By Autumn Walden, Editor, ̽»¨Â¥ Connect, Content Strategy Manager, ̽»¨Â¥
Each year, the Nominations and Elections Committee helps guide the process of identifying, encouraging, and presenting leaders for the Board of Directors and the N&E Committee itself. Whether you're considering nominating yourself or a colleague—or simply want to better understand how the election process works—this is your opportunity to get informed and inspired.
In this interview, we’re joined by Sarah Reed, N&E Chair, and Dr. Brenda Schumann, N&E Vice Chair, who bring experience, insight, and a deep commitment to broadening participation in ̽»¨Â¥ leadership. They’ll share their perspectives on the nomination process, what makes a compelling application, and how members can make their voices heard through nominations and voting. Leadership starts with learning how to take that first step.
From your perspective as Chair and Vice Chair, what makes a nomination application stand out?
Reed:
A strong, clear, and purpose-driven statement (within the word limit) that speaks to why an individual wants the role, how they intend to use it to advance meaningful gains for the membership, and how their combination of professional, personal, volunteer, leadership, and presentation experiences—whether within ̽»¨Â¥, regional, or state contexts—has prepared them for this moment is incredibly powerful. When someone can connect those insights with their motivation, passion, and intent, it not only clarifies their potential impact but also makes it genuinely exciting to imagine how they’ll contribute.
Understanding their purpose, priorities, and planned contributions is key. That clarity of purpose not only makes it easier to assess fit that will fill gaps for or fit emerging ̽»¨Â¥’s leadership needs and goals, but it also prevents wasted time.
Let us see your personality, in your own words. It allows the N&E Committee to keep your insights and contributions in mind as we thoughtfully build a well-rounded, dynamic slate to present to the membership.
Schumann:
It is great to learn about the accomplishments and contributions of our outstanding membership. I’d encourage those who receive a nomination to spend time telling their story about their professional accomplishments, their commitment to ̽»¨Â¥’s mission, and also their potential to lead the organization now and into the future.
It is important for those who are seeking an ̽»¨Â¥ leadership role to demonstrate an understanding of the challenges facing Registrar and Admissions professionals and a desire to contribute meaningfully to the ̽»¨Â¥ community.
Can you speak to why it’s important to follow up with those we nominate and how we can support each other in completing the process?
Reed:
Half the work is nominating someone, the other half is getting them to finish that application. Unfortunately, too many nominees don’t follow through. Life’s busy, time runs out, and sometimes we talk ourselves out of things we’re actually ready for. But those applications matter. That’s how we build a strong, diverse, balanced slate that truly reflects and serves our membership.
That’s why early, frequent, and kind follow-ups matter. The application process always takes longer than people expect. A simple, thoughtful nudge can be the thing that helps someone finally make the time and just go for it.
Through my own journey, hearing a supportive voice in those moments makes a real impact. So if you’ve nominated someone—or a bunch of folks—follow up. Send that text, that email, that DM. Tell them what you see in them. Remind them of the deadline. Share what made you think of them. It might be the little thing that unlocks something big.
Schumann:
The leadership of ̽»¨Â¥ is key to the continued and ongoing success of our organization. We all have a role in nominating our fellow colleagues who would be great ambassadors and leaders of our organization.
By nominating our colleagues—and encouraging them to complete the nominations process—we’re investing in the future of ̽»¨Â¥ and ensuring that our leadership reflects the talent of our membership.
Speaking from personal experience, sometimes a personal message of encouragement is all it takes to help someone take that next step to get involved.
What would you say to someone wondering if they’re ready to serve?
Reed:
If you’re even thinking about a leadership role, it’s probably a sign you’re ready. At the very least, it’s a good moment to start mapping your leadership path. That might mean nominating others, volunteering regionally or nationally, participating in Hill Day, sharing your expertise on an ̽»¨Â¥ podcast, building relationships, earning micro-credentials, finding a mentor or becoming one, or contributing in whatever way feels right for you.
If you’re unsure whether you’re ready or feel like you need more details, reach out to those who’ve walked this road before. Connect on LinkedIn, hop onto the ̽»¨Â¥ Exchange, or set up a quick chat to ask about time commitments, travel expectations, support systems, actual duties, and what they’d do differently. Talk to your leaders and teams at your institution, too.
And if someone nominated you, follow up with them. Ask what they see in you and why they think of you for this role.
If you’ve applied before and weren’t slated, or you made it to the ballot and weren’t elected, don’t for a second take that as a sign you’re not needed. The slating process is complicated, layered, and deeply thoughtful.
And if you were slated but didn’t get elected, it doesn’t mean you weren’t right there in the mix. Sometimes it comes down to a handful of votes (and yes, friendly shameless plug—vote when the time comes, because it matters). Needs shift, other opportunities emerge. Try again.
The only guaranteed way to stay out of leadership is never to raise your hand.
Schumann:
I’d encourage all ̽»¨Â¥ members to commit to nominating at least one of their fellow ̽»¨Â¥ colleagues for a leadership position—either service on the ̽»¨Â¥ Board or on next year’s N&E Committee. We all have a role in shaping and contributing to the future of ̽»¨Â¥.
Your contribution to the N&E process is important and necessary. Together, we shape the future of ̽»¨Â¥ by nominating for leadership positions and voting once the candidate slate has been established.
What did you personally learn or gain from your journey into this leadership role?
Reed:
One of the biggest takeaways for me was the importance of the relationship and collaboration between the chair and vice chair. That shared leadership role not only helps navigate the complexities of the process but also enriches the N&E experience for the whole committee.
I also learned or am learning:
How much the membership relies on the chair and vice chair to understand their roles—the only two people in the room who’ve been through the full process and truly understand how all the moving pieces fit together.
That it’s okay to learn, and that the learning process can feel a little intimidating.
As a member, I was learning from Sofia and Chris, the previous chairs, while also paying close attention from a vice chair’s perspective—trying to track the structure, the decision points, and the outcomes, knowing I’d be co-leading the process next time.
Being a member within and leading a group of peers, each of whom is a dynamic leader in the profession and at their institutions, as well as a key individual contributor to this work.
Serving on N&E is often a once-in-a-lifetime experience, and I want to be fully present for it.
Schumann:
Being involved in the ̽»¨Â¥ N&E Committee has given me the opportunity to connect with fellow colleagues from across the country who are committed to advancing our organization and profession.
Through this role, I’ve collaborated with our Registrar and Admissions colleagues in nominating and selecting candidates who can support and lead the ̽»¨Â¥ organization now and into the future. It is a privilege to contribute to a process that helps shape the future of our association.
Any particular goals or new features you're excited to share with the community?
Reed:
I’ve been thinking about how to raise the awareness of the opportunity to more fully integrate the nomination and election communications into the N&E’s overall role expectations. I’d love to formalize some of those opportunities — developing documentation that outlines some of these opportunities or potential approaches for future chairs, vice-chairs, committee members, and ̽»¨Â¥ comms teams.
Even with a solid framework of documentation and guidance from the Board Liaison and ̽»¨Â¥ past-president, the “how” and “when” of actual administration often aren’t always clear until you’re in the thick of it.
On a broader level, Brenda and I have been thinking about how we can contribute to the long-term evolution of N&E to help clarify roles and the work in a way that expands familiarity with the membership, especially for newer ̽»¨Â¥ members, while elevating N&E as a meaningful leadership opportunity. This article is one of those ideas coming to life: creating more transparency around N&E leadership and helping members see themselves in these roles.
Schumann:
One of our goals this year is to expand outreach and encourage nominations from a broader cross-section of our membership. Sarah and I have been working to make the N&E process more accessible and to highlight the impact of the various leadership roles on the ̽»¨Â¥ organization and on higher education. The N&E Committee plays a vital role in shaping the future of ̽»¨Â¥, and I’m excited to help guide that work.