Monthly Archives: October 2024

There was once a woman, in a land far away, who made a New Year’s resolution about how she wanted to best serve the organization for which she was given the privilege of being executive director.

While membership increase and satisfaction were always at the top of her mind, she wanted to move forward with intention on what some called leading-edge innovations. She wanted to play a role in helping the organization realize its potential.

When she was oriented to her position, it was made clear that she was not to think of herself as the leader representing the organization. She was staff in service to the board who represented the membership. Her role was to carry out the wishes of the board.

After being in the executive position for a while, it became clear to her that in addition to carrying out the directives of the board, she—in collaboration with volunteer members and the staff team—had an incredible opportunity to move the organization forward in ways that would meet members’ needs and be good for higher education.

On the occasions when she ventured beyond the boundaries of how the board envisioned her role, she was chastised and directed to pull back and stay within the bailiwick of what one in her position had always done. She was to keep the mechanics of the machine running smoothly.

These cautions and restrictions puzzled her because colleagues in similar roles were not only allowed visibility but encouraged and rewarded for exhibiting leadership. In her heart, she knew that those who hired her did so because they saw that she wanted to fly and had the determination and courage to test the power of the organization.

After moving forward and often standing up without permission, she eventually learned that in her position, if she wanted to survive, she had to shape-shift depending on the characteristics of the board as a whole and the agendas of specific members of the board.

When there were board leaders who had vision beyond merely maintaining the good standing of the organization, she knew that it was possible not only to claim the organization’s tag line, but to realize what it meant to be the leading voice for student affairs in higher education.

With these forward-thinking leaders, there were test flights into the unknown. Invariably, following such visionary leaders, however, there would be new leaders who thought they had a mandate to rein her in and ground her before there were future flights. They feared that there was too much change too fast.

 They thought that there were too many innovations, too many new partnerships outside of student affairs, too much attention to seeking grant support, and a need to be careful about positioning the organization in areas that other organizations had traditionally had a role.

Dismayed but not discouraged by these attitudes, she had faith that what, at times, seemed like the curse and most difficult part of her role was also the best and saving grace. Unlike many organizations with board members who had long tenure, members of her board rotated off in two-year cycles—except for the chair who, given their role as part of the executive committee, served for an additional year. She counted on leaders with whom she could work in partnership to help the organization move toward its highest potential.

In the end, it was not about being seen as a leader. It was about keeping those new year’s resolutions. Being the invisible leader worked just fine in this land far away.