Last weekend marked a significant milestone in my ultrarunning journey as I completed my third 12-hour ultramarathon, achieving my long-sought goal of covering 50 miles (51.3 miles, to be precise!). For the past two years, I had consistently finished the same course with a distance of 47.5 miles. This year, reaching my personal best felt both attainable and daunting throughout my training. Achieving this goal required not only physical endurance but also strategic planning and adaptability.
As I prepared for the race, meticulously refining my training regimen, adjusting my nutrition strategy, and scheduling rest periods, I couldn’t help but notice the striking similarities between this preparation and the leadership challenges faced in higher education today. Just as I had no control over the weather on race day or the unpredictable challenges that would test my determination, leaders in academia cannot foresee every funding cut, technological shift, or student crisis that demands immediate and innovative responses.
The connections between ultrarunning and higher education leadership are profound. Both fields necessitate what I term “adaptive preparation”—the ability to plan thoroughly while remaining agile enough to adjust when circumstances shift unexpectedly.
Strategic Planning: On the Trail and in Leadership
Throughout my ultramarathon training, I dedicate significant time to envisioning various race-day scenarios. What if the temperatures exceed forecasts? What if my nutrition plan falters at mile 30? What if an injury forces me to completely alter my pacing strategy? These considerations are not pessimistic; rather, they are strategic preparations that empower me to respond proactively when challenges arise.
Similarly, leaders in higher education must engage in scenario planning, especially as we navigate an increasingly unpredictable landscape. Will federal funding for vital student support programs face reductions? How will advancements in artificial intelligence transform our academic offerings, student services, and donor engagement?
Just as I outline multiple fueling stations and gear adjustments, we must create various contingency plans for our institutions. A leader who only prepares for the ideal scenario—whether on a 50-mile trail or during a strategic planning session—will find themselves ill-equipped when reality presents its inevitable surprises.
Embracing Creativity in Endurance
Many people assume that ultrarunning is solely about enduring pain through sheer willpower. While mental resilience is crucial, the most successful ultrarunners are adept at creative problem-solving. When your nutrition strategy fails at mile 25, quitting is not an option—you must adapt. When equipment malfunctions, finding alternative solutions becomes essential.
This creative problem-solving is equally vital for leaders in higher education. Conventional methods for student retention and institutional sustainability are no longer sufficient in our current climate. We need leaders who embody the spirit of ultrarunners: meticulous in preparation, inventive in execution, and resilient in the face of adversity.
Consider how institutions have had to reinvent student support services in response to evolving needs. For instance, one community college foundation exemplifies this adaptive creativity by distributing over $5.5 million last year across a diverse range of student and institutional needs. This included a six-week faculty training program on trauma-informed practices, a menstrual equity initiative ensuring access to feminine products in high-traffic restrooms, funding for student travel to leadership conferences, and essential equipment for various academic programs. Just like a runner who improvises when their original plan falters, this foundation recognized that supporting today’s students requires addressing the entire ecosystem of their educational experience, not just financial barriers.
The Collaborative Spirit in Solitary Endeavors
While ultrarunning may seem like a solitary pursuit, successful runners understand the importance of a support network. Every long training run relies on a community of support: the running group that motivates you through dark winter mornings, the crew that meets you at aid stations, and the community that shares advice and encouragement. Even during the loneliest miles of a race, you draw upon collective wisdom and support.
Higher education leadership, despite its often isolating responsibilities, must embrace this collaborative ethos. The challenges confronting our institutions—from enrollment pressures to mental health crises to technological disruptions—are too complex for any single leader to tackle alone. We need cross-functional teams that can respond as dynamically as an ultrarunner adjusting their strategy mid-race.
The most effective leaders in higher education I know have cultivated networks that extend beyond their campus boundaries. They learn from peers at other institutions, collaborate with community partners, and draw insights from sectors outside academia. Just as ultrarunners study the strategies of athletes in other endurance sports, these leaders recognize that innovation often emerges from unexpected sources.
Preparing for the Unforeseen
As I geared up for my 50-mile goal, I understood that no amount of training could eliminate uncertainty. Weather conditions can change, my body may react differently than anticipated, and race-day dynamics will present unforeseen challenges. The inevitability of uncertainty is precisely why my training needed to be both comprehensive and adaptable.
This principle holds true for leadership in higher education. While we cannot predict every challenge our institutions will encounter, we can cultivate the skills and mindsets necessary for effective responses. This involves building diverse teams, fostering a culture of innovation, and maintaining the institutional agility required for quick pivots when circumstances demand it.
The leaders who will successfully navigate higher education through its current transformation are those who recognize that preparation and flexibility are not opposing forces—they are complementary strengths. Like ultrarunners who train diligently while remaining ready to abandon their race plan if conditions change, effective leaders blend rigorous planning with adaptive execution.
The critical question, whether on race day or in our daily responsibilities, is not if we will face unexpected obstacles, but whether we have developed the endurance, creativity, and collaborative spirit necessary to navigate them successfully. In both realms, the longest distances are traversed not by those who shy away from challenges, but by those who have learned to run through them.