Renae Rakidzic

My success is rooted in two things: the women who poured into me, and the confidence I've built in myself because of them. I've been fortunate to have remarkable female leaders and mentors who shaped how I think, how I lead, and how I show up. Long before I had a formal title, I was already trying to lead — encouraging honest conversation, helping my team think through challenges, and bringing solutions to the table rather than just problems. I believe leadership isn't a title; it's a posture. And the women who modeled that for me gave me permission to step into it before anyone officially said I could.

The best career advice I've ever received is simple but transformative: don't be afraid to try new things. In higher education, it can be tempting to default to the way things have always been done — but our student population is constantly evolving, and our approaches need to evolve with them. Innovation isn't just a buzzword; it's a responsibility. When we're willing to step outside our comfort zones and try something different, we open the door to better outcomes for the students we serve. That advice has shaped how I approach every challenge in my role.

Stepping into a leadership role can feel overwhelming — even after nearly a year as an assistant director, I still have moments where I ask myself, how do I navigate this? The most important lesson I've learned is that asking questions isn't a weakness; it's how you grow. Early on, I was afraid that speaking up would make me seem aggressive or out of place. But I realized that asking why we do things a certain way, or saying "I want to grow in this direction — what can I learn?" is not only appropriate, it's essential. About four months into my role, I had a direct conversation with my director about how I could develop beyond my initial responsibilities and make a real impact. That conversation changed everything. My advice: don't let fear of perception silence you. You can be thoughtful and bold. And in industries like higher education, where change moves slowly, know that asking the right questions today can plant the seeds for progress a year from now. Your voice matters, even when the results aren't immediate.

One of the greatest challenges — and opportunities — in higher education right now is meeting students where they are. Today's students are carrying more than ever: financial pressure, family responsibilities, work obligations, and the weight of feeling like they should already have life figured out. Our job is to see that complexity and respond with compassion. But sustaining that compassion without burning out is its own challenge for those of us in the field. The opportunity lies in building systems, cultures, and support structures that allow us to show up fully for our students — consistently and sustainably. When we get that right, we don't just help students succeed academically; we help them believe they belong here.

Honesty is everything to me. I never want the people on my team to wonder where they stand or feel like they can't come to me. Beyond that, I try to lead with genuine empathy — really listening, not just hearing. Life is complicated, and the people I work with are whole human beings with a lot going on. I want to honor that. At the end of the day, my greatest sense of purpose comes from being a support to others and building structures that help people succeed. That's true at work and in my personal life too.