How I Transitioned Into a Leadership Role in the Registrar’s Office

By Christian Winnewisser, Registrar, The Colleges of Law, and ASCEND Cohort 6

It was both an honor and a uniquely complex transition to step into the role of Law School Registrar after a predecessor who had served for 45 years. In my case, the transition was further shaped by my promotion from within the organization, moving from a familiar colleague role to a leadership role responsible for policy interpretation, compliance, and institutional accountability. Roles held for such a long period often become deeply intertwined with the individual who occupied them, with processes, institutional memory, and decision-making residing more in experience than in documentation. The transition required more than simply assuming responsibilities. It required preserving institutional knowledge while thoughtfully modernizing systems and practices for the future.

Long tenure often means that institutional knowledge is deeply embedded in individuals rather than documentation. This rang true in my case. One of my first priorities was to make that knowledge visible and sustainable.

• I began by taking inventory of every task performed by the Registrar’s Office, large and small, and organizing them into a comprehensive procedure manual.

• Each task was documented and linked to standard operating procedures where they existed, creating a centralized operational map of the office.

• Where standard operating procedures did not exist, they were created.

This process was not only about documentation. It was about understanding the rhythms, dependencies, and compliance touchpoints of the work.

Taking on leadership after such a long-standing predecessor also required a shift in mindset, both internally and externally.

• Internally, I had to move from being a contributor to being accountable for the entire system. That meant evaluating processes not only for how they had always been done, but for whether they were efficient, scalable, and compliant with current regulatory expectations. I identified gaps in processes and, in some cases, areas of noncompliance that needed to be addressed.

• Externally, the transition presented a different challenge. Many colleagues knew me when I held a more junior role. Moving into a leadership position required recalibrating those relationships while maintaining the collegiality that had been built over time.

Complicating this new leadership dynamic was perception.

• I am relatively “young” for this leadership role. Whether intentional or not, that perception can influence how colleagues initially receive authority or expertise. Combined with an internal promotion, it sometimes required additional effort to establish credibility and reinforce that my new role includes responsibility for interpreting and enforcing institutional policy.

• Another lesson has been the perception that comes with regulatory expertise. A strong understanding of accreditation standards and regulatory requirements is essential for a registrar, yet that expertise can sometimes position the office as a perceived barrier to progress. I have learned that the key is reframing compliance as an enabler of sustainable decision-making. By grounding discussions in policy and standards while remaining solutions-oriented, the Registrar’s Office can move from gatekeeper to trusted advisor.

Ultimately, I learned that effective succession is not about replacing institutional history. It is about translating it into systems, relationships, and practices that will sustain the institution into the future.

I will be sharing more about my experience at the 111th AACRAO Annual Meeting in New Orleans on April 22, 2026, as part of a panel with fellow registrars who have navigated different onboarding paths within the Registrar’s Office. Joining me will be Lesa Beals, Senior Associate Registrar at Purdue University–West Lafayette, Becky Keogh, Senior Associate Registrar at Michigan State University, and Dr. Curtis Clock, Associate Registrar for Academic Services at Ball State University. Our session, “No More Sink or Swim: Intentional Onboarding for Registrars,” will explore strategies for supporting registrars as they step into these complex roles. I hope to see you there.