An interview with Executive Coach and AACRAO Consultant Teneal Taylor
AACRAO Consulting had an opportunity to sit down (virtually, of course) with Executive Coach Teneal Taylor to discuss the growing leadership gap in higher education and the role executive coaching can play in developing confident, effective leaders.
Why do you believe there is a leadership gap within higher education?
Taylor: One of the clearest signs of a leadership gap in higher education is the level of burnout many leaders are experiencing. In many cases, leaders are not only carrying the responsibilities of their original roles, but they are also being asked to guide teams, lead change, manage complex projects, support student success, and respond to increasing institutional pressures. Even the most capable leaders can feel stretched, isolated, and overwhelmed when they are expected to lead without the right level of preparation, support, or development.
Higher education is filled with talented, deeply committed, mission-driven professionals. Many leaders began as strong individual contributors, subject matter experts, faculty members, administrators, or functional specialists. Because of their expertise and reliability, they are often asked to step into expanded leadership responsibilities, such as chairing a department or committee, leading a high-priority initiative, or supervising a team. Yet many did not enter higher education with the expectation that leadership would become such a central part of their work.
I do not see the leadership gap as a lack of intelligence, commitment, or capability. I see it as a gap in support, structure, and intentional development. Excellence as an individual contributor does not automatically translate into confidence and effectiveness as a leader.
Universities are managing many competing priorities, and leadership development can understandably get pushed behind more urgent operational needs. The challenge is that leadership capacity is not a “nice to have.” It directly impacts employee engagement, retention, collaboration, institutional culture, and the student experience.
The leadership gap is not about people falling short. It is about making sure talented people have the tools, support, and development they need to lead well.
Who is a good candidate for executive coaching?
Taylor: A good candidate for executive coaching is a leader who is thoughtful, capable, and open to growth. Coaching is not about “fixing” someone. It is about creating space for a leader to reflect, gain clarity, strengthen their leadership approach, and become more intentional in how they show up with others.
In higher education, many leaders are navigating complex environments with competing priorities, limited resources, and high expectations from multiple stakeholders. A strong candidate for coaching may be someone who is stepping into a new role, preparing for expanded responsibility, leading through change, managing a challenging team dynamic, or trying to better align their leadership style with the impact they want to have.
Executive coaching is especially valuable for leaders who are willing to pause and look honestly at their patterns, communication, decision-making, and influence. The most successful coaching clients are not necessarily the leaders who have everything figured out. They are the leaders who are curious, self-aware, and committed to becoming more effective.
Ultimately, a good candidate for executive coaching is someone who wants to lead with greater clarity, confidence, and purpose, and who is willing to do the reflective work required to grow.
What are the types of topics discussed in an executive coaching session?
Taylor: The topics discussed in an executive coaching session are primarily led by the participant. Coaching is designed to meet leaders where they are and help them work through the real situations, decisions, and challenges they are facing in their day-to-day leadership.
An executive coach serves as a thought partner, sounding board, and confidential space for reflection. Sessions may be used to prepare for an important conversation, think through a team dynamic, process a difficult decision, strengthen communication, clarify priorities, or reflect on how a leader wants to show up in a specific situation. Coaching can also be helpful when preparing for a presentation, strategy session, organizational change, or new leadership responsibility.
One of the most valuable aspects of coaching is that it gives leaders a safe place to slow down, talk openly, explore options, and consider the impact of their choices before taking action. Many leadership challenges do not have one obvious right answer, and coaching creates space to think with more clarity and intention.
Executive coaching is also confidential. While an organization may sponsor or provide coaching, the specific content of coaching conversations is not shared with the organization. This confidentiality allows leaders to speak honestly, reflect deeply, and use the time in a way that is most meaningful and useful to their growth.
How is executive coaching different from consulting or advising?
Taylor: Consulting and advising often involve bringing subject-matter expertise, recommendations, or a range of solutions to a particular problem. Executive coaching is different. Coaching is a structured, confidential process that helps leaders reflect, clarify their thinking, strengthen self-awareness, explore options, and determine their own next steps.
A professional, credentialed coach does not need to be the subject-matter expert in every aspect of a leader’s work to provide meaningful value. Instead, the coach is trained in the coaching process. This includes asking thoughtful questions, listening deeply, identifying patterns, creating space for reflection, and helping the participant think more clearly about their goals, challenges, decisions, and leadership approach.
In higher education, it can certainly be helpful for a coach to understand the broader institutional environment. However, the power of coaching is not dependent on the coach having done the exact same job as the participant. The coaching relationship is a partnership that allows the leader to bring forward their own expertise, context, and experience while the coach supports reflection, insight, and intentional action.
Coaching is not about giving leaders the answers. It is about helping leaders access their own clarity, confidence, and wisdom so they can lead more effectively.
How did you get involved in leadership development in higher education?
Taylor: For most of my career, I held HR leadership roles at Procter & Gamble, where I had the opportunity to work alongside global executives and support leaders across a wide range of business functions, cultures, and organizational challenges. That experience gave me a strong foundation in leadership development, executive partnership, talent strategy, and organizational effectiveness.
More recently, I spent five years at Western Governors University, where I was responsible for HR support across several key areas, including the Registrar’s Office, Office of Admissions, Strategic Enrollment, Student Success, and other student-facing functions. In that role, I saw firsthand the complexity, pace, and pressure higher education leaders are navigating every day.
I also developed a deep appreciation for the mission of higher education and the people who dedicate their careers to helping students succeed. That combination of leadership development experience and higher education context is what led me to focus more intentionally on supporting leaders in this space.
How can I find out more information about executive coaching through AACRAO?
Taylor: AACRAO Consulting is expanding its leadership development offerings to include executive coaching through PLACE, the Professional Leadership and Coaching Engagement. PLACE is a six-month leadership development experience designed specifically for higher education leaders.
The program brings together a small cohort of six to eight participants who meet monthly for 90 minutes of leadership development, discussion, and peer connection. In addition, each participant receives monthly one-on-one executive coaching to help them reflect on their own leadership, work through real-time challenges, and apply what they are learning in a practical and meaningful way.
PLACE is designed to help leaders build confidence, strengthen their leadership approach, and feel less isolated as they navigate the complexity of higher education. Those interested in learning more can visit AACRAO’s website or contact AACRAO directly for additional information about upcoming cohorts.
AACRAO members, do you have a question for our team of higher education consultants? Send your “Ask a Consultant” question to consulting@aacrao.org.
For more information on how AACRAO Consulting can assist your campus, visit our website or contact us via email at consulting@aacrao.org.
Also, visit the AACRAO Bookstore to order the SEM trilogy of books:
“SEM in Action: Implementing and Sustaining Your Plan” ↗
“SEM Core Concepts: Leading Toward Learner Success and Campus Enrollment Health” ↗
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