Student success reforms are reshaping higher education, but their impact depends less on the brilliance of the idea and more on leaders’ ability to manage change effectively. Too often, promising reforms collapse—not because they were poorly designed, but because they weren’t managed through the realities of institutional culture, competing priorities, or leadership turnover.
For administrators, the lesson is clear: change management is not a technical detail, it is the reform. The following seven principles outline how leaders can turn vision into sustainable transformation.
1. Anchor Reform in Purpose
Faculty and staff commit to change when they believe it matters for students. Without a clear and compelling “why,” reforms risk being dismissed as the latest initiative of the month.
Leadership in action:
- Frame reforms through stories of students and data showing the cost of inaction.
- Connect reforms to institutional mission and values.
- Articulate a simple, memorable statement of purpose that leaders can repeat consistently.
Case in point: Miami Dade College tied guided pathways to both data and lived student experiences, creating urgency and personal relevance across the institution.
2. Build Coalitions That Cross Boundaries
Reforms falter when they rely solely on executive mandates or grassroots energy. Leaders must create coalitions that bridge academic affairs, student services, and administration.
Leadership in action:
- Identify respected influencers, not just those with titles.
- Include skeptics early to surface concerns.
- Provide visible roles for champions to sustain momentum.
At CUNY, the success of the Accelerated Study in Associate Programs (ASAP) hinged on broad coalitions of advisors, faculty, and administrators who worked together to redesign supports.
3. Lead with Relentless Communication
Silence breeds mistrust. In the absence of consistent messaging, the vacuum fills with misinformation.
Leadership in action:
- Use multiple channels and tailor messages to different audiences.
- Communicate progress and setbacks transparently.
- Create feedback loops that signal responsiveness.
Arizona State University’s large-scale reforms illustrate how transparency and regular updates can build trust even amid disruptive change.
4. Anticipate the Implementation Dip
Every reform has a “valley of disappointment” when new systems are unfamiliar and old ones are dismantled. Leaders who fail to prepare for it risk losing credibility.
Leadership in action:
- Set expectations that performance may temporarily decline.
- Provide targeted support during the transition.
- Celebrate visible progress to keep morale up.
Georgia State University anticipated advisor workload increases during predictive analytics adoption and invested in extra staff and training to maintain service quality.
5. Scale with Intentional Sequencing
Reforms risk failure when institutions stay in “pilot mode” indefinitely. Instead of testing reforms in silos, leaders must design change that builds toward full implementation through deliberate sequencing.
Leadership in action:
- Launch reforms in areas most ready to adopt them, but make clear from the start that scaling is the goal.
- Use each stage to refine processes and strengthen institutional readiness.
- Share visible successes broadly to sustain urgency and reinforce momentum.
Too many initiatives falter because they never escape pilot status. Leaders must keep the end goal of institution-wide scaling front and center.
6. Redesign Systems for Durability
Reforms anchored in individual leaders are fragile. Leaders must institutionalize new practices in structures, policies, and budgets.
Leadership in action:
- Embed reforms in job descriptions, budget allocations, and accountability systems.
- Align governance and reporting structures with new priorities.
- Institutionalize training for future staff.
ASU demonstrates how embedding reforms into core systems—budgets, policies, and data infrastructure—protects them from leadership transitions.
7. Lead with an Eye Toward Sustainability
Too many reforms succeed briefly only to erode when grant funding or political will fades. Sustainability must be built from the beginning.
Leadership in action:
- Secure base funding for reforms.
- Cross-train staff to prevent knowledge loss.
- Document processes for continuity.
- Tie reforms to accreditation and strategic planning to ensure longevity.
Effective leaders ask: “If I stepped down tomorrow, would this reform survive?”
Conclusion: The Stakes of Leadership
The future of student success reforms depends not only on ideas but on leadership capable of managing change at scale. Leaders who treat change management as central—not secondary—are more likely to create reforms that endure.
The question for higher education administrators is not whether to lead change, but how. What principles have guided your institution’s reforms? Where have you found success, and where have you stumbled? Share your insights and continue the conversation—because the future of student success will be written by leaders willing to manage change with urgency, courage, and persistence.
