I’ve been around some of the most respected CIOs in higher education. Many were people I looked up to early in my career: smart, visionary, typically reporting directly to their university president. And yet, for a few who reached prominent roles, their careers ended unexpectedly—and sometimes, abruptly. That gap—between public recognition and the quiet reality of short tenures—has stayed with me.It wasn’t because they lacked intelligence or integrity. Most were driven, deeply committed to change, and genuinely believed in their institution’s mission. But many led with authority rather than influence. Their closeness to presidential power allowed them to move quickly—but not always wisely. What they gained in access, they sometimes lost in trust. And often, without realizing it, they projected a message that others heard loud and clear: “I’m in charge.”I’ve avoided the CIO-to-president reporting line because it often shortcuts the harder work of building trust across the institution. Influence isn’t a substitute for authority—it’s what gives it staying power. In this week’s Dispatch, we reflect on negotiation—but really, it’s about leadership, and how our approach to negotiation reveals the kind of leader we’re becoming.

Episodes

The Power of Staying Present