In this issue, we catch up with President Fulcher and talk with him about some of his leadership strategies.
Viewpoint: There have been a lot of exciting projects and initiatives going on at PLNU in the past few months. Can you share a few highlights from the spring that were meaningful for you and important for PLNU?
I believe Christian higher education has a unique opportunity to model a different kind of witness, one grounded in Scripture, humility, truth, and Christ-centered love.
President Fulcher: It’s been an especially encouraging spring in a number of ways. One highlight for me has been the opportunity to recruit outstanding faculty and leaders to PLNU. We’ve had several dean, faculty, and vice president searches underway, and I continue to be encouraged by the quality of people who feel called to this community. Those kinds of hires shape the university for years to come, and our students will benefit greatly from their leadership and investment.
I’ve also been encouraged by the momentum surrounding our OnePLNU strategic plan. What’s been especially meaningful is seeing people across the university working together with a real sense of shared purpose and ownership. There’s a strong commitment to the work ahead, and I think that collaboration positions PLNU well for the future. Another meaningful area this spring has been the continued conversations around what we’ve called “faithful tensions.” We’re living in a time when meaningful dialogue across differences can be difficult, but I continue to be encouraged by the thoughtful and gracious ways our community is engaging important issues together. I believe Christian higher education has a unique opportunity to model a different kind of witness, one grounded in Scripture, humility, truth, and Christ-centered love.
Viewpoint: As a leader, you are involved in so much diverse work. What are some of the strategies you use to manage your time and energy that could perhaps be used by our readers as well?
Leadership is healthier and more sustainable when we recognize that rest, relationships, and personal well-being matter too.
President Fulcher: I’ll start by admitting that I certainly haven’t mastered time and energy management. One thing I continue learning is that sustaining energy isn’t really about constant productivity. When I’m healthy, grounded, and fully present with the people around me, that’s usually when I’m at my best as a leader and when the most meaningful progress happens.
I’ve also learned the importance of creating healthier boundaries between work and home. I’ve tried to be more disciplined about sleep and about disconnecting from email earlier in the evening. When I’m home, I want to be present with Robyn and not constantly distracted by work.
I’m still learning as I go, and I definitely haven’t found the magic formula for getting all the exercise I should! But I do think leadership is healthier and more sustainable when we recognize that rest, relationships, and personal well-being matter too.
Viewpoint: When you have competing demands and pressures, how do you set priorities and choose what to focus on and what to delegate?
We have incredibly gifted people across this university, and PLNU is stronger when leadership and decision-making are shared across the community.
President Fulcher: One of the leadership lessons I continue learning is that it would be easy to spend all of my time reacting to immediate needs and pressures. But if we want to move the university forward thoughtfully and faithfully, I have to create enough space to focus on the longer-term work and priorities that matter most.
When I’m faced with competing demands, one question I try to ask myself is: where is my attention and perspective most needed? Some things genuinely require the president’s direct involvement, while other areas are better served by empowering talented people to lead within their own areas of expertise.
I’ve also learned how important trust is in leadership. We have incredibly gifted people across this university, and PLNU is stronger when leadership and decision-making are shared across the community rather than concentrated too heavily in one person. I think most of us have experienced environments shaped by micromanagement, and that usually isn’t the healthiest or most effective way to lead.
I try to approach feedback with a growth mindset.
Viewpoint: I’m sure as a university president, you receive a lot of feedback from members of our community. How are you able to use feedback productively without being overwhelmed or discouraged by it?
President Fulcher: I try to approach feedback with a growth mindset. Even difficult feedback can be an opportunity to learn, reflect, and grow. That doesn’t mean I agree with every perspective or think all feedback carries the same weight, but I do try to stay open to understanding what may be underneath it.
I’ve found that when I can listen without becoming defensive, there’s often something important to learn, even in moments that are uncomfortable or challenging. I think leadership requires a willingness to keep learning and adapting, and feedback is one of the ways that growth happens.
Five Fast, Fun Fulcher Facts
| Favorite class in elementary school: | 6th grade German |
| One book on his summer reading list: | Justin Giboney’s Don’t Let Nobody Turn You Around: How the Black Church’s Public Witness Leads Us out of the Culture War |
| Something he does at least three times a week: | Reading Scripture and journaling |
| What he puts on his pancakes: | Peanut butter and maple syrup |
| One item he has on his desk that isn’t strictly work-related: | “A circular paperweight with an Audubon drawing of a hawk, which was a gift from Kathy McConnell. It’s my reminder to stop and ‘consider the birds of the air’ if we think of the Matthew passage. I’m unapologetically a ‘bird nerd!’” |
