In early October, NASPA hosted its annual New SSAO Institute. As always, there was an enthusiastic group of brand new and relatively new senior student affairs administrators (SSAOs) gathered to participate in what might be called a boot camp. Participants learned what to expect in their roles and how to prepare to be outstanding senior leaders on their campuses. Perhaps some institute participants expected to learn details about the traditional areas supervised by senior administrators in student affairs, yet the institute faculty hammered home the idea that SSAOs must have broad visions of their roles. The message clearly articulated in every learning opportunity was that senior student affairs administrators must see themselves as vital, informed, and effective campus leaders.

To help leaders begin to own this expectation, the institute curriculum first concentrated on participants' strengths and the different scenarios in which those strengths may be used. We all feel proud when we can identify our strengths, but the facilitator pointed out that strengths used consistently without sensitivity to others can become weaknesses. This insight is important for all of us, regardless of our titles or how long we have been in our current positions; frequently, we allow our strengths to shape our approaches to our work, yet without the balance of varied perspectives, we risk becoming isolated and, therefore, ineffective leaders.

The institute facilitators shared their wisdom gained from graduate education and myriad professional experiences as they covered a wide range of topics, including the important moves one has to make early on in the SSAO role; strategic planning and financial management; how to be an effective cabinet member; how to stay balanced personally and professionally while navigating the waters of campus culture and politics; and how to stay on course when there is a presidential change.

The session that surprised me was the one on student affairs and the law. This topic is always part of the New SSAO Institute, but it was facilitated in a new way. The session leader began by asking basic questions about issues critical to students and higher education. To my horror, my colleagues and I were wrong in most of our responses! There was one question on affirmative action that I should have answered correctly because I've written on this topic for decades. Upon realizing our lack of knowledge about the law, the facilitator spoke true words that I hope all of us will heed: "Law is absolutely pervasive in everything we do." He made it clear that it is unnecessary for SSAOs to obtain law degrees, but that senior administrators, especially in student affairs, should know more than we do about major issues that involve the law. This friendly warning applies to all of us, including new and very experienced SSAOs; it serves as a reminder that knowledge is dynamic and quickly becomes outdated if we do not prioritize the need to update our learning and understanding of critical topics.

Some time prior to the institute, I sent an e-mail to college and university presidents who had been SSAOs before moving to the presidency in which I asked them to share their perspectives about qualities of the "ideal" senior student affairs administrator. One president responded that he had given a presentation on this very topic to fellow presidents just a few days before my request arrived. He shared his presentation with me, which opened with the following statement: "If you don't want to be disappointed, lower your expectations!"

This president served as a senior student affairs administrator and most likely developed expectations for his cabinet members based on how he carried out his role as an SSAO. However, he and the other presidents also shared many positive expectations of SSAOs, which are fascinating and extremely informative. I will highlight their insights in the coming months through various publications and venues.

I believe I speak for all of the institute faculty members when I say that there is no reason for senior administrators in student affairs to lack the tools necessary to be informed and effective campus leaders. We urge all SSAOs-new and seasoned-to take advantage of professional development programs to keep current and on the cutting edge as educators and leaders. Each of us carries the responsibility to do our best work for the sake of students, and whether we own it or not, we are judged as a profession by how each senior leader carries out the role. It may be unfair, but it is the reality. None of us are alone, and we all bring unique strengths to the table. Together we can support and learn from each other to garner the skills essential for our roles through professional development opportunities like the New SSAO Institute and other workshops and conferences, formal mentoring relationships, informal conversations, and advice sought from trusted colleagues.

I would like to thank the facilitators of the 2009 New SSAO Institute who gave so unstintingly of their time and talent. (For a full list of faculty members, visit http://www.naspa.org/programs/ssao/faculty.cfm). I look forward to continuing to learn with the new SSAOs I met in October, and with all NASPA members through our programs, publications, and outreach.