4 proactive strategies for higher ed leaders to move from anxiety to agency in today’s policy landscape

Over the past four weeks, many senior college and university leaders have shared that they and their teams feel overwhelmed amid a landscape fraught with uncertainty and upheaval. From pressure to roll back DEI initiatives to potentially devastating cuts to research funding, changes stemming from the White House pose real and immediate challenges for our institutions, our people, and our work.

Need policy guidance? Check out our Federal Policy Navigation Suite for policy primers and other services to inform strategic decision-making in today’s political landscape.

At EAB, we understand the unique challenges you face and can help you take proactive steps to bolster your institution’s resilience. Here are four strategies you can implement today to alleviate stress, sustain morale, and position your institution for success in uncertain times.

1. Audit your funding sources

The impending decline in federal funding is a reality that institutions must navigate, as it may signal a shift toward a greater reliance on alternative funding in higher education. Rather than spending excessive time worrying about potential changes, it’s crucial to focus on the enduring principles and commitments that remain constant.

To help your teams feel more secure, establish a clear strategy for auditing your funding sources beyond the Department of Education (ED) and National Science Foundation (NSF). Look into potential support from agencies such as the Department of Labor, Department of Agriculture, Department of Defense, and Department of State.

Understanding your funding landscape is essential, but it’s equally important to take decisive action. By evaluating the impact of these changes and swiftly redirecting efforts toward enhancing recruitment, retention, philanthropy, and administrative efficiency, you can build a resilient financial foundation. Resist the temptation to let external pressures derail your progress—instead, focus on strengthening all revenue sources to ensure the sustainability of your institution.

2. Form targeted “tiger teams” for rapid response

At EAB, we’ve seen the benefits of creating dedicated teams that can address compliance swiftly and effectively. Establish your own rapid response team dedicated to preparing for and responding to new executive orders. This team should be empowered to manage execution while allowing legal analysis and campus messaging to be handled by your leadership.

When establishing your response team, keep in mind several key elements:

• Define specific parameters for when the team is activated and when they are not
• Educate campus stakeholders to address expectations about the team’s scope and responsibilities
• Establish internal and external communication channels to receive and disseminate information

Clearly defining roles and responsibilities will ensure that your team is ready to activate as soon as new guidance is issued, allowing you to navigate compliance challenges without getting bogged down in lengthy discussions.

How to assemble a rapid response team

To take this strategy even further, consider assembling nimble, cross-functional “tiger teams” dedicated to specific areas like immigration law, Title IV funding, or civil rights compliance. These small teams can quickly assess how each executive order might impact your campus, offer cost/benefit analyses, and propose possible courses of action.

3. Streamline internal coordination around potential policy changes

To avoid the pendulum shift of the entire cabinet huddling to discuss every policy change—which draws attention away from more strategic engagement—organize your cabinet into smaller teams for internal coordination around potential flashpoints. Developing a clear framework for decision-making will allow your leadership to respond quickly.

Implement regular risk briefings where communications staff monitor emerging issues and provide updates on potential executive orders. For instance, every three weeks, have the vice president for communications or government relations brief the cabinet on the top federal and state policy changes. This routine not only keeps risks top-of-mind but also fosters collaboration among cabinet members for early mitigation strategies.

Additionally, it is crucial to set clear expectations regarding how and when your institution will respond to new orders. Create a structured communication plan that outlines the protocol for responding to different types of issues, categorizing them into “Mission Critical,” “Mission Indirect,” and “Mission Unrelated.”

The University of Maine System uses a “stoplight framework” to simplify decision-making for institutional statements:

This structure will help your leadership understand when immediate action is necessary and when it’s appropriate to take a step back for further analysis. By establishing these guidelines, you can reduce anxiety and ensure that your team is prepared to tackle challenges as they arise.

4. Maintain focus on strategic priorities

It can be difficult to keep your eyes on broader strategic goals when executive orders demand urgent attention. However, the enduring issues facing higher education—like the looming enrollment cliff—have not gone away. Demographic shifts will continue to affect enrollment, making it essential to prioritize recruitment and retention strategies now more than ever. In parallel, public confidence in higher education is under greater strain than ever, and the demands for ROI will only grow.

Aligning your program portfolio with the evolving economy is now a non-negotiable for success, establishing a clear and differentiated value proposition will be central to sustaining enrollment, and hardwiring practices to support student success will be necessary to ensure more students complete the journey from matriculation to graduation. Progress on these long-range challenges will ultimately strengthen your institution’s foundation, regardless of any short-term policy hurdles.

Embrace change as an opportunity

While the current political climate may feel daunting, it’s essential to recognize this moment as a strategic inflection point. The challenges we face can be reframed as opportunities to enhance financial sustainability, improve processes, and demonstrate resilience and adaptability, which will allow your teams to not only navigate the current challenges but emerge stronger and more strategic in their approach to the future. Embrace this moment, and let it be a catalyst for innovation and growth within your institution.

EAB’s Strategic Advisory Services is designed to help institutions meet these imperatives. Our extensive experience helping hundreds of institutions navigate uncertainty and turbulence has given us a unique window into what the most successful organizations do differently. To learn more about how we can help your team save time, reduce anxiety, and accelerate progress through changing state and federal landscapes, schedule a call with one of our industry experts today.