A campus executes its strategic priorities through the leaders at every level: the chairs running departments, the deans leading schools, the senior team translating vision into action. Developing those leaders is an ongoing commitment to building the capacity that carries the institution forward through transitions, through change, and over time.
Institutions that make that commitment develop a compounding advantage: leaders who step into roles ready to lead, teams that execute with alignment and accountability, and a campus with the capacity to achieve its priorities with the people it already has.
"When we brought Kevin in to work with our department chairs, I wasn't sure what to expect — we had never done any campus-wide leadership development before, and I wasn't certain our chairs would engage with it seriously. What I found was someone who understood immediately the particular dynamics of campus leadership — the relationships, the shared governance culture, the way decisions get made. Our chairs came away with tools they could actually use. The conversations we'd been having for years about leadership expectations suddenly had language and structure around them. It changed how I think about faculty development at the institutional level."
Vice-Provost for Faculty Affairs
Liberal Arts College
What Sets This Apart
Context
is the Curriculum
The work is defined by what your campus is actually facing — the specific dynamics, the friction points, the goals the institution is working toward. Not a standard curriculum applied to a new situation, but a process built around the issues unique to your campus.
No
Spectators
This is collaborative work, not a presentation — designed to draw on the knowledge, experience, and dynamics already in the room. The systems built and the commitments made come from the group, which is exactly why they hold.
Outlasts
the Room
The goal is to leave something that lasts. Leadership infrastructure that transfers across people, survives transitions, and holds up over time. That's the measure of whether it worked.
No
Translation Required
Academic leadership runs on unwritten rules — shared governance, faculty culture, institutional inertia. The work is built around those realities, and I've spent over twenty years navigating them.
Every engagement is different.
"Kevin led an engaging and insightful session on conflict management for department chairs, helping them understand our own conflict styles and how to navigate challenging interactions with others. His approach was practical, reflective, and filled with valuable strategies that we can apply immediately. His understanding of the role of chairs was immensely helpful. A fantastic session!"
Heba Elsonbaty
Director, Organizational Development
Kwantlen Polytechnic University
"I engaged Kevin to share his expertise with a group of deans and academic leaders. He offered practical and helpful tips to help these leaders push back against a culture that expects instant responses, re-route decisions landing on the deans' desk that should be solved by someone else, actively manage their calendars and protect time for the deep, strategic work that really moves institutions forward. Everyone identified an action they could implement in the next week in one of these areas, and personally, I've already seen the benefits."
Nicki Nabasny
Founder, Beleza Advisors
"As someone who specializes in collaboration, I value his spirit of working with others to bring out the best. He knows the educational terrain and what is necessary to bring about positive change and achieve expanding goals."
Pamela Pyle
Fmr. Faculty Senate President
University of New Mexico
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