I have long argued that our institutions of higher learning are far more than simple mechanisms with replaceable parts – and not one is exactly the same. These complex adaptive human ecosystems also differ significantly by institutional type and determine where every interaction carries extra weight.
When I wanted to explore this dynamic during a conversation on my podcast, Coaching in Higher Education, I couldn’t think of a better guest than Dr. Sarah Westfall, a principal at Westfall Executive Advisers and a veteran of the small college landscape. Our conversation uncovered a profound reality: in small institutions, there is simply nowhere to hide.
Being a Generalist in an SME World
One of the most striking points Sarah made is that – compared to larger institutions – many administrators at small colleges are required to be consummate generalists. While their colleagues at large research universities can develop deep, specialized knowledge in isolated silos, leaders at smaller and liberal arts colleges must manage the same regulatory burdens with a fraction of the staff. This creates a high-stakes environment where a vice president might need to understand everything from complex budgets to student life nuances, which far exceeds what many of their counterparts on large campuses are required to oversee. For those of us in organizational development, this suggests that helping our clients attain true leadership agility is not just a perk in these settings. It is a fundamental requirement for institutional survival.
Intimacy and the Institutional Crucible
We often fall into the trap of believing that a smaller scale naturally leads to fewer silos and more functional workflows. However, Sarah reminded me that small colleges often act as a crucible. The intensity of professional relationships is concentrated because everyone is in close proximity to each other all the time. Sarah described this beautifully as people “living big lives on small stages.” In such a close-knit community, every decision and behavior is highly visible, which means that relational authority often carries more currency than positional power. For a coach, this necessitates creating spaces where their clients can truly learn to understand and manage their professional orbit.
Reputation as Hard Currency
Because small-campus environments are so much more relationship-driven, the way a leader shows up to others becomes their primary tool for influence, which is why I found Sarah’s preference for the Hogan assessment so compelling. Unlike many popular personality assessments that focus on identity (how you view yourself from the inside out), the Hogan Assessment Suite is explicitly designed to measure reputation, i.e., how others observe and describe someone’s behavior from the outside in by colleagues and direct reports. In the small-campus crucible, where everyone knows one’s history, managing that reputation is critical. In the end, it is about bridging the gap between who we think we are and how the ecosystem actually experiences us.
Nudging the Small College System
For coaches accustomed to large universities, my conversation with Sarah yielded clear advice: avoid romanticizing the small college as a simple or “cute” version of a larger school. These are complicated organizations that require a respectful, informed approach that must account for clients’ need to manage essential relational dimensions in addition to subject matter expertise. A coach’s success here comes from being curious about the distinctive culture and history of the place, honoring the unique identity of these institutions, and their ability to help leaders create ripples of impact that strengthen the entire community.
You can find this and all other Coaching in Higher Education podcast episodes on:
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If you are looking to enhance the leadership capacity or professional development strategies at your institution, I invite you to explore my professional coaching and advisory services. Together, we can imagine a more resilient and caring future for your campus.
Frequently Asked Questions: Leadership Coaching at Small Colleges
Why should small college leaders be generalists, not specialists?
Small colleges have far fewer people than big research universities, where staff can work in narrow areas. There is usually not a large team to delegate this work to, so a single administrator may be responsible for understanding budgets, student life, and regulatory requirements all at once.
What does it mean to say that small colleges are an institutional crucible?
Everyone is in close physical and social proximity, and thus professional relationships are more intense and visible. There’s added significance to every decision and interaction, and relational trust can often be more important than a person’s formal title or position.
What is the importance of reputation in a small college?
On a small campus, colleagues and direct reports quickly form a shared, lasting impression of a leader’s behavior. Since nearly everyone already knows a leader’s history, managing how one is perceived by others becomes essential to being effective.
What assessment tool would you recommend for leaders at small institutions and why?
The Hogan Assessment Suite is unique because it measures reputation and how others see an individual, not how that individual sees themselves. This outside-in approach is especially helpful in tight-knit communities where reputation matters.
What is the biggest mistake coaches make working with small colleges?
One of the most common mistakes is to see a small college as a less serious, simplified version of a big university. In reality, these are complex organizations that require coaches to be genuinely curious about their specific culture and history, not to impose a one-size-fits-all approach.