“Lead Thoughtfully, Listen Deeply: Presidential Wisdom for the First 100 Days”

The college presidency is a demanding role — one that is accountable to a broad range of stakeholders, including faculty, staff, students, the board of trustees, and the surrounding community. To be an effective and impactful leader, starting off on the right foot is key.

At the American Association of Community Colleges (AACC) Annual Conference, a panel of college presidents shared their experiences with navigating the first 100 days of their presidencies. Their candid reflections and insights serve as powerful reminders of the importance of leading with humility, authenticity, and intention.

Before Day One: Do Your Homework

The work of being a leader begins long before sitting at your desk in your new office on campus. The transition period before you officially begin can be a valuable time to do your homework, think strategically, and lay the groundwork for a successful start. Dr. Marcus Garstecki, president of Barton Community College, shared that he was fortunate to have five months to prepare before his official start date, which allowed him to meet with the cabinet ahead of time. He discussed the value in reviewing the college’s strategic plan in depth, analyzing the budget thoroughly, and understanding key initiatives of the outgoing president. He also advised incoming leaders to “learn who [their] stakeholders are — because buy-in matters.”

Dr. Monica Brown, president of South Seattle College, another panelist, offered similar insight, but added that it’s important to take the time to understand the institution’s community and district, especially if your school is part of a multi-campus system.

Dr. Bryan Newton, president of Glen Oaks Community College, offered a key piece of wisdom related to the transition period. He reminded us that “There can only be one president at a time,” emphasizing how crucial it is to respect the sitting president’s leadership until the baton is officially passed. This helps maintain stability for the institution and fosters goodwill.

Week One: Learn the Landscape

Once you arrive on campus, focus on establishing a rhythm and learning the institutional culture. Brown shared that she spent her first week thinking through a transition plan and how to start her new role. Garstecki said he spent time with his executive assistant to get familiar with his schedule, the campus culture, and priorities, which he described as “learning the lay of the land.” Though each leader took a varied approach, they shared a similar goal of building a strong foundation for communication and being an informed decision maker.

Building Trust Takes Listening, Not Just Talking

When asked how they built trust with their campus communities, a common theme emerged: the value of listening. Garstecki held listening sessions with staff and faculty to understand campus concerns, needs, and priorities, but he also went beyond the confines of the campus. “You have to stay engaged and get out into the community,” he urged. “Use your development people to help you get out there and get on people’s calendars.”

Brown’s approach to building trust included showing an appreciation for the work that had already been done while also being true to herself as a person and leader. She said, “I showed up as authentic Monica.” Like Garstecki, she also held listening sessions, and her genuine care for her campus community was shown through a commitment by unionized faculty, who typically aren’t eager to attend non-contractual events, voluntarily attended and participated in sharing their thoughts, concerns, and hopes, which she embraced.

Newton echoed Brown’s sentiments about showing gratitude for the previous work done and encouraged borrowing — or “stealing,” as he put it — strong ideas from predecessors. He also valued the dedicated time to listen through “fireside chats” that encouraged honest dialogue within the campus community, from serious matters of strategic priorities to lighter questions about his least favorite food, which is broccoli, by the way. These chats allowed him to connect with his campus community and build the necessary trust and connections.

Navigating Challenges with Resilience and Support

When asked about the biggest challenges faced in those first few months, the panelists’ responses largely surrounded financial and political realities. Garstecki had to navigate a drastic state-level budget cut. One of his solutions was to lean into his network. He joined a Friday afternoon weekly call with all 19 college presidents in his state and found this extremely useful to collaborate and navigate together and learn from others sitting in similar chairs.

Brown also faced budget issues, but during the presentation (April 14, 2025), she stated, “I did not want to put these issues on the backs of the staff.” Guided by her values of transparency and trust, she instituted furlough days instead of resorting to layoffs.

Final Thoughts: Leading with Purpose

If there was a common theme among what the panelists shared, it was that effective leadership — as a president or any senior leader — isn’t about control or authority, but about building relationships, developing trust, and leading strategically with both intention and care.

For incoming or aspiring leaders, hopefully, these lessons described can serve as a roadmap of sorts: Prepare thoroughly, listen generously, lead with authenticity, and allow yourself grace to learn along the journey.