Leading with Vision

By James Hurley, Ed.D., President, Tarleton State University (TX)

When assuming the role of president at Tarleton State, it was clear that the university had a proud legacy with unbridled potential. With cherished traditions and unwavering support in place, we outlined a vision for the future — a vision that would honor our past while guiding us to new heights. To reach our goals, we needed to understand the heart of this institution: the people. In meeting with students, faculty, staff, alumni, and community members, their stories, hopes, and dreams for Tarleton State inspired our path forward.

One thing became clear early on: Tarleton’s strength is in our people, our Texans. The traditions, values, and sense of belonging here are unmatched. We knew that any strategic plan that was developed had to be rooted in these strengths. That’s why our vision wasn’t just about buildings or budgets. It was about people. It was about making sure every single student, no matter their background or circumstances, had the opportunity to succeed. This institution is built on the hard work and passion of those who came before us, and it’s our responsibility to build on that foundation for the next generation.

Casting a Bold Vision

Our strategic plan, Tarleton Forward 2030, was born out of the desire to create a lasting impact. It was designed to carry us through the next decade, coinciding with our 10-year reaffirmation by the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC). I wanted a plan that would guide us until 2030, positioning Tarleton State as the premier comprehensive university in the nation. As we were finalizing the details, none of us could have predicted the storm that was about to hit. By March 2020, the world was grappling with the COVID-19 pandemic, and everything we thought we knew about the future was suddenly uncertain.

Many leaders might have paused their plans, but I felt a conviction deep in my gut: we had to move forward. The pandemic, with all its challenges, couldn’t be allowed to dictate the next decade for Tarleton State. We had a momentum that I wasn’t willing to lose. Faculty, staff, students, and community stakeholders had already bought into our vision, and I didn’t want to let fear of the unknown take that away. We pressed forward, using our strategic plan as an anchor in the storm.

What I didn’t expect was how much the plan would mean to our community during those dark days. Faculty members would stop to thank me for continuing. They told me that working on the plan allowed them to take their minds off the pandemic and to dream again. It gave us all hope — a sense that no matter what was happening in the world, we had control over our future. And that’s what leadership is about, isn’t it? Offering hope when the outlook is bleak, and giving people something to work toward, even when the path ahead is uncertain.

As the months went by, we encountered challenges we never could have anticipated. The pandemic changed the way students viewed learning. Those finishing middle school or transitioning into high school during COVID were now our incoming freshmen. Their expectations were different. They wanted a hybrid learning experience — both face-to-face and online — and we had to adapt. It forced us to rethink how we deliver a transformative educational experience. But it also opened new doors for innovation, and we’re now leading the way in providing flexible learning options that meet the needs of modern students.

Turning Challenges into Opportunities

The journey hasn’t been without its hurdles. There were moments when we questioned whether we were aiming too high. But I’ve always believed that courageous leadership means setting a vision that stretches beyond where you are today. It’s about looking five or ten years down the road and saying, “This is where we want to be,” even if you don’t have all the answers right now. It’s about betting on your team, on your community, and on your future. 

Our bold decisions have already begun to pay off. We’ve outpaced our projected growth, which has brought its own set of challenges — like having more students than we have housing for. But these are good problems to have. We’re managing active construction projects and planning for the future, all while maintaining the momentum we’ve built. 

We recently announced the launch of a feasibility study to create the College of Osteopathic Medicine. This means more than just new programs; it’s a game-changer for our university and the State of Texas. We are addressing a critical need for primary care physicians, particularly in rural areas. The new college aligns perfectly with our strategic goals, from enhancing student success to making a meaningful economic impact on our region. It’s the kind of initiative that sets Tarleton State apart and positions us as a leader in higher education. 

Courageous Leadership

Looking back, I realize that every step we’ve taken over the past few years has been guided by a single principle: courage. Courage to set a bold vision, courage to move forward when it would have been easier to stand still, and courage to inspire others to believe in themselves and in their ability to achieve more than they ever thought possible. 

That’s what I believe courageous leadership is all about. It’s not just about making decisions for today — it’s about casting a vision for tomorrow and rallying others to help make that vision a reality. It’s about empowering people to see beyond their current circumstances and to believe in their potential to create something better. 

At Tarleton State, we’re not just here to help people survive, we’re here to help them flourish. As president, it’s my responsibility to make sure that every decision we make and every plan we create, moves us closer to that goal. Because in the end, it’s not just about being a good leader — it’s about seeing an organization’s potential and having the courage to help a community realize that potential.