Richard Ekman, president of the Council of Independent Colleges (CIC), worries a lot about where the presidential- and CAO-level leadership for smaller institutions will come from over the next decade. A large majority of CAOs do not plan to attempt a presidency, many because they think the job is too hard and unappealing. In this University Business magazine essay, he makes the case that being a president is actually pretty rewarding, and discussions options for leadership development on the academic side of the house, to prepare future presidents.

What doesn’t get emphasized often enough is how satisfying the president’s job can be—at best, how the joys of the presidency more than compensate for its frustrations. Consider, first, that the cause of higher education is itself a lofty mission. To devote oneself professionally to an enterprise that helps other people equip themselves for future lives of success, satisfaction, and civic responsibility inspires idealism and is of clear societal value. Second, presidents do have the opportunity to craft, then to act on the basis of an idealized vision for the institution—to weave personal values into one’s work to an unusual degree. Third, leading is usually more satisfying than following—presidents may lie awake at night because every detail of campus life is ultimately their responsibility, but that is generally preferable to midnight anxiety over one’s boss’ fitful indecision.