Universities and colleges are more than just places to earn a degree—they’re launchpads for the next generation of leaders. However, producing leaders isn’t just about graduating students with impressive resumes. Instead, it’s about creating a culture where leadership is intentionally cultivated and passed on. A key piece of this puzzle? Succession planning. For instance, campus leaders—presidents, deans, and faculty—must move beyond day-to-day management and build systems that grow leaders who, in turn, mentor others. This ripple effect is what higher education needs to thrive.

Breaking the Bureaucratic Mold

Leadership in academia often gets stuck in the weeds of bureaucracy. For example, endless committee meetings, budget wrangling, and accreditation deadlines can drown out visionary thinking. Yet, the best leaders don’t just endure this—they transcend it. Specifically, they see themselves as more than administrators; they’re architects of a legacy. Therefore, succession planning starts here, with a mindset shift: it’s not enough to lead today; you’ve got to prepare the leaders of tomorrow.

Redefining Leadership on Campus

So, what does leadership look like on campus? It’s not just the student body president or the tenured professor with a corner office. Rather, it’s the junior faculty member rallying peers for a new project, or the undergrad spearheading a community outreach program. These are the seeds of leadership, and succession planning ensures they don’t wither. Too often, though, universities cling to top-down hierarchies where power stays put. Consequently, that stifles growth. Instead, leaders need to identify and groom talent at every level, creating a pipeline for the future.

Leading by Example

Now, how do campus leaders make this happen? It starts with modeling the way. For instance, a college president who hides behind closed doors won’t inspire anyone to step up. However, one who hosts open forums, delegates meaningful tasks, and cheers on bold ideas? That’s a game-changer. Thus, succession planning isn’t a dusty policy—it’s a living example. When leaders show they trust others to take the reins, they set the stage for a culture where everyone feels ready to lead.

Learning Through Doing

Moreover, this isn’t just theory; it’s practical. Programs like Harvard’s Kennedy School or Stanford’s leadership institutes don’t just preach leadership—they throw students into real-world challenges. As a result, graduates emerge ready to lead because they’ve already done it. Similarly, universities can adopt this spirit by embedding succession planning into their DNA—think mentorship programs where seniors guide juniors, or faculty rotations that train the next wave of department chairs. By giving people a chance to stumble, learn, and grow, that’s how leaders are forged.

Faculty as Leadership Catalysts

Next, in the classroom, faculty are the front line of this mission. For example, a sociology professor who nudges a quiet student to lead a discussion isn’t just teaching theory—they’re building confidence. Likewise, a chemistry instructor who mentors a grad student for a future faculty role is planting seeds for succession. These small acts show students and junior colleagues that leadership is within reach. Therefore, faculty aren’t just educators; they’re succession planners, shaping who comes next.

Leaders Empower the Empowerers

Still, faculty can’t pull this off solo. They need backing from above. Specifically, deans and chairs must clear obstacles—whether it’s funding for innovative teaching or freedom to take risks. Otherwise, succession planning falters when faculty are bogged down by red tape. By empowering them with resources and trust, they’ll empower others. In turn, it’s a domino effect: a supported faculty member mentors a student, who later mentors another, keeping the leadership chain alive.

Students as Raw Material

Meanwhile, students aren’t just here to absorb—they’re the raw material for this leadership engine. Universities must drop the notion that succession planning is only for the “stars” in honors tracks or student government. After all, every student has potential, from the first-gen freshman to the part-time commuter. For instance, peer mentorship circles or leadership workshops can unlock that. Imagine a sophomore guiding a newbie through campus life, then that newbie stepping up later. That’s succession planning in action—accessible to all, not just a few.

Succession Planning for a Bigger Purpose

So, why does this matter? Because society needs leaders who can tackle tomorrow’s messes—climate crises, economic upheavals, you name it. Moreover, universities that weave succession planning into their fabric don’t just fill jobs; they shape a future where solutions outpace problems. Thus, a leader who trains their replacement isn’t just stepping aside—they’re multiplying their impact.

Overcoming the Hurdles

Of course, this won’t be easy. Succession planning demands courage to rethink entrenched systems. For example, traditionalists might balk, and budgets might groan under new programs. Nevertheless, the payoff is worth it: a campus alive with initiative, where graduates leave with degrees and the know-how to lead—and to groom others to follow. It’s about longevity—ensuring the institution’s mission endures through its people.

Leaders Build a Lasting Legacy

Finally, higher education’s true legacy isn’t in its buildings or bank accounts—it’s in the leaders it sends out. When university leaders commit to succession planning, they’re not just running a school; they’re sparking a movement. In fact, they’re ensuring that every student, staff member, and faculty leader has a hand in shaping what’s next. That’s not just leadership—it’s leadership that lasts. And that’s a goal worth chasing.

For more information on leaders creating succession plans, reach out to Dr. Theresa Billiot or connect with her on LinkedIn.