Developing High-Performance Teams: How I Recruit, Mentor, and Elevate Talent Across an Institution

In every leadership role I’ve held, one truth has remained constant: strong teams create strong institutions. You can have the best strategy in the world, but without the right people — and the right environment for them to excel — progress stalls. My leadership philosophy has always placed a high value on identifying talent, investing in people, and creating a culture where individuals grow into the best versions of themselves.

High-performance teams begin with intentional recruitment. I never hire just to fill a position. I look for people who bring integrity, consistency, curiosity, and a deep commitment to serving students. Skills can be taught. Passion, values, and work ethic cannot. I focus heavily on cultural fit, communication style, and the ability to collaborate with colleagues across departments.

Once a team is built, development becomes the priority. I’ve never believed in hiring good people and leaving them on their own. High-achieving professionals want mentorship, feedback, and opportunities to grow. I work to create an environment where people have the support, the tools, and the clarity they need to advance in their roles. Whether coaching a new staff member, advising a department head, or helping a coach navigate a challenge, I make development a central part of my leadership.

Clear expectations are another key to high performance. People operate best when they understand the “why” behind their responsibilities and the standard they’re expected to uphold. I set expectations early and reinforce them consistently — not through pressure, but through communication, accountability, and encouragement.

I also believe strongly in recognition. High performers stay engaged when they feel valued. I make it a point to acknowledge achievements, highlight progress, and celebrate success across teams. Recognition strengthens morale and reinforces the behaviors that support excellence.

Another critical piece of building strong teams is creating psychological safety. People need to feel comfortable asking questions, sharing concerns, or offering ideas without fear. High-performance cultures are not built on fear. They are built on trust. I work deliberately to cultivate an environment where staff at all levels feel respected and heard.

Finally, high-performance teams require alignment. When people understand how their work supports the institution’s mission, they operate with purpose. I focus on ensuring every department — operations, athletics, advancement, student services, enrollment, and beyond — feels connected to the broader goals of the institution.

Strong teams do not happen by accident. They are built through leadership that invests in people, communicates clearly, and models the integrity and consistency expected across the institution. I remain committed to building teams that move institutions forward with strength, unity, and excellence.