For nearly six decades, S. Georgia Nugent, Ph.D. has proven herself as an innovative and inspiring leader in higher education. From being part of Princeton’s first female graduating class and becoming a published scholar to serving as president at three private universities and currently on the board at multiple institutions, she has found many avenues for leaving her own indelible mark in the field she loves.
During a recent panel discussion hosted by MARKETview, Nugent shared perspectives on what she’s learned over the years. The following is a selection of her advice on leadership qualities that signal a successful future in a uniquely challenging profession.
Gnothi seauton. Know thyself.
“In order to lead, you must be very rigorous in your self-understanding. What are the areas where I’m not so strong?” – S. Georgia Nugent, Ph.D.
Nugent suggested the inscription on the Temple of Apollo in Delphi is the most foundational trait required to be a strong leader. Ask yourself:
- What will I do?
- What will I not do?
- What are my strengths?
- What are the areas where I’m not so strong and I’m going to have to assemble a team that bolsters?
Execute with decisiveness.
“I hate to say it, but you’ll almost never be truly supported for what you do. You must have the courage to follow through on the execution.” – S. Georgia Nugent, Ph.D.
Part of being a leader is having conviction. Because of that, Nugent firmly believes that one of the worst traits a leader can have is the inability to decide.
“If you understand the mission and its objectives, then I think probably the next important thing is execution.”
Again, decisiveness.
Ensure alignment between your values and the institution’s values.
“You could be a wonderful prospective leader, and it just won’t work if you’re a square peg in a round hole.” – S. Georgia Nugent, Ph.D.
As a leader, it’s critical that your personal values are in sync with the goals and objectives of the institution. It’s also vital to keep reaffirming the alignment over time. Nugent suggested one of the hardest things is recognizing you may no longer be a good fit because values of either party have changed.
Read everything.
“There are trends you see in the larger world that may in some way affect your institution. Do everything you can to remain holistically informed because, in my view, everything touches higher ed.” – S. Georgia Nugent, Ph.D.
Nugent said she reads constantly from a variety of sources – and from industries completely different than higher education.
Be data-driven and fact-based.
“If we aren’t grounded in reality and in believing there are facts and there are truths, we’re just not going to do the right thing for the missions we have. So, what leaders must do is somehow balance that empirical necessity with some level of emotional intelligence.” – S. Georgia Nugent, Ph.D.
While it’s increasingly difficult, Nugent proffered leaders must data-driven or fact-based.
Know that facts alone won’t sell the story.
“We need to [tell stories] in new ways because what reaches people today is not just the facts … it’s some kind of emotional heart grab. As leaders, we need to figure out how to blend those.” – S. Georgia Nugent, Ph.D.
As a leader, Nugent reminded us that you have to always be thinking about how to tell the story – even when the mode for telling stories is changing all the time. It’s a leader’s responsibility to determine what will resonate.
Create your own job.
“You don’t have to wait for someone to tap you on the shoulder. You can imagine it and potentially do it.” – S. Georgia Nugent, Ph.D.
Every organization has something they need done or that they could do that they’re not currently doing. If you want to be that person, go after it. Show how it could be done. Show how your talents fit. Volunteer to do it.
We hope you enjoyed these snippets of wisdom gleaned from a lifelong leader in higher ed. Georgia, thank you so much for being a true trailblazer in your profession!