We Must Learn, Grow and Shift Continually: Interview with Dr. Brooke A. Flinders, President of Frontier Nursing University

I recently went one-on-one with Dr. Brooke A. Flinders, President of Frontier Nursing 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? 

Brooke: My path has been somewhat unconventional. I began as a registered nurse, working in long-term care, home visiting, and labor and delivery, then trained as a Certified Nurse-Midwife. I moved into academia through part-time clinical teaching and advanced from visiting professor to full professor before transitioning to administration. I served as department chair, associate dean, and associate provost. Nearly two years ago, I became president of the same graduate nursing university where I earned my master’s and doctorate. For me, having experience as a student, having experience as a clinician, having experience as a faculty member, having experience as a chair (and so on) has been most instrumental to my growth and my capacity for success. I have “been there”, so I can more fully understand the experiences and positions of others.

Adam: What would surprise people most about the role of a university president and how you allocate your time, energy, and focus? 

Brooke: People are often surprised by how important accessibility is. Being approachable and authentic takes intention. While I strive not to micromanage, I spend significant time with faculty and staff myself. Building trust, understanding concerns, and supporting people are the most complex and most important parts of my role.

Adam: What are the biggest challenges you face as a leader in higher education today? How are you navigating them? 

Brooke: Key challenges include potential enrollment concerns related to the demographic cliff, increasing external mandates, and, within healthcare, the growing demand for advanced practice nurses and nurse educators amid workforce shortages. I proactively address enrollment on an ongoing basis, navigate external pressures collaboratively with my executive team (one day at a time), and focus on strategic planning and continuous improvement to advance healthcare education and, ultimately, improve healthcare access, particularly for rural and underserved populations.

Adam: In your experience, what are the keys to managing change and leading through uncertainty? 

Brooke: Staying calm, being patient, communicating clearly, and listening deeply are important. My nursing background helps me manage stress, coach through difficult moments, and act with integrity. I trust my judgment, adjust decisions as new information emerges, and remember that reactions to change are rarely personal.

Adam: What do you believe are the defining qualities of an effective leader? 

Brooke: Being trustworthy, not just trusted. Effective leaders are steady, strategic, emotionally perceptive, and collaborative. They make difficult decisions, take responsibility for them, communicate transparently, and create shared vision by meaningfully engaging others.

Adam: How can leaders and aspiring leaders take their leadership skills to the next level? 

Brooke: I lead with what feels like a lot of common sense, but I should give myself credit for the extensive experience that makes it feel like that. That takes time. I’ve exposed myself to new ideas and approaches through every leadership development opportunity that has come my way. What I value a lot right now is dedicated time and space for reflection with an executive coach. If that time is not on my calendar, it will not happen. Aspiring leaders need opportunities to learn, the safety to make mistakes, and exposure to new ideas through coaching and development. It takes practice.

Adam: What do you believe are the most important skills needed to succeed in today’s and tomorrow’s workforce? 

Brooke: Flexibility, agility, and a little confidence go a long way. The world and technology, in particular, are changing so quickly and so unpredictably that we can’t settle in and believe for a moment that we have it all figured out. We can’t. So, we must learn, grow, and shift continually. 

Adam: What are your three best tips applicable to leaders in business, government, and education? 

Brooke:

1. Take calculated risks and get comfortable being uncomfortable.
2. Seek trusted mentors inside and outside your field.
3. Build and support a strong leadership team, trust them fully, and share the credit.

Adam: What is the single best piece of advice you have ever received? 

Brooke: I have received so much good advice over the years. I’ll share three pieces. 

From my dad: “Don’t forget where you came from.”

From a faculty mentor: “Do what you want to do when you’re tenured.” 

And from an administrative mentor, “You could run this place”, helping me see a possibility I hadn’t yet seen myself.

Adam: Is there anything else you would like to share?

Brooke:  I would say that if you want to lead for your own benefit, you’ll probably be miserable. It won’t be worth it. It is very difficult work. I have found purpose and meaning in leading and supporting others. If I’m doing a great job as president, my team has what they need, their teams can thrive, and our students are well-served. I have the most rewarding, supportive role there is.