I was Director of External Relations at the University of St Andrews in Scotland when I had an exciting—and nerve-wracking—assignment. I was tasked with giving the laureation address, in front of more than 1,000 graduates and their families, for J.K. Rowling. The year was 2000, and the Doctor of Letters would be the first honorary degree for the Harry Potter book series author.
I sought to calm my nerves by reminding myself that the speech was neither about, nor for, me. Rather, it was for all those who were starting the next chapter of their lives that day. It was also, of course, to honour J.K. Rowling, who, as I said in my address, “has shown that children’s books are still capable of capturing and enchanting an immense audience.”
Similarly, I believe that effective leadership comes down to an unwavering focus on the people one serves. It is not about the leader.
When I was at university, my honours project was about group dynamics. That remains a keen interest of mine. Leadership is about investing in people—supporting the growth of my colleagues and empowering them to lead in their own areas, in service of our community.
Over the course of my career—whether I was leading the University of Melbourne’s Believe Campaign or leading CASE, the professional association I credit with shaping me as a leader—I have surrounded myself with bright, dedicated colleagues who bring expertise, different lived experiences, and wisdom in service of you, our members.
At this start of a new year, my colleagues and friends throughout the profession keep reminding me that I will celebrate my 10th anniversary as CASE’s President and CEO this March—sparking conversations about leadership and requests for my advice on that topic.
I offer these tips based on what I’ve learned along my career journey, with the caveat that I am always still learning.
Stay grounded in the mission of the institution you lead. This will always be your North Star. I was advised, many years ago, that one will be most effective in leading an institution about which one cares deeply.
Seek mentors. Working with generous and inspiring leaders has been central to my career progression. You can find willing mentors (it’s okay to ask them directly) in your workplaces and through professional networking opportunities. Through CASE, you will join the most welcoming group of colleagues who embrace lifting one another to professional success.
Be a mentor. As you ascend in your career, take time to be a mentor. It will bring an added layer of satisfaction to your work, and you just may learn a thing or two from your mentee.
Only do what only you can do. This advice was offered to me when I was transitioning from leading a team of six to one of over 150. Focus not on what you are able to do well, or particularly enjoy, but on the work that you alone can do.
Stay curious and keep learning. The CASE Competencies Model outlines the skills and competencies needed at different levels of the career journey. This can be a guide to see where you need additional skill-building and study. CASE’s many professional educational offerings can help fill in gaps, as can other learning opportunities such as credential or advanced degree programs.
Form a network of trusted professionals in your field. It is important to have outside-in perspectives. I feel deeply fortunate for the global network of trusted friends in our profession who I have met on my CASE journey—now spanning nearly 30 years.
And most important, give yourself that gentle reminder, as I did 25 years ago on the St Andrews campus, that it’s not about you.
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January - February 2025 Issue of Currents
SKY'S THE LIMIT: Dynamic marketing and communications can help institutions today reach for the stars and achieve crucial outcomes. In this issue, meet some of the 2024 Circle of Excellence winners in the field—and explore CASE’s new framework to measure the impact of this vital, increasingly sophisticated work in advancement.
