I recently went one-on-one with Dr. Jeremy Moreland, President of Saybrook University.
Adam: Thanks again for taking the time to share your advice. First things first, though, I am sure readers would love to learn more about you. How did you get here? What experiences, failures, setbacks, or challenges have been most instrumental to your growth?
Jeremy: My path into higher education leadership has been anything but linear. I started out with a deep interest in leadership as both a field of study and something that shows up in very real, human ways in organizations. That curiosity led me to my home discipline of psychology, and over time into administrative and executive roles. One experience that stands out early in my career was helping to establish The Journal of Leadership Studies. That work reinforced for me that leadership lives at the intersection of theory and practice. It is not just something we study, it is something we live every day.
A lot of my own growth, though, has come from moments that did not go as planned. Early on, I sometimes moved too quickly, thinking that being decisive was the same as being effective. I learned that if people do not feel heard or included, even the best ideas can fall flat. That was an important shift for me, learning to slow down, ask better questions, and bring others into the process.
I have also learned a great deal from leading change in environments that value tradition. Universities carry history and identity in powerful ways, and change can feel personal. Navigating that has required patience and a willingness to really listen. Over time, I have come to see leadership less as driving outcomes on my own and more as creating alignment around a shared purpose, especially when that purpose is centered on improving the student experience and helping students succeed.
Adam: What would surprise people most about the role of a university president and how you allocate your time, energy, and focus?
Jeremy: I think many people who have not worked in higher education might assume the role is largely ceremonial or focused exclusively on academics, but in reality, it is incredibly relational. A large part of my day is spent listening, talking with students, faculty, staff, alumni, trustees, community members, and partners throughout The Community Solution Education System, of which we are a proud member. These conversations are where you really understand what is working, what is not, and where you need to focus.
Another surprise is just how wide ranging the role is. You can go from a conversation about curriculum design to financial sustainability to student mental health in the span of a few hours. The ability to move between those areas while staying grounded in the mission is essential.
In terms of focus, I try to keep three things front and center, our mission, our culture, and our students. At Saybrook, our mission is rooted in humanistic values, and that has to show up in real ways, not just in what we say, but in how students experience the institution every day. So a lot of my energy goes into asking, Are we making this experience meaningful? Are we supporting students in ways that actually help them persist and succeed? If we stay grounded in those questions, it helps guide everything else.
Adam: What are the biggest challenges you face as a leader in higher education today? How are you navigating them?
Jeremy: There is no question that higher education is in a period of real change. One of the biggest challenges is helping students see and experience the value of what they are investing in. Students today are asking important questions about cost, relevance, and outcomes, and institutions need to be able to answer those questions in meaningful ways. Another challenge is the pace of change itself. Technology, workforce expectations, and student needs are evolving quickly, and institutions have to adapt while still maintaining academic quality and integrity. That balance is not always easy. We are also seeing a greater need to support students as their whole selves. Most of our students are balancing work, family, and school, and they need flexibility and support systems that meet them where they are.
At Saybrook, we are addressing these challenges by keeping the student experience at the center of our decisions. That means designing programs that are flexible and relevant, investing in support systems, and continuously asking how we can improve student outcomes. We are also leaning into partnerships and innovation, looking for ways to extend learning beyond conventional boundaries. It is a complex moment, but it is also an opportunity to rethink how we serve students in deeper and more meaningful ways.
Adam: In your experience, what are the keys to managing change and leading through uncertainty?
Jeremy: One of the biggest lessons I have learned is that people do not expect leaders to have all the answers, especially during uncertain times, but they do expect candor and clarity. Being transparent about what you know, what you do not know, and how you are thinking about decisions goes a long way in building trust.
Communication is critical, but so is engagement. Change tends to work better when people feel like they are part of it, not just on the receiving end of things. That means creating space for dialogue and really listening to different perspectives.
I also think it is important to stay grounded in purpose. When things feel uncertain, coming back to why you are doing the work, especially in terms of student success, helps create a sense of direction. And finally, flexibility matters. Change rarely unfolds exactly as planned, so leaders need to be willing to adjust while still keeping the bigger picture in mind.
Adam: What do you believe are the defining qualities of an effective leader?
Jeremy: For me, it starts with self awareness. If you do not understand your own values, strengths, and blind spots, it is hard to lead others effectively. Empathy is also essential. Leadership is about people, and taking the time to understand their experiences and perspectives makes a real difference in how decisions are received and implemented. Integrity is another big one. People pay close attention to whether your actions match your words, especially in difficult moments. That consistency also contributes to trust over time.
I would also add curiosity. The best leaders I know are always learning. They ask questions, seek feedback, and stay open to new ideas. And in higher education specifically, I think effective leaders keep students at the center. When you consistently focus on what will help students learn, grow, and succeed, it brings clarity to a lot of complex decisions.
Adam: How can leaders and aspiring leaders take their leadership skills to the next level?
Jeremy: A good starting point is reflection. Taking time to think about what is working, what is not, and why, can lead to meaningful growth over time. It is also important to seek out new experiences. Leadership looks different in different contexts, and stretching yourself, whether through new roles, projects, or collaborations, can help you build a broader skill set. Personally, I had to work to become comfortable being uncomfortable as I challenged myself to stretch. Mentorship and coaching can make a big difference as well. Having someone who can offer perspective and honest feedback is incredibly valuable. I would not have the opportunities I have to lead today were it not for impactful mentors along my journey.
I would also emphasize the importance of building interdependent relationships. Leadership is not something you do alone. Within an organization, that means developing strong, trust based relationships with colleagues and working toward shared goals. Beyond the organization, it means building partnerships with other institutions, industries, and communities. When those relationships are strong, you can share ideas, resources, and opportunities in ways that benefit everyone, especially students. In many ways, student success today depends not just on what happens within a single institution, but on how well institutions work together. Finally, I would encourage aspiring leaders to stay connected to their purpose. Leadership is demanding, and having a clear sense of why you are doing the work helps sustain you over time.
Adam: What do you believe are the most important skills needed to succeed in today’s and tomorrow’s workforce?
Jeremy: Adaptability is at the top of the list. The pace of change means people need to be comfortable learning new things and adjusting as they go. Critical thinking is also key, being able to sort through information, ask good questions, and make thoughtful decisions. At the same time, other essential skills are becoming more important, too. Communication, collaboration, and emotional intelligence all play a big role in how people work together and solve problems.
I would also highlight ethical awareness. People are increasingly expected to think about the broader impact of their work in the context of ethical frameworks, not just the immediate outcomes. And finally, identifying a sense of purpose matters. People who understand how their work connects to something bigger tend to be more engaged and resilient.
Adam: What are your three best tips applicable to leaders in business, government, and education?
Jeremy: First, be clear about your purpose. When people understand what you are trying to achieve and why it matters, it creates alignment. Second, invest in relationships. Trust takes time to build, but it is essential for effective leadership. Third, do not shy away from complexity. The challenges we are all facing today are not simple, and trying to oversimplify them usually does not help. Taking the time to understand different perspectives and work through complexity leads to better outcomes. Across all of this, I would keep coming back to impact, especially in terms of how your leadership affects people and, in education, how it supports student success.
Adam: What is the single best piece of advice you have ever received?
Jeremy: One piece of advice that has stayed with me is: “Listen to understand, not to respond.” It sounds simple, but it takes real effort to put active listening into practice. When you genuinely listen, you learn more, you build stronger relationships, and you make better decisions.
Adam: Is there anything else you would like to share?
Jeremy: I would just say that leadership is a privilege. It gives you the opportunity to shape experiences and make a difference in people’s lives. In higher education, that responsibility is especially meaningful because of the impact we have on students. If we keep student experience and student success at the center of what we do, it helps ensure that our work is not only effective, but also meaningful. And at the end of the day, that is what matters most.
