This blog is part of our series, “Higher Ed + Politics: Meeting the Moment.” We’re addressing the complexities of the current political environment and its effect on higher education. In this series, we’ll provide essential guidance from industry leaders on enrollment trends, financial aid solutions, effective leadership strategies, crucial communication approaches, and more.
A few years ago, if I told a college president they might have to defend their institution against a public attack from their governor, members of Congress, or even the President of the United States, they would have laughed me out of the room. Today, that’s the reality we’re living in.
Higher education institutions are no strangers to controversy, but the range of crises we have to plan for has evolved. Instead of handling internal challenges like recruiting students or balancing the budget, colleges and universities are finding themselves in the crosshairs of politically motivated scrutiny, investigations, and funding threats.
I lead higher ed crisis communications planning exercises with college presidents and senior leadership teams regularly. Traditionally, these sessions focus on campus emergencies or reputational threats. But lately, I’ve had to introduce a new kind of scenario—how to respond when state or federal officials publicly attack your institution or pressure you to change policies.
A few years ago, these scenarios might have seemed far-fetched. Now, they are the standard. And whether institutions are ready or not, they need to learn how to defend themselves in the court of public opinion.
How to Respond When Your Institution Faces External Pressure
The New York Times editorial board recently published an article encouraging college presidents to step up and defend their institutions. “University leaders would help themselves, and the country, by emerging from their defensive crouches and making a forthright case for inquiry, research, science and knowledge,” The Times wrote.
I agree with their assessment. The approach is similar to any issues management or crisis communications response.
Be Prepared
You need a game plan. Higher education institutions should anticipate politically motivated attacks just like they would plan for a data breach or a natural disaster. Identify key spokespeople, establish your messaging framework, and outline response protocols before the headlines hit. The more prepared you are, the more confident and credible your response will be.
Be Transparent
Silence or evasiveness in a crisis only fuels suspicion and speculation. Share what you know, what you’re doing, and what your institution stands for. Even when you don’t have all the answers, acknowledging uncertainty and showing that you’re actively working toward solutions builds trust with your campus community and the public.
Be Responsive
In today’s media and political environment, speed matters. If you don’t tell your institution’s story, someone else will, and they may not get it right. Respond quickly and factually to inquiries, misinformation, and attacks. But don’t just react—respond in a way that reinforces your values and long-term positioning.
Be Empathetic
Your campus community is watching closely and often feeling the impact of a crisis most acutely. Acknowledge their concerns, communicate with compassion, and center your people in your messaging. Empathy signals leadership that understands the stakes and takes responsibility.
Be Consistent
Mixed messages erode credibility. From leadership emails to public statements to media interviews, your institution should speak with one voice. Consistency across platforms, spokespeople, and moments of uncertainty helps reinforce your values and keeps your message from being misinterpreted or distorted.
"Defending your institution isn’t about being combative—it’s about being clear, confident, and principled. When done well, crisis communications doesn’t just protect your reputation—it reinforces your institution’s purpose, values, and enduring impact."
Start Building Your Crisis Communication Plan
This political climate demands more from higher education leaders than ever before. Defending your institution isn’t about being combative—it’s about being clear, confident, and principled. When done well, crisis communications doesn’t just protect your reputation—it reinforces your institution’s purpose, values, and enduring impact. In a time when higher education is under the microscope, strategic crisis communication is one of the most powerful tools presidents and senior leaders have.
Need support crafting a crisis communications plan? Carnegie’s Strategic Communications team is here to help. Reach out and start a conversation.
Matt Gerien, Senior Vice President of Strategic Communications, has worked both on campus and on Capitol Hill. Prior to Carnegie, he was the chief communications officer at Rhodes College. Before that, he spent a decade as a television journalist and served as a Congressional press secretary.”