Creating Momentum in Higher Education: How I Drive Institutional Progress Through Vision, Strategy, and Execution
One of the greatest responsibilities of leadership — and one of its greatest opportunities — is creating momentum. Institutions move forward not by accident, but through intentional action that aligns vision, strategy, and execution. Throughout my career, whether leading in athletics, operations, advancement, or executive administration, I’ve focused on creating sustainable momentum that strengthens the entire institution.
Momentum begins with vision. Leaders must know where they want the institution or department to go and why the direction matters. A vision that lives only on paper is useless. A vision that is communicated well, reinforced consistently, and supported by clear goals becomes the foundation for meaningful progress. I’ve always worked to articulate vision with clarity so teams understand both the destination and their role in reaching it.
After vision comes alignment. In higher education, misalignment can stall progress more quickly than any budget challenge or external pressure. Departments can work hard but still move in different directions if leadership does not create shared priorities. I take pride in being a connector — someone who brings athletics, academics, operations, advancement, and enrollment to the same table so progress is built collaboratively, not in silos.
Execution is where momentum either lives or dies. Many institutions have great ideas; far fewer execute consistently. I believe execution requires three things:
Clear timelines
Strong accountability
Steady leadership presence
When leaders are visible, reinforcing expectations, removing barriers, and supporting their teams, execution improves dramatically. I have always made myself available to guide, troubleshoot, coach, and encourage so teams can move forward confidently.
Another part of creating momentum is recognizing progress — even small progress. People stay motivated when leaders celebrate wins, acknowledge effort, and reinforce the direction of movement. Culture plays a major role in momentum. When people feel like the institution is moving in the right direction, they contribute at a higher level.
Data also drives momentum. I’ve built strategies around measurable goals so teams have clear targets and leaders can monitor progress. When institutions use data well, they adapt faster, identify opportunities earlier, and stay focused on the priorities that matter most.
Finally, momentum requires resilience. Not every initiative succeeds on the first attempt. Leaders must be willing to adjust strategy, reassess priorities, and stay committed even when challenges arise. I’ve learned that momentum is strongest when leaders remain calm, steady, and flexible in the face of obstacles.
When vision, alignment, culture, and execution come together, institutions accelerate. Students benefit. Donors engage. Faculty and staff feel energized. Community partners take notice. And the institution becomes a place of pride and possibility.
I remain committed to building momentum everywhere I lead, because forward movement — driven by purpose and integrity — is the foundation of institutional excellence.
