By Dr. Tina DeNeen, Associate Executive Director, Education and Member Development, AACRAO
As the lights dimmed at the closing session of the 35th Annual AACRAO Conference for SEM in Las Vegas, Shola Richards bounded onto the stage with an energy that instantly transformed the room. Within minutes, this self-proclaimed “Kindness Extremist” had hundreds of enrollment professionals laughing, reflecting, and—perhaps most importantly—rethinking what it means to lead with compassion in an era of constant uncertainty. His message wasn’t about being nice; it was about being intentional, courageous, and deeply kind, especially in the face of the storms we weather daily in higher education.
Richards, the author of “Civil Unity,” Go Together,” and “Making Work Work,” has built a global following around one central belief: kindness is not weakness—it’s strength in action. His keynote reminded us that the culture of our offices and campuses is shaped not only by policies and processes, but by the energy and empathy we bring into every space.
“Please take responsibility for the energy you bring into this space.”
Those words lingered long after the applause faded. He spoke candidly about his own journey—from a toxic workplace that nearly cost him his life to finding purpose in creating environments where people feel seen and valued. That authenticity struck a chord in a profession where burnout and imposter syndrome often hide behind our polished professionalism. Enrollment leaders know all too well the pressure to hit targets, manage change, and support students in increasingly complex times. Richards’ story was a powerful reminder that courage and kindness must begin within. “Life is too short,” he said, “to spend another day at war with yourself.”
One of his most resonant points was the difference between being nice and being kind. Niceness, he explained, can live on the surface—it’s polite words and forced smiles. Kindness runs deeper; it’s demonstrated through consistent action.
“Nice is what you do,” he said. “Kind is who you are.”
In our offices, that might mean giving a colleague the benefit of the doubt, setting boundaries that protect our mental health, or confronting incivility with compassion rather than silence.
Richards encouraged us to think about “commitment over convenience”—staying true to our values even when it’s uncomfortable. He reminded us that being a “peacekeeper” who avoids conflict isn’t the same as being a “peacemaker” who faces difficult conversations with grace. For enrollment professionals navigating tough policy changes, budget constraints, and emotional student interactions, that’s a timely challenge: courage over comfort, kindness over avoidance.
He closed with a story about buffaloes. When a storm rolls in, cows instinctively run away from it, prolonging their suffering. Buffaloes, however, charge directly into the storm—and emerge stronger on the other side. His message was clear: the storms of higher education aren’t going away. The leaders who will sustain their teams, their institutions, and themselves will be the ones who choose to face those storms with clarity, courage, and kindness.
Leaving that room, it was hard not to feel hopeful. In a profession often defined by metrics and deadlines, Richards reminded us that our true legacy lies in how we make people feel—our students, our colleagues, and ourselves. Kindness, it turns out, may be the most strategic enrollment management tool we have.
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