Williams emphasizes the pivotal aspect of leadership in enacting change, recounting his experience at Delaware State: 'One thing I did at Delaware State that was very difficult was get legislation passed. To have someone tell you when you say you're going to do it, 'This is crazy. It will never happen. We have never done this ever.' Leadership is doing things that are difficult and hard.' He highlights that effective leadership often requires courage in the face of skepticism.
Plowman underscores the significance of empowering teams rather than micromanaging, stating: 'You can't get there in four years in much of anything if you micromanage anything. That's another aspect of leadership-the kind of people you hire and then let them go.' This perspective emphasizes the need for trust and autonomy in fostering successful leadership.
Koppel argues for an urgent need for higher education institutions to reconnect with the public and articulate their value. He asserts, 'We've basked in our own virtue for 50 years and said:, 'Well, we don't have to explain anything. It's self-evident how good we are. It's self-evident how important we are.' And that was a mistake.' His call to action urges universities to be proactive in demonstrating commitment to their communities.
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