Weathering Storms: Lessons from 50 Years Inside Higher Ed Boardrooms

Webinar recap: Heather Fehn, vice president, chief of staff, and secretary to the board of trustees at The College of New Jersey; Martha Tassiello, chief of staff at Joan and Sanford I. Weill Medical College of Cornell University (and former executive director of presidential and board operations, Adelphi University); and Matthew Maxwell, senior consultant, AGB OnBoard, explore the evolving role of higher education board professionals and how to confidently lead boards through institutional transformation.

Higher education is no stranger to disruption. From presidential transitions and evolving missions to new pressures around accountability, colleges and universities are navigating an era of continuous change.

Behind the scenes, board professionals are the glue that holds governance together. But it’s not always easy to stay grounded and effective while guiding boards through transformation.

In a recent AGB webinar, veteran board professionals Heather Fehn and Martha Tassiello shared candid insights into how the role has evolved and how to lead boards with confidence through institutional transformation. Drawing on decades of experience, they explored how board professionals:

• Support their boards during presidential transitions or leadership overhauls.
• Build trust and alignment across long-tenured and newly appointed trustees.
• Manage increasing tech diversity on their boards.

In addition, Fehn and Tassiello discussed how the board professional’s role has changed and what’s coming next.

Read on for our top takeaways from this engaging session.

Transition Planning Is Key to Effective Leadership

Presidential transitions are among the most disruptive moments an institution can face, regardless of the circumstances. Both Fehn and Tassiello stressed that preparation makes all the difference.

“Whatever the reason for the separation, the board needs to be prepared to address the change,” Fehn said. “Unless the board is prepared before the time it needs those skills, you’re likely to run into some challenges.”

Tassiello compared the situation to driving. “When you drive your car and you’re about to head into a turn, you don’t brake in the turn. You brake before the turn so that you can manage the turn well,” she said. “It’s the same concept with transitions, whether that be the chair of your board or the president of the institution.”

Practical steps such as creating succession plans, establishing a transition committee, and identifying interim leadership options can help boards stay steady and confident.

Even a Single Transition Shifts the Culture

Culture isn’t background noise. It shapes how institutions collaborate, debate, and make decisions. Even a single leadership change can shift group dynamics, making it essential for board professionals to nurture alignment and trust through periods of transition.

“You change one member, that dynamic changes for the entire group,” Fehn said. “It’s true for your board. It’s true for a president. It’s important to look for a president who is really good for the institution.”

Presidential searches highlight this reality. Closed searches, open stakeholder collaborations, and hybrid models each carry cultural implications. The right approach depends not just on governance practices but on the unique culture of the institution itself.

Trust and Camaraderie Strengthen Governance

Boards make the toughest decisions more effectively when members trust one another. But that trust doesn’t appear overnight. It’s built through intentional practices that board professionals can help shape.

Tassiello shared one simple but powerful approach. “Whenever I had a new trustee, I seated them next to a long-tenured veteran trustee,” she said. “Naturally, they’re going to talk during the meeting. They’re going to break for lunch and continue the conversation.”

Regular communication also builds pride and connection. At a previous institution, Tassiello’s president sent out a weekly email called the “Friday Five,” with five quick highlights from campus. “[Trustees] loved the “Friday Five” because in about three minutes, they read five bullet points that made them feel proud to be a member of our board,” she explained.

From social outings to structured board retreats to bite-sized updates, these touchpoints foster relationships that strengthen board culture and ensure trustees can lean on one another when the need for tough decisions arises.

Tech Diversity Among Trustees Requires Flexibility

Not all trustees approach technology with the same comfort level. While some dive into digital platforms with ease, others prefer more traditional methods.

“This is about meeting trustees where they are,” Fehn said. “When we’re onboarding new trustees, I don’t want to give them a binder and say, ‘Here you go. It’s going to be outdated tomorrow, but enjoy.’ I want them to be able to use it as a resource throughout their tenure as a trustee.”

Fehn described placing orientation materials in the board portal as a simple but powerful solution. “It allows us easy access, and we can keep it updated very easily for new trustees coming in. But it also allows us to use it as a resource.”

By offering flexible tools and accessible resources, board professionals can level the playing field. This ensures every trustee, no matter their tech fluency, can fully participate in governance.

Technology Streamlines Governance and Boosts Engagement

The right technology can be a catalyst for stronger governance. Fehn and Tassiello highlighted how an online board portal like AGB OnBoard helps boards centralize materials, communicate securely, and stay focused on strategy rather than logistics.

“My trustees really loved the transition,” said Tassiello. “At my last board meeting, one of the trustees said to me, ‘I wish we had switched to AGB OnBoard sooner.’”

For today’s busy trustees, centralization is essential. “Back in the day, many trustees were retired or semi-retired and had a lot of time,” explained Tassiello. “That’s not the case today. Many trustees are still working, and even our retired trustees are busy people. You need a platform that’s easy to navigate, that holds lots of information so trustees can find what they need in just a couple of clicks.”

From uploading meeting decks in real time to tracking which sections trustees spend the most time reviewing, AGB OnBoard makes board work more seamless and transparent. For trustees, it’s a tool that saves time, simplifies collaboration, and strengthens engagement.

Board Professionals Have Evolved into Strategic Leaders

Once seen primarily as administrators, board professionals are now recognized as indispensable strategic partners. They bridge communication between leadership and trustees, provide critical context during disruption, and help boards stay focused on governance rather than operations.

“You’re not just gatekeeping time, managing calendars, and doing administrative tasks,” Tassiello said. “You’re really a strategic thought partner to the president and the board.”

Adaptability is key. “I think we’re all in a little bit of a different world and yes, I think experience is always worth something. But nobody knows it all anymore,” Fehn noted.

By sharing relevant resources, elevating conversations to the strategic level, and ensuring trustees are equipped to ask the right questions, board professionals add tremendous value. In today’s rapidly changing higher education landscape, their leadership and perspective are more vital than ever.

There’s No One Right Way To Be a Board Professional

One theme that ran throughout the entire webinar is that board professionals must be flexible. Institutions, boards, and leaders all bring unique contexts, and what works in one situation may not fit another.

“You’ve heard a lot of varying opinions. There’s not one right way to approach being a board professional,” Fehn said. “Think outside of the box, be strategic, and share what you learn.”

Tassiello agreed. “There’s not any one way to do it. You will evolve as a board professional and as a professional. People change. Conditions change. Situations change. You’re allowed to grow and change. It’s not a bad thing.”

The most important skill is flexibility. By staying open to new approaches and willing to adapt as circumstances shift, board professionals can continue to guide their boards with confidence, no matter what challenges may arise.