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?