What It Takes to Counsel a University President Today

I’ve been thinking a lot lately about what it means to be a true counselor to a university president. Not just the person who cranks out press releases or puts out fires, but the trusted adviser who helps shape where the institution goes when everything’s on the line.

Man, has the game changed in my 33 years. Earned media used to be our bread and butter. Now we need to be equally adept at managing paid, social and owned media. And our presidents face new pressures, including a deepening skepticism about the value of a college degree. But some things never change.

The counselor’s unique value

Here’s what I’ve learned: Everybody wants the president’s ear. Legal, provost, chief of staff, enrollment, development, student affairs — they’ve all got sharp elbows and will knock you out of the way if you let them.

But we bring something they don’t. We need to own it.

We’re professionals who work from a body of knowledge built up over decades and take responsibility not just to our bosses, but to society. Our professional values include: honesty, loyalty, integrity, straight talk and confidentiality.

We’re humanists who know all our audiences. We understand every part of our institutions. We know people at every level and build relationships everywhere. That matters more than people think.

We’re psychologists who study what makes people tick — how they form opinions, make decisions and behave in groups. We have emotional intelligence. We know how to ask questions that get people to open up.

We’re business people who get how universities work. We know where the money comes from and where it goes. We see the whole picture — just like the president does. Most other leaders run their slice. We see it all.

We’re writers, which means we know how to gather information, make sense of it and present it so people change their minds and take action. We understand how language shapes everything.

We’re race car drivers — quick thinkers who move fast and stay flexible. We’re competitive. We like to win, and we know it takes the whole team to get that checkered flag.

We’re deep-sea divers who go below the surface to catch what others miss. We see patterns and can predict what’s coming. We can code-shift and get into rooms others can’t enter.

You have to play all these roles well. No choice anymore. If your job isn’t letting you do this, create the opportunity or find it somewhere else. Unless you want to be the “print shop.”

Giving high-stakes advice

From this unique spot, here’s how to give counsel when it really matters:

1. _{Frame the situation fast} — what’s happening, what’s at stake, what we know and don’t know.
2. _{Show you’ve done your homework.} Talk like someone who sees the whole picture. Not “what the headlines will say” but how this creates risks or opportunities for the institution.
3. _{Give them choices (more than one, fewer than four).} Option 1: A one-sentence description with pros and cons. Option 2: Make it genuinely different, not option one with a twist. Option 3: Always “do nothing and see if time fixes it” — give those pros and cons too.
4. _{End with: “This is your call, and I’m here for any questions.”} This respects their authority while keeping their focus on you and inviting them to engage.
5. _{Then stop talking. Let them think.} Don’t make the decision for them or push for immediate action unless someone’s life is at risk. Give your recommendation only if they ask.
6. _{The delivery matters.} 

• Keep it to two or three minutes, tops.
• Sit or stand tall, look them in the eye. 
• Speak with calm authority. 
• Use simple, direct sentences. 
• Don’t apologize or hedge with “maybe” or “some might say.”

If someone else interrupts, then turn to them and say politely but firmly, “I’ll be done in a moment,” then finish what you’re saying.

What’s different now

Rising leaders want something different from their bosses. They want workplaces that support emotional intelligence and help them grow. I’m bringing mindfulness into my office — not as feel-good fluff, but as practical tools for thinking clearly under pressure.

Today’s challenges need leaders who can name what’s really at stake and help people see tough choices as balancing two good things, not picking between right and wrong.

What never changes

Think strategically, execute tactically. Sun Tzu nailed it: “Tactics without strategy is noise before defeat. Strategy without tactics is the slowest route to victory.”

Three fundamentals that still work:

• _{Big idea beats big budget, every time.} 
• _{Defense wins championships.}
• _{They pay us for good headlines, but they keep us around for crisis management.}

The basics still work. The game’s just gotten more complex. That’s why they need us at the table — not serving it.