Leading in higher education used to require less courage — it was mostly about upholding a college’s core missions of education and research. Today a leadership post in academe is equally likely to be about coping with divisive politics, financial instability, and geopolitical crises.
In fact, many of the crises that consume leaders’ time and energy have little to do with their organization’s purpose. Consider the hundreds — perhaps thousands — of hours devoted to developing return-to-work strategies in the pandemic, deciding whether to make public statements on Gaza or climate change, and resolving political and social tensions on the campus.
Yet amid the chaos, the fundamental work of organizational missions continues: Strategic plans must be adopted, financial audits completed, and programs delivered. It is easy to lose sight of your organization’s direction when the world feels like it’s in free fall, but if you don’t stay focused, your institution runs the risk of becoming stagnant, or worse, falling behind.
Facing near-constant disruption, leaders must cultivate new skills and mindsets. In my forthcoming book, The Hottest Seat on Campus, to be published this fall by Harvard Education Press, I call them “superpowers.” I’m sharing six of them here.
Today as a campus leader, you must hone your ability to:
Not take things personally. In The Age of Outrage: How to Lead in a Polarized World, Karthik Ramanna writes: “Almost anyone can be blamed for something outside their control, and in fact, if you are a leader, you probably will be at some point. In the age of outrage, it is part of the job description.” Given that reality, leaders must learn the art of detachment — maintaining a healthy emotional distance from the role itself while staying fully engaged in the work.
The hard truth is that, as a campus leader, you control very little — except for your own reactions. Taking things personally and responding emotionally to every jab that comes your way is a recipe for exhaustion and disillusionment. In Think Like a Monk, Jay Shetty reminds leaders, “There is no commandment that says we have to be upset by the way people treat us.”
That’s a lesson I learned the hard way. Early in my career, I lost sleep over complaints, criticisms, and pushback. Over time, I came to realize that detachment does not mean disengagement — it means recognizing that leadership comes with inevitable turbulence. Now when vitriol comes my way, I remind myself that the anger is often directed at the role I represent — as CEO of an organization — and not at me personally.
The best leaders understand the distinction. By separating personal identity from professional responsibilities, you will think more clearly, make better decisions, and perhaps most important, preserve the resilience needed to lead through chaos.
If you don’t show up, people will fill the void with their own narratives.
Show up — a lot. I cringe when I see leaders attempt to explain complex, nuanced issues through emails or social-media posts. Leadership requires conversation, not just communication. Difficult moments demand more than carefully crafted statements: They require a leader’s presence, whether it’s in person or via Zoom. Looking people in the eye, hearing their concerns firsthand, and engaging in real dialogue is far more effective — and yes, far more uncomfortable — than hiding behind a statement.
If you don’t show up, people will fill the void with their own narratives. Silence is not neutral — it breeds distrust, fuels misinformation, and deepens divides. When leaders are not present in difficult moments, they send an unspoken message that they are either indifferent, afraid, or disconnected.
I remember a difficult meeting during my time as a college vice president when students and faculty members demanded answers about policy changes they felt were unfair. In that moment, my goal wasn’t to have all the answers — it was to demonstrate that I was willing to listen, learn, and engage. Those moments are never easy, but they are invaluable. Every time I’ve shown up, I’ve gained insight, strengthened relationships, and sometimes shifted my perspective.
I’ve also learned a critical lesson: You have a much better chance of lowering the temperature when you’re physically present. The energy in a room shifts when people can see you, hear your tone, and engage in real-time dialogue. That’s nearly impossible to achieve through an online statement or a carefully crafted post.
Truly open your mind. Leadership is no longer about authority — it is about influence. Effective leaders do not simply direct; they inspire.
One of my favorite sayings is, “People will support what they help build.” The most impactful leaders inspire people toward a cause, and the best way to do that is to invite as many people into your thinking and decision-making as possible. To articulate a compelling vision and rally people around it requires you to first spend time listening. Make it a habit to invite as many people as possible to give you advice: professors, staff members, trustees, higher-ed experts, lawyers, and more.
Once you have as much information as possible and have made the decision, don’t stop there. Explain “the why.” Not everyone will agree with your final decision, but sharing your process and being authentic about it builds trust. And when decisions are really hard, admit that to your team and constituents. Show that you are human and that leadership decisions are complex and nuanced.
Do “deep work.” Cal Newport, a professor of computer science at Georgetown University and author of several books on productivity and successful work habits, defines deep work as “the practice of engaging in intense, uninterrupted cognitive work that demands deep concentration and creativity.” Leaders often find themselves in a constant state of reaction — managing immediate crises, responding to emails, and attending back-to-back meetings. While those tasks are part of leadership, an overemphasis on reactive work stifles innovation and strategic thinking.
Research underscores the significance of deep work in enhancing productivity and decision-making. A long-term study by Sophie Leroy, a professor of business at the University of Washington at Bothell, found that the ability to stay focused directly affects performance and influences your work quality, creativity, and leadership effectiveness.
Uninterrupted, focused work is not merely beneficial — it is crucial for organizational success. By prioritizing deep work, you enhance your own effectiveness as a leader and drive your organization toward sustained success.
I’ve experienced the transformative power of deep work. I regularly block time on my calendar for activities that require deep focus, such as writing and strategizing. That habit ensures that essential tasks get done, and with the amount of attention they deserve. Barring absolute emergencies, I refrain from reallocating that block of time, knowing that it’s vital to the future of our organization.
Carving out quiet time may be one of your most powerful tools for making sound, forward-thinking decisions.
Find moments for solitude and self-care. The relentless pace of a leadership role can be all-consuming. No doubt you are overscheduled with meetings, events, and travel, while crisis management creates a steady cycle of urgency. Without intentional time for solitude and self-care, a leader risks becoming reactive rather than strategic.
An ability to step away from the noise is not a luxury, it is a necessity for ethical and effective decision-making. Research has found that solitude enhances moral reasoning and authenticity, leading to decisions that are perceived by others as fair and integral. Other research highlights that embracing solitude allows leaders to take stock of their actions, gain mental clarity, and prepare emotionally for future challenges.
In other words, solitude is not just something used by monks and other religious practitioners — it’s a leadership strategy. Some of the best decisions I’ve made as a chief executive have come from moments of deep reflection, away from email, news, and external pressures. Try to make solitude a daily practice, whether you do so through meditation, solo running, or some other activity. Especially when facing critical decisions, set aside extended periods of solitary time — with no devices and no distractions. If possible, take that time outdoors. Everyone needs space to think clearly. In an age of constant input, carving out quiet time may be one of your most powerful tools for making sound, forward-thinking decisions.
Self-care looks different for everyone. A 2022 federal study showed that bosses who pay attention to their own well-being foster a better work environment for their employees, and that leads to improved employee health and performance. Leaders who neglect their physical, mental, and emotional health are at high risk of burnout.
With so many demands on your day, it can be hard to give yourself that time. In his 2007 book, True North: Discover Your Authentic Leadership, Bill George writes, “The hardest person you will ever have to lead is yourself.” During the height of the pandemic, I found myself constantly responding to one crisis after another, leading to my own experience of burnout. This period underscored for me that self-care — or as I prefer to call it, self-management — is a critical leadership strategy. Organizations that foster a culture of health — with leadership actively promoting well-being — see positive outcomes in employee engagement, productivity, and retention.
Expect adversity. Many leaders are caught off guard when adversity strikes, responding with frustration or even disbelief. But the truth is, challenges are not interruptions to leadership, they are leadership. Shifting your mindset — from dreading adversity to accepting its inevitability — can save you from unnecessary disappointment and even energize you for the work ahead.
I wake up every day assuming that I will face complex problems. Most of the time, I’m right. And on the rare days when I’m not? It’s a pleasant surprise. Instead of resisting adversity, I now ask myself: What am I supposed to learn from this moment? History does not remember leaders for the easy days they had. It celebrates those who faced adversity head-on, grew stronger because of it, and shared the lessons they learned along the way.
A few years ago while speaking at the World Economic Forum, Justin Trudeau, the former Canadian prime minister, said, “The pace of change has never been this fast, and it will never be this slow again.” The truth is, disruption, change, and uncertainty are our new normal, and to solve the challenges of the future, you’re going to need to hone the leadership superpowers I’ve sketched out here. These traits separate the leaders who merely react to a crisis from those who use it as an opportunity to shape the future.
