, my wife and I walked into our first Council of Independent Colleges annual meeting at the Registry Hotel in Naples, Florida. As two Midwesterners raised in middle-class families, this was an eye-opening moment. The lobby was absolutely beautiful, the service was first-class, and the hotel was so tall that the elevator skipped the unlucky 13th floor on its way to greater heights.

This is the year we take a stand.

Many believe that we are already well into the transition era from one incarnation of higher learning to another. For some institutions, that likely translates to “become the next-generation version of yourself or die,” as the current closure rate implies. Is major transformation a realistic option? Where do leaders even start?