Any professional familiar with the transition to, or stability in, leadership roles has likely been told at some point in their career that it’s “lonely at the top.” This adage, often used as a rite of passage when roles that require great responsibility and oversight are taken, has become ingrained in our society. However, with greater research and attention on the profound impact of loneliness on mental health, it is crucial to explore how this narrative shapes the experiences and internal beliefs of our institutional leaders. Does the widespread acceptance of this narrative act as a blind spot that hinders our ability to make decisions and contribute to our overall effectiveness as leaders? More importantly, does it discourage leaders from seeking necessary support to contribute positively to their own mental health and overall success in their roles?
The Risk Management and Well-Being Connection
When we think about risk management in higher education, our thoughts often gravitate towards financial or operational realms and seldom the well-being of leadership. Take for example those overseeing student mental health in higher education—executives, deans, and directors of counseling and health and wellness. Their responsibilities not only involve overseeing student mental health, but they also include managing crises, ensuring campus safety, navigating hospital systems, and supporting front-line clinical staff. Yet, they are rarely asked, “Who is checking in on you?”
One of the greatest challenges these leaders face is being stuck in a reactive cycle of continuously responding to campus mental health issues without the opportunity to step back to address the underlying issues driving the ongoing demand for services. This is particularly challenging with leaders who lack administrative infrastructure in their wellness departments, which is an unfortunate reality for many college campuses.
As these leaders continue to encounter crises, en