A TOOL THAT HELPED ME SURVIVE (AND THRIVE) AS UNIVERSITY PRESIDENT

When I first became a university president, I quickly realized that my schedule was going to be shaped by more than just meetings and email. The role has its own seasons—predictable cycles that repeat every year. Without a structure, it’s easy to get caught in the whirlwind and lose sight of the big picture.

So, I built something I now call my Presidential Leadership Calendar—a personal playbook that kept me focused, balanced, and proactive instead of reactive. Think of it as a “flight plan” for the year.

Here’s an outline:

1. BOARD MEETINGS: Map the annual cycle—meeting dates, agenda templates, reporting periods, and board development events. This meant every board engagement was intentional, not just a calendar obligation. (As John Carver wrote, “Boards that plan their work can better govern their organizations.”)

2. FINANCIAL AFFAIRS: The president can’t delegate attention to the financial pulse of the institution. Include the budget cycle, cash flow checkpoints, debt service dates, endowment draw reviews, and the audit timeline. Leadership literature is clear: cash awareness is mission protection.

3. ENROLLMENT ECOSYSTEM: From funnel stages to financial aid offers, from onboarding events to graduation days—these moments aren’t just admissions events; they’re institutional lifeblood. Schedule your visibility at key points, because “what gets attention from the leader gets energy from the organization.”

4. FUNDRAISING & DONOR RELATIONSHIPS: Donor relationships thrive on rhythm, not randomness. Track cycles of donor touches, special events, and campaign pushes so that generosity is cultivated, not chased. 

5. ACCREDITATION & COMPLIANCE: Regional and programmatic accreditations, state reviews, federal reporting—they can sneak up on you if they’re not in view all year. Block time well ahead so you can lead these processes rather than just survive them.

6. SPECIAL UNIVERSITY EVENTS: Ceremonies, inaugurations, milestone celebrations—these shape culture and brand. They deserve as much forethought as the budget.

7. EXTERNAL EVENTS: From higher-ed association meetings to legislative receptions, these were opportunities to shape the institution’s reputation. Keep them visible on your annual map.

WHY THIS MATTERS

Leadership research backs this up—high-performing executives design their year. Peter Drucker put it simply: “The best way to predict the future is to create it.” By turning the recurring demands of the presidency into a visible, predictable cycle, you will be free to spend more time on strategy and less on crisis management.

If you lead in higher education (or any complex nonprofit), try mapping your own leadership calendar. It might be the single most valuable page in your playbook.