Take a Breath

Higher education is facing historic challenges: as the number of traditional-age students declines, enrollments are expected to shrink. Institutions are struggling to maintain reasonable tuition rates even as funding decreases and costs increase. A student mental health crisis is sweeping across campuses. Americans’ confidence in higher education is sharply down. States around the country are dismantling and passing laws against diversity, equity, and inclusion efforts. Institutions are dealing with accusations of political partisanship and questions about free speech on campus—some are facing congressional investigations into their policies. The list goes on.

This atmosphere has caused the college and university presidency to become an increasingly complex and fraught job. As president of Hollins University, I lead a multifaceted enterprise with educational, research, residential, and health components. In addition to fundraising, budgeting, community-building, public relations, campus safety, and staff and faculty management, crisis management is also often part of my job description. While I find my work rewarding, my hours are long, and my stress levels are considerable. Many other college and university leaders are experiencing similar circumstances, all of which can take a toll on our mental and physical well-being.

As leaders, we often believe that we are indispensable and that our institutions cannot carry on without us. But it’s important to recognize that we actually need to step away and rejuvenate. We cannot be great leaders when we are tired, frustrated, or distressed. When we feel those ways, we must rest and reflect. Rejuvenation has to be as much of a priority as any other goal; otherwise, we’ll find ourselves in a constant state of burnout. To meet the challenges of the present moment and continue to serve our communities, we must take personal wellness seriously.

It used to be anathema to say that college and university presidents need support and self-care, but both our role and the times have changed—we need a corresponding change in mindsets and attitudes.

Until the past decade or so, presidents were predominantly academic leaders and scholars who were entrusted with the stewardship of their institutions’ educational mission. But these days, we’re not only trying to navigate the rapidly changing academic landscape of higher education; we’re also accountable to a variety of internal and external stakeholders. As a result, higher education leaders like me end up expending time and energy responding to situations and issues that previously rarely occurred.

For instance, newer media outlets regularly create online frenzies by reporting on interactions that formerly would not have garnered much attention. The now ubiquitous presence of smartphones on campus partly drives this phenomenon—students record on-campus interactions (sometimes in class) with their smartphones. College and university presidents can spend weeks addressing the resulting online uproar.

In such situations, as presidents, we stand in the political crosshairs. Often there are no clear and immediate answers about how to effectively traverse an increasingly complex societal terrain. We’re struggling to position ourselves—and by extension our institutions—for long-term success in what can often seem like no-win situations.

The decreasing tenure lengths of college and university presidents is another indication that it’s a challenging time to be a higher education leader. In 2022, presidents had been in their job an average of 5.9 years, according to the most recent American College President Survey from the American Council on Education. That was down from 6.5 years in 2016 and 8.5 years in 2008. Fifty-five percent of the presidents surveyed said they planned to step down from their current position within the next five years.

A variety of reasons can explain this trend—and each case is different—but burnout is a common theme. I am part of a generation of college and university presidents who were told by our predecessors that, much like them, we were not to show any negative emotions. We must instead, as a dear friend and colleague once urged, absorb chaos and exude calm. But in the face of current challenges, we can only sustainably avoid burnout and be the reliable, nurturing, and reassuring force these times require if we are mentally and physically strong.

Over the years, I’ve learned a lot about the tools and applied practices that can help support us in our work as leaders and result in increased personal wellness. Below are five recommendations gleaned from my experiences.

First, ask your board to provide an executive coach and dedicated wellness support, such as a physical trainer. Boards should provide these tools to help leaders strengthen and restore themselves. By making these opportunities available, a board clearly signals the desire to provide support—an intention that is itself helpful.

My board readily engaged a retired president as an executive coach at my request. Her earlier work with the board made her a known and trusted figure. She is my confidant and understands my experiences as a Black female leader. My board’s willingness to underwrite this relationship signals an investment in my health and well-being, even though the board is not privy to the details of what my coach and I discuss in our meetings.

Second, build a team you trust and can rely upon. As presidents, we need to surround ourselves with capable people with complementary talents who share our vision for the institution. Not only does this expand capacity and increase employee satisfaction (when you empower your team, they’re more likely to thrive), but you’ll also have confidence that your team can handle things when you’re absent. This will help you feel more comfortable to take time off and rejuvenate.

Third, go on a yearly personal retreat. Whether it focuses on wellness, Yoga, or meditation, an annual retreat allows me to leave my daily life behind and recharge. It’s an opportunity to take stock and provides space to consider the path before me. I come back with my mind and spirit rested and with renewed clarity, confidence, and courage.

Fourth, invest in basic self-care. Eat a healthy and nourishing diet, exercise frequently, get enough sleep, meditate and practice gratitude, and set healthy work-life boundaries—these basic components of self-care are nonnegotiable. Without them, not only is our health at risk, but we’re also more easily frustrated and overwhelmed, and our productivity drops.

Finally, reaffirm your commitment to this work. Ask yourself, What originally imbued your vocation with a sense of purpose? Why is your work still meaningful and valuable? Consider how you can pursue your work and goals in ways that are invigorating and exciting. For instance, when my senior leadership team and I consider our goals for the year ahead, we think and act collectively, bringing both our strengths and vulnerabilities to the table.

In this challenging moment, it is our job as leaders to care about the people we serve. At the same time, we must remember that self-care is not selfish. When we invest in our own well-being, we ultimately advance the larger mission.

Photo: Pete Karici/Getty Images