Having too many priorities is the same as having no priorities at all. Yet, this is how most higher ed. leaders feel now.

One of the most frustrating things about being a higher ed. administrator is having to deal with employees who don’t meet performance metrics, no matter how clear you think you are when you communicate them

If it’s chaotic before a reorg, imagine how critically important role definition is during and after a reorg!

The biggest problem when we start thinking about a re-org is that it sends almost everyone into a panic.

Make sure to start with a pre-frame that will open people’s minds to something positive.

In higher ed., executive burnout is not a time management issue, but an emotional burden often coupled with isolation and lack of support.

The precursor to personal growth is self-awareness, which requires the courage to look at our intentions and compare them to our actions.

How about choosing a more gentle approach to 2026? How about trying softer? How about choosing your battles with strong discernment and finding more peace and acceptance with the rest? How about valuing self-compassion and empathy more than we did traditionally?

I still observe many higher ed. leaders being pulled in too many directions because of unclear role definition.

When we make choices based on our values, it can be difficult to withhold judgment when someone else lives by different values and rules.

Seeking perfection appears to be a good strategy to avoid criticism and to feel successful.

Each person processes information and creates a narrative, unaware that the narrative can lead to empowerment or helplessness

Let’s aim for healthy balance, learning how to have our own back (no more self-repression and self-abandonment) without playing the victim when things get uncomfortable.

The meaning we attach to things is completely subjective. Where some people see a catastrophe, others see opportunities.

The purpose of this post is to help those of you who struggle emotionally at the thought of having to let go employees, but no longer have a choice.

Please realize that if you only want to do what is comfortable, you are limiting yourself.

Some employees have been thriving while others have become too complacent or entitled and drastically lowered their standards, work engagement, and performance.

Simply saying something doesn’t guarantee that people are on board, and repeating yourself is not going to make a difference.

We are seeing more mental health issues, anxiety, fear, insomnia, heart palpitations, attention deficit, etc. than ever before

The reward for excellent work in higher education leadership is being given more work.

Unprocessed past events, as well as repressed emotions, can create a chronic state of anxiety in the body.

Before you promote them, please realize that moving from “being good at executing tasks” to “leading people, being strategic, inspiring respect, and making tough decisions” is a huge leap.

Are you frustrated by some of your employees who don’t act professionally?

Are you facing budget cuts and looking for ways to reduce expenses? If yes, you are not alone.

Having a good relationship with your supervisor is easy when you report to someone who thinks the same way you do and shares the same values.

While humility is honorable, lack of self-advocacy is a missed opportunity.

Most higher ed. leaders are under pressure and feel stressed because of all the demands placed on them.

The biggest mistake I see leaders make is to wait until they are overwhelmed, feel pushed over the edge, then complain to their supervisor.

If you are seeing high turnover and changes in leadership at your university, college, or department, you are not alone.