Copyright Forbes
I recently spoke with Shanna Hocking, CEO of Hocking Leadership and a trusted ally in the higher education space, about the seismic shifts and unique challenges facing university advancement leaders. After spending over two decades in higher education fundraising, Shanna’s pivot was profound: the problem isn't always about raising more money; it's about leadership and culture. This shift in focus is a critical message for every university president, trustee, and executive looking to future-proof their institution. The core of her insight, backed by her firm’s BOLD Blueprint for Women in Advancement study, is that the system is failing the very people who should be its most transformational leaders: women. The Crisis in Higher Education Leadership Higher education is in an unprecedented period of flux. Long-held traditions and operating models are facing existential pressure from budget cuts, administrative scrutiny, and evolving student needs. The instinct for many is to double down on fundraising—a scarcity mindset focused solely on capital. But as Hocking points out, this view misses the mark. She transitioned her focus from raising multi-million-dollar gifts to strengthening leadership because she recognized a deeper truth: "If we can just figure out leadership in the advancement space, then we will raise more money and be better." The pandemic was a massive disruption, but the current climate is proving even more challenging. Universities can no longer rely on the mindset of “this is the way we’ve always done things.” The environment demands a profound re-evaluation of how work is done, how teams are led, and how leaders are supported. Success now requires a culture of curiosity and a willingness to embrace new approaches, moving past the belief that what got us here will get us there. The Invisible Walls of Structural Bias If leadership is the answer, why are so many institutions failing to cultivate and retain their top talent, particularly women? The data is stark: fewer than 35% of the most senior advancement executive roles at top 100 U.S. universities are held by women. This is despite women being the majority of professionals in the broader advancement field. Hocking’s research reveals the culprit isn't a deficit in women's drive or capability, but structural and systemic barriers. The rules of the game were established in a different era, by and for leaders who don't reflect the diversity of today’s talent pool. These biases often show up not in overt acts of discrimination, but in subtle, insidious exclusions: The "In-Group" Problem: Decision-making and relationship-building often happen in informal settings—the "hallway conversation," the golf outing, or the dinner after the meeting. Women leaders are frequently and unintentionally left out of these crucial side-channels of communication, creating an invisible, yet powerful, barrier to influence and promotion. A Culture of Overwork and Burnout: For women who often shoulder primary caregiving responsibilities, structures that don't value flexibility and work-life integration are a major systemic drain. The expectation is often that they navigate complex, full-time executive roles without the necessary cultural and structural support to manage their outside lives. Unconscious Bias: The biggest barrier in the workplace is often gender bias—those subtle, unconscious acts that undermine a leader's credibility, such as frequent interruptions. For women in higher education, who may have been "swimming in that water for so long," these acts of exclusion become normalized, making them harder to identify and call out. Onboarding: The Single Greatest Opportunity for Allyship If we can’t blow up a 200-year-old system overnight, what is the most actionable and high-impact move a university can make right now? The answer, according to Hocking's research, is both surprising and foundational: onboarding. The BOLD Blueprint study found that over 70% of women Chief Advancement Executives reported not having any formal onboarding support—defined as professional development, executive coaching, or leadership training—during their transition into the role. This isn't a "nice-to-have"; it's a retention and performance crisis. The lack of intentional support creates lasting stress that goes well beyond the first 12 months, negatively affecting the leader's sense of belonging and organizational loyalty. This is where true allyship is needed most. Onboarding isn't just about handing someone an email signature guide or showing them where their office is; it’s about making the invisible visible. Hocking argues university leaders must make a conscious decision to: Formalize Onboarding: Provide dedicated executive coaching, professional development, and sponsorship for all new senior leaders, especially women in transition (years zero to three). Expose the Unwritten Rules: Create a culture where it's safe to ask, "Why do we do it this way?" and where mentors and sponsors are accountable for explaining the unspoken rules of the institution. Audit for Inclusion: Leaders must pause and reflect: Who is in the room where decisions are made? Who is not? Whose ideas are heard? These small, intentional acts of inclusion, consistently applied, are the most powerful drivers of systemic change. The longevity of a university is tied not only to its endowment but to the resilience and success of its leaders. By making an intentional investment in the onboarding, support, and systemic inclusion of women, institutions aren't just doing the right thing—they're executing the most powerful business strategy for a successful future.
