Getting the Board to “YES”: How Presidents Can Secure Approval for Strategic Initiatives

In the rapidly evolving landscape of higher education, college and university presidents face increasing pressure to drive meaningful change and innovation. However, one of the most significant hurdles they face is securing approval for major strategic initiatives from their board of trustees. Boards are responsible for overseeing the institution’s fiscal health, long-term vision, and overall strategic direction, making them both critical partners and key decision-makers. Persuading them to approve major initiatives requires a well-thought-out strategy, a deep understanding of the board’s priorities, and a strong case for the value and long-term impact of the proposed changes.

Here are some proven strategies that college and university presidents can employ to win board approval for strategic initiatives.

1. Align the Initiative with the Institution's Core Mission and Long-Term Vision

One of the most effective ways to persuade a board of trustees is to align the proposed initiative with the institution’s core mission and long-term strategic goals. Boards are more likely to approve initiatives that support the university's mission and enhance its reputation, academic standing, or financial sustainability.

Example: Harvard University’s "University-wide Strategic Planning" Initiative. Harvard’s leadership worked with its board of trustees to develop a strategic plan that would not only enhance academic excellence but also align with Harvard's mission of fostering global leadership. By demonstrating how the initiative would enhance research capabilities, faculty quality, and institutional collaboration, President Larry Bacow secured support from the board for an ambitious plan that spanned multiple years and involved significant investments.

Actionable Strategy: Presidents should present clear and measurable connections between their proposal and the university’s mission. This could involve emphasizing the potential for academic advancement, student success, or alignment with the university's brand values. If possible, show how the initiative can position the institution as a leader in a particular field.

2. Present a Data-Driven Case for Change

Data is a powerful tool when trying to persuade a board of trustees. Utilize both quantitative and qualitative data to demonstrate the need for change, the potential benefits, and the anticipated outcomes. This approach helps mitigate risk by grounding proposals in evidence.

Example: University of Michigan’s “Commit to Action” CampaignWhen the University of Michigan sought approval for its "Commit to Action" campaign, which included a substantial fundraising goal, they provided the board with robust data on alumni giving patterns, donor behavior, and the expected impact of increased investment in key university initiatives. By clearly showing the potential for significant returns and donor engagement, President Mark Schlissel won over the board, leading to a successful fundraising campaign.

Actionable Strategy: Presidents should collect and present data on similar initiatives at peer institutions, current market trends, and projected financial returns. They should also use internal data to demonstrate alignment with university priorities. Charts, graphs, and projections are essential tools for making a compelling argument.

3. Engage Trustees Early and Foster Ownership of the Initiative

A key to winning board approval is ensuring trustees feel involved and invested in the proposed initiative from the outset. Presidents should engage with trustees early in the process, seek their feedback, and allow them to feel a sense of ownership over the university's strategic direction.

Example: University of California’s “Global Health Initiative.” The University of California engaged its board of trustees early in the development of the "Global Health Initiative," a major strategic effort aimed at addressing public health issues worldwide. By involving trustees in the process, gathering their input, and tailoring aspects of the initiative to address their concerns, UC President Janet Napolitano secured broad-based support from the board for a global outreach program with both academic and societal impact.

Actionable Strategy: Presidents should not wait until the final proposal to approach the board. Instead, they should initiate conversations early, solicit feedback, and adapt the proposal based on the board's input. This creates a sense of shared responsibility and can also highlight areas of concern before they become roadblocks.

4. Highlight the Financial and Operational Feasibility of the Initiative

Trustees are often wary of major initiatives that appear too financially risky or operationally complex. To gain board approval, presidents must demonstrate a detailed understanding of the initiative’s financial and operational requirements and offer strategies to mitigate risks.

Example: Duke University’s “Innovation and Entrepreneurship Initiative.” Duke University’s leadership successfully convinced its board of the value of investing in the Innovation and Entrepreneurship Initiative by demonstrating its potential to generate revenue, attract top talent, and forge new partnerships. The proposal included detailed financial models, as well as strategies for creating new revenue streams through partnerships with the private sector, demonstrating that the initiative was not only feasible but had the potential for significant returns.

Actionable Strategy: Presidents should provide a comprehensive financial plan, including detailed cost estimates, projected revenue, and potential funding sources. It is also important to outline contingency plans and strategies for mitigating risks associated with the initiative.

5. Build Consensus Among Key Stakeholders

Securing approval for a major initiative is often a team effort. Presidents must work to build consensus among key stakeholders, including faculty, staff, students, and alumni, to demonstrate that the initiative has broad support and is in the best interest of the university community.

Example: The University of Pennsylvania’s “Penn Compact 2020” President Amy Gutmann’s Penn Compact 2020, a comprehensive strategic initiative, was successful in part because it was built around input from diverse stakeholders, including faculty, staff, and students. The initiative, which focused on enhancing accessibility, innovation, and global engagement, was designed to address the needs of various university constituencies, which made it easier to gain board approval.

Actionable Strategy: Presidents should involve key stakeholders in the planning and implementation of strategic initiatives. Gathering input from faculty, staff, and students can help identify potential challenges, while showing the board that the initiative has broad-based support will help minimize opposition.

Conclusion

Securing board approval for major strategic initiatives is one of the most challenging tasks for college and university presidents. By aligning initiatives with the institution’s mission, presenting a data-driven case, involving trustees early in the process, demonstrating financial feasibility, and building consensus among stakeholders, presidents can increase the likelihood of gaining board approval. Ultimately, a well-prepared, transparent, and collaborative approach will help presidents lead their institutions toward sustainable growth and long-term success.

At KDM Advisors, we help educational institutions navigate these challenges by providing strategic guidance and insights. If your college or university is facing a major decision and needs expert advice on aligning with board priorities, we’re here to assist. Visit our website at www.kdmadvisors.net to learn more.

Kenneth Maher is a principal at KDM Advisors, LLC, which partners with higher education leaders to develop long-term, sustainable business models that ensure financial stability and faculty and staff engagement. You can reach Ken directly at kmaher@kdmadvisors.com