In times of stress and chaos, leadership is often put to the ultimate test—and that is certainly an apt description of what’s happening in higher education these days. Faculty and staff are looking to their leaders for direction, stability, and reassurance at a time when leaders themselves are struggling to make sense of the flood of executive orders and guidance coming out of Washington, D.C.
Practicing resilient leadership provides the tools for navigating uncertainty with intention, clarity, and flexibility. There are a number of strategies that leaders can employ to not only guide their teams effectively but to also sustain their own well-being along the way.
Embracing the Difficult Realities
As we react to unprecedented executive orders that are attacking higher education on any number of fronts, it can be easy to react with dismay, pessimism, or even denial. Neither reaction is helpful.
Jim Collins wrote about the “Stockdale Paradox,” in which he referenced the experiences of Admiral Stockdale, a prisoner of war (POW) in the Vietnam War. The Admiral had reflected on his impressions of those who survived and those who didn’t, and he shared that the survivors were those who embraced the very difficult and real circumstances of their capture. They did not buy into false hopes that they would be rescued simply because it was Christmas or the Fourth of July. They knew every day that they were going to be tortured, and they mentally prepared for it. At the same time, however, they never lost hope that they were going to persevere and eventually be freed. This paradox—of accepting the realities of a difficult situation while also maintaining a level of optimism—is critical to building your resilience in order to navigate uncertainty and setbacks.
The reality is that we are entering a very difficult period for higher education, and we can and should gear up for what will likely be a very trying four years. Yet the reality is also that this, too, shall pass.
Communication and Connection
When faced with uncertainty, people naturally seek guidance. However, right now, no one has any answers or clarity on either the short- or long-term impacts of these recent executive orders, let alone the ones that could be coming in the future.
Strong leadership doesn’t mean having all the answers—it means creating space for thoughtful discussion and fostering connection at a difficult time. Now is the time your faculty and staff need more communication, not less—yet many leaders can hesitate to communicate when so much is uncertain. Communicate anyway! But not just with broadcast emails. Create space for people to come together and put their questions and even fears or concerns on the table. This is critical—it’s not just communication that’s important, it’s the connection. We are better able to face uncertainty when we do it together.
Strive to create balance in the conversation. Not in a way that is tone-deaf to faculty whose research is being attacked, but thoughtfully—design the conversation so it’s not just a venting session. Ask different types of questions, such as:
- What questions do we have?
- What is the impact of these changes—both to us, or to others?
- What are we not thinking about?
- What (if anything) do we need to do right now?
The goal here is to create the space for a conversation in a way that acknowledges the fears and concerns without being trapped by them.
Creating the space for open-ended and constructive dialogue also enables faculty and staff to feel like their leaders are together with them in solving these problems. They know you don’t have the answers, regardless of your title. Being the Dean, Provost or President doesn’t bestow access to information or revelatory insights that no one else possesses. This is why face-to-face communication is so important. When you convene people to help you navigate uncharted waters, it not only creates a true sense of community, it also increases your chances of getting to the other side.
Encouraging Adaptability and Ingenuity
Complaining and putting our heads in the sand won’t change our shifting higher-ed reality. But the shifting reality does create the space for us to think differently and more creatively about how we do our work. Especially during difficult times, it can be easy to blame others for what’s happening to us. Instead, create the space for people to reflect on the purpose that drives their work—why did they want to do this work in the first place? Are there ways to sustain the work in new ways or secure different funding? This can create the space for potentially new or out-of-the-box approaches.
Philanthropy is not a silver bullet, and corporations and foundations don’t provide the same funding for indirect costs that federal agencies do. But universally, across every institution of higher education, there have been myriad missed opportunities for greater collaboration between academics and fundraisers. Most academics don’t think about partnering with their advancement counterparts—agency funding satisfies the resources and prestige they seek.
But donors, especially those that can give at significant levels, want leverage—if the government is funding a project at a certain level, then the donor’s funds can accomplish even more. If grants are allowed to continue but with lower indirects, there may avenues in private philanthropy—not as a replacement for what was lost but as a means of creating something more. Sophisticated donors don’t want to backfill budget gaps left by declining government funding—they want to be partners in creating bold, innovative solutions that drive real impact and shape a better future for society.
Constraints breed creativity, so acknowledging what our goals are and what our constraints are can enable a conversation that can produce new insights and new ways of looking at the issue.
Leading with Purpose and Reflection
During times of stress, it can be easy to forget our good leadership practices. We may be so focused on others that we neglect our own needs. We may be leading from a place of fear or insecurity that isn’t serving us or our colleagues well. Take regular space for reflection—a few minutes a day, perhaps 30 minutes a week.
Consider using one of these prompts per week—choose one that is relevant:
- What emotions am I experiencing right now, and how are they influencing my decisions?
- Have I taken space to pause and reflect today before reacting?
- What difficult realities do I need to accept, and how can I remain optimistic despite them?
- How am I demonstrating steadiness and calm for my team?
- Am I staying connected to my core purpose, and does my work align with my values?
- What small actions can I take today to encourage resilience and adaptability in myself and others?
- What lessons can I take from today’s challenges to improve my leadership moving forward?
- What is within my control right now, and where do I need to let go?
Resilient leadership is not an added burden—it’s the only way forward. It’s about leading with intention rather than being pulled in every direction by stress and external pressures. There are no silver bullets in leadership, and that’s especially true during times of uncertainty. But these resilient leadership practices will foster trust, open communication, and the resolve that’s needed in order to face the unknown challenges ahead of us.
Steady Leadership in Uncertain Times
Now more than ever, strong leadership is essential—but you don’t have to navigate these challenges alone. We’re here to support you with strategies and resources to help you lead with confidence. Explore Now.
