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Summer is a season of transition in higher education. Across campuses and organizations, professionals are preparing for new roles, new institutions, and new responsibilities. For many, it is an exciting time -- a chance to grow, stretch, and imagine the next chapter of their careers.
But in the rush to move forward, there is one factor people too often overlook: the leader they will be following.
One of the best pieces of advice I ever received from a mentor was simple: "Choose your bosses wisely." They can make or break your career.
It is natural to be drawn to the next title, the next institution, or the next opportunity to climb the ladder. And let's be honest: a pay raise can be exciting, too. But one of the most important questions you can ask when considering a new role is not simply, "Is this a good job?" It is, "Who will I become under this person's leadership?"
The person you report to will shape your experience in ways that no job description can fully capture. They will influence what you learn, how you grow, and whether you are given the kind of honest feedback that helps you become better. A great leader can open doors, sharpen your thinking, and help you see possibilities in yourself that you may not yet see. A poor leader can diminish your confidence and make even the most promising opportunity feel unsustainable.
This is why I believe candidates should do as much research on a supervisor as institutions do on them. When you are applying for a role, people are checking your references, reviewing your history, and trying to understand whether you are the right fit. You should be doing the same.
In my book, "The Hottest Seat on Campus," I dedicate an entire chapter to selecting the deanship. While the book was written primarily for enrollment leaders, the lesson applies to anyone in education: the role matters, but the context matters more. And a major part of that context is the person you will work for.
I learned this lesson firsthand when I decided to leave a leadership role in sunny California for gritty Hartford, Connecticut. At the time, many of my peers thought I was crazy. I had a great job, was doing meaningful work with good people, and had every reason to stay.
But when a search firm reached out to me about an opportunity to work for the new president of Trinity College -- the first female, African American, Neuroscientist, and respected change agent to lead the college in almost 200 years -- I was intrigued. Before I made any decision, I began doing my homework. I called people who had worked with her or observed her leadership. I asked about her style, how she treated people, and what they had learned from her. I wanted to know not only whether she was effective, but whether she led with integrity and whether her values aligned with mine.
By the end of that process, I had a strong sense that if I went to work for her, I would learn a great deal.
That instinct proved to be right.
Working for her during some of the most challenging years in higher education was like taking a master class in leadership. No graduate program could have taught me what I learned by watching her navigate complex issues, serving as her thought partner, and being challenged to grow.
That kind of mentorship changes you. It stretches you. It prepares you for rooms you have not yet entered.
I know for a fact that I would not have been ready to step into a CEO role had I not had that experience. I learned not only how to make decisions, but how to hold complexity. I learned how to lead with courage and humility and how to show grace under fire. I learned that a great boss does not simply manage your work; they help shape your leadership.
This theme has come up repeatedly in conversations on my podcast, Leaders Are Human. When I interviewed Dr. Shirley Collado, president and CEO of College Track and president emerita of Ithaca College, she spoke about the importance of mentors and leaders who invest in you. She believes in surrounding herself with powerful mentors whom she calls "truth tellers." People "whom you really respect and are going to tell you the truth...people who are going to tell you exactly what you need to hear -- even if you don't want to hear it."
Behind every successful leader are people who made space for them, challenged them, sponsored them, and told them the truth. So as you consider your next career move, pay close attention to whom you will report. Ask yourself: Will this person inspire me? Will they support me? Can I learn from them? Will they take the time to mentor me? Do their values align with mine?
