When you're stepping into a leadership role—especially in times of institutional transition—people expect clarity from day one. But here's what I've learned: the questions matter more than the answers, and the right questions are often the hardest ones to ask.

• How do leaders stay agile without losing focus? 

• How does the organization plan strategically in chaotic times? 

• When governing, how do you balance oversight and interference? 

• How does a board redefine its relationship with institutional leadership after a transition?

These questions require a thought partner who understands that sustainable governance combines your institutional knowledge with frameworks that have helped other boards navigate complexity.

I bring lived experience on both sides of the governance relationship—as president and dean at selective liberal arts colleges, trustee at a public university and international foundations, and board chair of a large health system. My background as a neuroscientist taught me to approach problems systematically while looking for patterns and building evidence-based solutions.

The strongest boards don't try to have all the answers—they build systems for continuously finding better answers. They turn strategic oversight into strategic partnership through frameworks with metrics that matter and milestones that create momentum.

I focus on building institutional capacity for sustainable management governance—creating systems, practices, and partnership structures that allow boards to govern effectively through transitions and beyond.

Beyond expertise, I bring genuine optimism in tackling complex challenges. This isn't naive positivity—it's earned confidence from successfully stewarding institutions through transformation while maintaining their core mission and values.

The questions you're facing aren't obstacles. They're opportunities to build something more resilient, effective, and aligned with your values.

And this work—the real work of leadership—isn't something you have to figure out alone.

Joanne Berger-Sweeney, PhD., M.P.H.       Founder, Health and Science Solutions, Inc.

Transforming underestimation into advantage - Learning to use others' assumptions as strategic opportunity

Building leadership through meaningful service - Developing capacity that strengthens both careers and institutions

Managing institutional complexity during crisis - Leading through unprecedented challenges with clarity and care

Learning from controversy - Growing stronger through difficult institutional moments

Breaking barriers while building institutional strength - Leading as a "first" while creating lasting organizational impact

Bridging the Town-Gown Divide – Navigating the complexities of town and gown relationships between colleges and their surrounding neighborhoods. 

On Moving Education Forward– How campuses function as arenas for civic engagement and cultural exchange.

Unscripted Reels – Making the most of support networks in times of need.