Experience Is the Best Teacher

From an early age, and throughout my career, I have found that experience is one of life’s greatest teachers. While knowledge can be learned, lived experience is what sharpens judgment, builds perspective, and ultimately sets leaders apart.

In executive search, particularly within higher education, this truth becomes even more pronounced. Institutions are not simply hiring for credentials or capability. They are selecting firms and leaders who can navigate complexity, build trust, and move organizations forward in meaningful lasting ways.

My perspective is shaped by a career spent on both sides of the table. I have served in leadership roles across higher education, including at the University of Georgia, Emory University, and the College of Charleston, and now I lead executive searches. Because of that, I understand the nuances of both selecting leaders and being selected. My experience working with nonprofit boards has also shaped my approach, giving me a perspective grounded not just in theory, but in real, practical application developed over time.

Higher education has always placed a strong emphasis on intellectual rigor, or what we think of as IQ. Strategic thinking, academic credibility, and operational expertise are all critical. But in today’s environment, IQ alone is not enough.

The most effective leaders are those who balance IQ with emotional intelligence. They not only understand the work, but they also understand people. They know how to build consensus, navigate competing priorities, and lead with authenticity in environments that are often decentralized and complex.

Through my work in business education, student affairs, development and alumni engagement, and communications, along with my experience at Hines Dortch Consulting, I have seen firsthand that EQ is what truly amplifies leadership. It is what allows leaders to turn strategy into real impact.

At Loop Executive Search, our approach is rooted in something that cannot be easily replicated: true subject-matter expertise in higher education. This expertise comes from firsthand experience serving on hiring boards and search committees across a wide range of institutions, from large public universities to private colleges and state systems. It gives us a clear understanding of how decisions are actually made, how consensus is built, and how evaluating candidates goes far beyond what is written on a résumé.

We recognize that the hiring process is not static. It evolves based on both the candidate pool and the institution’s changing needs. Because we have both led searches and worked within institutions, we approach this process differently. We focus on creating early alignment among stakeholders instead of reacting later. We help bridge the gap between what committees think they want and what candidates are truly equipped to deliver. Most importantly, we evaluate not just qualifications, but a candidate’s ability to operate within and elevate the institution’s unique environment.

The best candidate is not simply the most accomplished person on paper. It is the individual who can lead effectively within the specific context and move the institution forward.

Successful leadership placement does not happen by chance. It is intentional. At Loop, that means designing processes that uncover both competence and character, maintaining clear and honest communication throughout the search, and guiding difficult conversations with a focus on long-term outcomes.

We prioritize culture, ethical leadership, and alignment at every stage. We know when data should guide decisions, and when experience, judgment, and context need to take the lead.

Because in the end, hiring is not just about filling a role. It is about shaping the future of an institution.

The strongest leadership decisions come from a deep understanding of an institution, its people, its culture, and where it is headed. That is what sets our work at Loop Executive Search apart. It is not just about running a search. It is about understanding the full decision-making process, anticipating challenges before they arise, and advising institutions with clarity and confidence.

In a space where leadership decisions have long-term impact, that level of expertise is not optional. It is essential.