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What happens to the university if students stop reading? In this installment of University Design, David Staley considers a possibility that would have seemed almost unthinkable not long ago: that we may be entering a post-literate age—not because people cannot read, but because fewer are choosing to engage deeply with long and complex texts. David traces what declining reading stamina could mean for higher education, particularly for the humanities and for one of the university’s most enduring forms of learning: the seminar. But rather than simply lamenting what may be disappearing, he asks a more provocative question: What might come next? Could listening become as important as reading? Could the seminar evolve into a place where students develop not only literacy but oracy—the ability to listen carefully, think critically, and communicate ideas through the spoken word? Could podcasts, oral dialogue, and even disputation become increasingly legitimate forms of learning and scholarship? And there is an intriguing irony in encountering this essay as audio. David asks whether listening to a book “counts” as reading—and whether the distinction may eventually cease to matter. Listen as David explores what a post-literate university might look like—and whether the future of higher education could, in some unexpected ways, bring us back to Socrates. University Design is a regular series from the Center for Higher Education Leadership and Innovative Practice (CHELIP) exploring provocative ideas about how colleges and universities might be reimagined for the future. Read the full essay: https://ingeniousleadership.org/ Learn more about CHELIP: https://www.baypath.edu/academics/centers-of-excellence/center-for-higher-education-leadership-and-innovative-practice/ TL;DR (Too Long; Didn’t Read): Does Reading Matter Anymore?

What does courage look like when there is no guarantee that a decision will work? In this fifth video essay from She Leads the Way: What Women Leaders Teach Us About the Leadership Higher Education Needs Now, Melissa Morriss-Olson draws from conversations with five women leaders who made consequential choices without the comfort of certainty. Kate Smith recalls the night she stood alone after speaking up at a campus forum. Carol Christ describes moving forward with plans to build student housing on People’s Park at Berkeley despite intense opposition. Pat McGuire reflects on opening Trinity Washington University to students from the city’spublic schools, even as critics accused her of abandoning the institution’s mission. Lisa Vollendorf shares what she learned while leading through devastating wildfires at Sonoma State University. Lori Carrell remembers leaving a safe and familiar teaching position, buying a truck, and driving the Alcan Highway alone toward an uncertain future. Their decisions were different, but they shared the same leadership discipline: moving before certainty arrived and accepting responsibility for what followed. At a time when higher education’s old playbooks no longer provide reliable answers, waiting can feel prudent. But delay is also a decision, and sometimes it is the more dangerous one. Read the full essay, “Decide, Not Delay”:https://ingeniousleadership.org/Hear the full conversations: Kate Smith Carol Christ Patricia McGuire Lisa VollendorfLori CarrellAs Melissa concludes: “Courage in higher education right now rarely looks like certainty. The old maps for a lot of these calls don’t exist anymore, and waiting for one to appear is its own kind of choice, usually the wrong one.” Decide, not delay. She Leads the Way: What Women Leaders Teach Us About the Leadership Higher Education Needs Now is coming soon from IngenioUs Leadership Press and will be available on Amazon. About the series She Leads the Way brings together ideas and voices from Melissa’s conversations with more than thirty women presidents and senior leaders featured on the IngenioUs podcast. Each essay asks what their experiences can teach us about the leadership higher education needs now.

What if some of the most consequential work of leadership happens before the leader decides? In this fourth video essay from She Leads the Way: What Women Leaders Teach Us About the Leadership Higher Education Needs Now, Melissa Morriss-Olson explores a pattern that emerged repeatedly in her conversationswith women presidents and senior leaders: leadership practiced not over people, but with them. Through the voices of Stephanie Herseth Sandlin, Carol Christ,Tuajuanda Jordan, Mary-Beth Cooper, Georgia Nugent, and Elizabeth Meade, this essay examines what relational leadership looks like in practice—from resisting the pressure to arrive with all the answers and listening before declaring a vision, to speaking last, putting the institution ahead ofindividual divisions, giving away credit, taking responsibility, and making inclusive decisions without confusing inclusion with consensus. Their approaches are different, but together they point toward the same leadership discipline: build the relationships and trust that allow people to do hard things together. In a moment when higher education is navigating extraordinary fracture and change, that work cannot wait until a crisis arrives. Trust has to be built beforehand. As Melissa concludes: Leadership isn’t something you do to people. It is something you build with them, slowly and deliberately, long before you discover how much you are going to need it. With, not over. She Leads the Way: What Women Leaders Teach Us About the Leadership Higher Education Needs Now is coming soon from IngenioUs Leadership Press and will be availableon Amazon. Aboutthe series: Essays on Leadership from the IngenioUsPodcast brings together ideas and voices from conversations with highereducation’s most thoughtful leaders—and asks what their experiences can teachus about leading through the challenges ahead.

The University Is a Unique Organization | David J. Staley Can a university really be run like a business? In this installment of University Design, David J. Staley explores why the university is unlike almost any other organization—and why that matters for the people who lead it. Drawing on research examining how universities have survived for nearly a millennium, Staley considers the university as a distinctive hybrid: a community of autonomous faculty operating alongside administrative and governing structures. Rather than viewing the tensions between these groups simply as dysfunction, he suggests that they may actually help explain the university’s remarkable adaptability and resilience. The implications for leadership are significant. If universities are not conventional hierarchical organizations, they cannot be led effectively through conventional command-and-control approaches. Instead, Staley makes the case for leadership grounded in influence, negotiation, relationship-building, shared purpose, and what he calls “cultivation-and-care.” What might change if we stopped trying to make universities behave like other organizations—and started designing leadership around what makes them unique? Read David Staley’s full essay: University Design is a continuing series from the Center for Higher Education Leadership and Innovative Practice (CHELIP), exploring new possibilities for the future of higher education.

What if becoming a stronger leader isn’t always about becoming someone new? In this special IngenioUs episode, we bring together voices from five remarkable women leaders featured in Essay Three of the She Leads the Way series: Pam Eddinger, Elsa Núñez, Marcheta Evans, Hilary Link, and Beverly Daniel TatumAcross their stories, a powerful theme emerges: identity matters. Leadership is often described as a process of growth and transformation. But these conversations suggest something different. Sometimes the work is not to reinvent ourselves, but to become more fully at home in who we already are—to recognize how our culture, experiences, communities, and even the places where we have not quite fit have shaped the way we lead. Pam Eddinger gives us the word at the heart of this essay: reclaim. Reclaim the experiences.Reclaim the perspectives.Reclaim the parts of ourselves we may once have thought we needed to leave behind in order to lead. Listen as Pam Eddinger, Elsa Núñez, Marcheta Evans, Hilary Link, and Beverly Daniel Tatum reflect on identity, belonging, representation, and what it means to lead authentically. Then read the full essay, “Identity: Reclaim, Not Reinvent,” at: https://ingeniousleadership.org/ This is Essay Three in She Leads the Way, a series inspired by conversations with more than thirty women presidents and senior leaders featured on the IngenioUs Podcast. The complete collection will appear in the forthcoming book, She Leads the Way: What Women Leaders Teach Us About the Leadership Higher Education Needs Now, coming this fall from IngenioUs Leadership Press.

Over the past several weeks, we've been delighted toshare the beginning of She Leads the Way—a series of short essays inspired by Dr. Melissa Morriss-Olson's conversations with more than thirty women presidents and senior leaders featured on the IngenioUs Podcast. Each essay explores a leadership lesson that surfacedrepeatedly across these remarkable conversations. Today, we're pleased to share the second essay in theseries. Leadership journeys rarely unfold according to plan. In this essay, Melissa reflects on the stories of Isabelle Cherney,Krista Newkirk, Barbara Mistick, and Barbara Farley—fourwomen whose careers remind us that meaningful leadership is seldom the result of following a perfectly mapped path. Instead, their journeys were shaped by unexpected turns, personal challenges, courageous decisions, and a willingnessto grow through experiences they never could have anticipated. Rather than climbing a predetermined ladder, theycomposed their lives one experience at a time. The companion video brings their voices together, highlighting the wisdom behind these extraordinary journeys and inviting each of us to think differently about our own leadership path.

What does it mean to lead an institution forward without feeling compelled to reinvent it? In this latest episode, Dr. Melissa Morriss-Olson sitsdown with Dr. Laurel Bongiorno, the newly appointed president of Hartwick College, to explore a leadership journey shaped by mentorship, appreciative inquiry, collaboration, and a deep commitment to institutional stewardship. Laurel's path to the presidency began in early childhood education and evolved through roles as faculty member, dean, provost, and now president. Along the way, she developed a leadership philosophy grounded in the beliefthat "words make worlds" and that the strongest solutions emerge when people are invited into meaningful conversations about the future. In this thoughtful conversation, Laurel discusses: • The mentor who helped shape her career path at age seventeen• How her background in education and business prepared her for leadership• The influence of appreciative inquiry on her decision-making and leadership style• Why relationships, trust, and collaboration are at the center of effective leadership• Lessons learned from working with nine different college presidents• The opportunities and challenges facing small liberal arts colleges today• Why Hartwick chose continuity and forward momentum rather than disruption in its presidential transition• The role of mentorship, sponsorship, and community in developing women leaders• Her vision for ensuring a vibrant and sustainable future for Hartwick College Throughout the conversation, Laurel offers a refreshing perspective on leadership—one that values steadiness over spectacle, partnership over hierarchy, and long-term institutional health over short-term change. Whether you are an aspiring leader, a seasoned higher education professional, or someone interested in how institutions navigate change, this episode offers valuable insights into leading with purpose, humility, andconviction. Guest: Dr. Laurel Bongiorno, President, Hartwick College Host: Dr. Melissa Morriss-Olson #HigherEducation #Leadership #WomenInLeadership #CollegePresidents#AppreciativeInquiry #HigherEdLeadership #HartwickCollege #IngenioUsYouPodcast#AcademicLeadership #WomenWhoLead

One of the most important leadership lessons I've learned recently didn't come from a boardroom, strategic planning retreat, or leadership conference—it came from a pottery wheel. In this short video reflection, I share how learning ceramics has reminded me of the value of humility, patience, experimentation, and lifelong learning. 📖 Read the full article: https://ingeniousu.wpcomstaging.com/ What unexpected experience has become a teacher in your own life?

What if the most important thing a leader can do is help someone see possibilities they cannot yet see in themselves? In this episode of IngenioUs, Melissa Morriss-Olson sits down with Dr. Isabelle Cherney, President of Mount Mary University in Milwaukee, Wisconsin, for a thoughtful and inspiring conversation about leadership, humanpotential, and the power of believing in others. Born and raised in Switzerland, Dr. Cherney brings a unique global perspective to her work as a university president. A developmental psychologist by training and a passionate advocate for women and children, she has dedicatedmuch of her career to understanding how people develop, learn, and discover their strengths. What emerges throughout this conversation is a powerful theme that has shaped both her personal journey and her leadership philosophy: the importanceof the "shoulder tap." Again and again throughout her life, someone recognized potential in her before she recognized it in herself and encouraged her to pursue opportunities she never imagined. Today, as president of one of the nation's few remaining women's universities, she strives to do the same forothers. Melissa and Dr. Cherney discuss: • Growing up in Switzerland and how living across cultures shaped herapproach to leadership • Her academic research on psychology, gender, and human development • The unexpected path that led her to the university presidency • What she has learned about leading as an introvert in a highly visible role • The creation of Mount Mary's Institute for the Advancement of Women and Children • Why women often hesitate to pursue leadership opportunities—and how we can change that • The importance of mentors, sponsors, and leaders who see possibilities in others • Her vision for the future of higher education and the need for greater flexibility, innovation, and collaboration Throughout the conversation, Dr. Cherney offers a compelling reminder that leadership is not about titles or authority. It is about helping people recognize their own potential and creating opportunities for them to thrive. Whether you are an aspiring leader, a seasoned professional, an educator, or someone seeking inspiration, this episode offers wisdom, encouragement, and practical insights about leading with empathy, courage, and purpose. About Dr. Isabelle Cherney Dr. Isabelle Cherney is President of Mount Mary University, a Catholic university in Milwaukee, Wisconsin, dedicated to educating women and advancing social justice. A developmental psychologist, scholar, and higher educationleader, she has devoted her career to empowering individuals and expanding opportunities for women and underserved populations. Host: Dr. Melissa Morriss-OlsonPodcast: IngenioUs Leadership*Season 6: Extraordinary Women Leaders in Higher Education

In this episode of IngenioUs, Melissa Morriss-Olson sits down with Dr. Brooke Barnett, President of Rollins College, for a candid and inspiring conversation about authentic leadership, innovation, and the evolving future of higher education. Just months into her presidency, Dr. Barnett reflects on the experiences that shaped her leadership journey—from growing up in rural Kentucky and beginning her career in journalism to becoming a First Amendment scholar,provost, and now college president. Along the way, she shares how curiosity, relationships, and a deep commitment to community have guided her leadershipphilosophy. Together, Melissa and Brooke explore: The power of curiosity as a leadership strength Why authentic, relationship-driven leadership matters more than ever The transition from faculty member to senior leadership Leading innovation while staying grounded in institutional mission The future relevance of the liberal arts in the age of AI The emotional complexity of presidential decision-making Women’s leadership and the unique pressures faced by women presidents Resilience, self-awareness, and sustaining oneself in demanding leadership roles Dr. Barnett also offers an inside look at the exciting vision unfolding at Rollins College, including the institution’s “Innovation Triangle” and its commitment to experiential learning, creativity, and human-centered education. Thoughtful, insightful, and refreshingly honest, this conversation offers valuable wisdom for current and aspiring leaders both within and beyond higher education. About Our GuestDr. Brooke Barnett is the President of Rollins College in Winter Park, Florida. A former journalist and media law scholar, she previously served in senior leadership roles at Butler University and Elon University. Her leadership is known for its authenticity, collaborative spirit, and commitment to innovation rooted in mission and community.

There is a moment in leadership that doesn’t get talked about very often. It’s not the moment when a decision is made. It comes earlier—when something starts to become clear, but not yet to everyone else. In this short video, Dr. Melissa Morriss-Olson introduces her latest reflection on this often-overlooked phase of leadership: the space between recognizing a shift and bringing others along. Drawing on conversations with university presidents, she explores what it means to:• see something before others do• navigate the timing of action• communicate through uncertainty• and “hold” an institution through change This is the part of leadership that can feel isolating—and yet, it’s often where the most important work begins. 🎥 Watch the video for a brief introduction📖 Read the full essay here: https://ingeniousu.wpcomstaging.com/ We’d love to hear what resonates with your own leadership experience.

In this episode of IngenioUs, I sit down with President Krista L.Newkirk J.D.of the University of Redlands—an extraordinary leader whose journey to the presidency is as compelling as her approach to leadership. From her early years growing up on a cattle ranch in Missouri, to her career as an attorney, to leading complex institutional transformation, Krista’s story is one of resilience, adaptability, and purpose. What stands out most is her ability to navigate high-stakes decisions with both analytical rigor and deep humanity. At the heart of her leadership is a powerful—and often overlooked—skill: listening. As Krista shares, truly listening means understanding not just what people say, but what they feel—and that insight shapes how she leads, makesdecisions, and builds trust across her institution. In our conversation, we explore: Krista’s unconventional path to the college presidency What she learned stepping into leadership for the first time—and what surprised her most Why communication is more complex than we think (“people hear what they fear”) How she approaches decision-making in moments of uncertainty and risk What it really takes to lead mergers and institutional transformation The importance of authenticity, humility, and surrounding yourself with the right team Her candid perspective on women in leadership todayWhy rebuilding trust in higher education is one of the most urgent challenges ahead If you’re a leader in higher education—or aspire to be—this is an episode you won’t want to miss. About Our Guest Dr. Krista Newkirk is President of the University of Redlands. With a background in law and higher education leadership, she has led significant institutional transformation, including mergers and strategic growth initiatives, while remaining deeply committed to student success andmission-driven leadership.

What makes a university—and its surrounding city—sticky? In this episode, David J. Staley explores a powerful concept shaping the future of higher education: stickiness—the ability of a college or university not only to attract students, but to inspire them to stay, build careers, and contribute to the region after graduation. Drawing on a recent consulting experience at a Midwestern university, Staley reflects on a familiar challenge: institutions successfully bring students in, only to watch them leave for opportunities elsewhere. He contrasts this with “sticky” ecosystems like Ohio State and Columbus, where a dynamic interplay between university strengths and regional opportunities encourages graduates to remain and thrive. The episode introduces the idea of a “stickiness index”—a framework for assessing how well institutions and cities retain talent. Factors include: Alignment between academic programs and local job marketsInternship and career pipelinesSocial connections and campus engagementQuality of life and affordabilityEntrepreneurial and innovation ecosystemsStaley argues that stickiness is not accidental—it requires a deliberate, collaborative strategy between universities, civic leaders, and employers. It also calls for a reimagining of alumni engagement, shifting from long-term connection-building to immediate post-graduation retention efforts. Importantly, he reframes the common narrative of “brain drain” as something more subtle: “brain leakage”—where talent is developed locally but gradually seeps away due to lack of opportunity or connection. For institutions facing enrollment pressures and questions about value, a focus on stickiness offers a compelling path forward—one that integrates enrollment, student experience, workforce development, and regional vitality into a unified strategy. 🔑 Key Takeaways Stickiness = Attraction + Retention: It’s not enough to enroll students; success means keeping them after graduation.Ecosystems Matter: Universities and cities must work together to create opportunities and quality of life that retain talent.Social Embeddedness Counts: Relationships, engagement, and belonging influence whether graduates stay.From Brain Drain to Brain Leakage: Talent loss is often gradual—and preventable.A Strategic Opportunity: A “stickiness strategy” can serve as a roadmap for institutional resilience and regional growth.🎯 Why This Matters As higher education faces increasing disruption—from demographic shifts to economic pressures—institutions must think beyond traditional metrics. “Stickiness” reframes success in terms of long-term impact, regional contribution, and human connection. 👤 About the Author David J. Staley is a historian, author, and thought leader on the future of higher education. His University Design column explores innovative ideas shaping institutions and their role in society.

In a time when higher education is facing profound questions about its value, purpose, and future, what does it take to lead with both clarity and conviction? In this episode of IngenioUs, I sit down with Dr. Summer McGee,president of Lenoir-Rhyne University—a dynamic and forward-thinking leader whose career has been defined by building: building programs, building strategy, and building institutions that grow and thrive. From her earliest days as a faculty member launching a new academic program to her leadership today as a two-time college president, Summer has consistently approached leadership with a builder’s mindset. In our conversation, she shares what she has learned across her leadership journey and how she is navigating one of the most complex moments in higher education.We explore: Why higher education leaders must once again articulate the value of a college degree The critical question every institution must answer: Why do we exist—and what do we do better than anyone else? What she learned from leading a major institutional turnaround at Salem Academy and College The invisible work of the presidency—and how she manages the weight of leadership How authenticity, relationships, and joy (including competitive pinball!) shape her leadership style Why data-driven decision making and storytelling go hand-in-hand What women need to know before stepping into senior leadership roles Throughout the conversation, Summer offers a powerful reminder that leadership is both deeply strategic and deeply human—and that the future of higher education will be shaped by those who can do both well.About the Guest Dr. Summer McGee is the president of Lenoir-Rhyne University. A two-time college president and former founding dean, she is known for her expertise in academic innovation, enrollment growth, and institutional transformation. Her leadership is grounded in a commitment to student success, strategic clarity,and building organizations that are positioned to thrive in a rapidly changing higher education landscape. Key Takeaways Great leadership in higher education requiresbalancing heart and strategy Institutions must clearly define and communicate their distinctive value Transformation is possible—even in resource-constrained environments—when vision and alignment are strongAuthenticity and vulnerability are strengths, not liabilities, in leadership Sustainable leadership depends on support systems, boundaries, and moments of joy Connect & Learn More Follow IngenioUs for more conversations with innovative leaders shaping the future of higher education.

In this episode of IngenioUs, Melissa Morriss-Olson explores a dimension of leadership that doesn’t often get named—but is deeply felt by those in leadership roles. We talk a lot about transparency in leadership. We encourage it. We expect it. And in many cases, we equate it with effective leadership. But what happens when leaders can’t fully share what they know? Drawing from recent conversations with college and university presidents, Melissa reflects on a different kind of tension—one that sits at the intersection of responsibility, judgment, and trust. This is not about what leaders avoid saying. It’s about what they cannot fully say—even when they want to. In this episode, Melissa explores: Why transparency in leadership is more complex than we often acknowledgeThe real constraints leaders navigate—legal, ethical, and humanThe emotional weight of holding information that cannot yet be sharedAnd what it means to lead with integrity when full disclosure isn’t possibleThis conversation is grounded in real leadership stories and reflects a broader pattern Melissa is seeing across higher education today. Leadership is not simply about being transparent—it’s about exercising judgmentThere are moments when responsible leadership requires restraint, not disclosureTrust is built not through constant information-sharing, but through consistency and integrity over timeSome of the most important dimensions of leadership are the least visibleShe expands on these ideas in more depth in her latest blog: 👉 What Leaders Know—but Cannot Fully SayAs you think about your own leadership: How do you navigate the tension between being transparent and being responsible? If this resonates with you, we'd love to hear your thoughts.Feel free to connect or share your perspective. IngenioUs explores leadership in higher education through candid conversations with presidents and changemakers who are navigating complexity, driving innovation, and leading with purpose.