By Michael Lee Stallard and Katharine P. Stallard

This article originally appeared on SmartBrief on Leadership

The month of May marks a time of transition across college campuses in the U.S. as students who have completed their degrees celebrate graduation and prepare to embark on their next chapter. On the campus of TCU (Texas Christian University), Victor Boschini will be handing out diplomas and pausing to pose for photographs for the final time as the school’s chancellor. Thankfully for the TCU Horned Frog family, the transition for this “super connector” has him remaining on campus. In his new role as chancellor emeritus, Boschini will serve as chief enrollment officer and focus on what he refers to as friend-raising. This is a fitting moment to shine the light on Chancellor Boschini and his connection-oriented leadership. Irrespective of the sector or size of group that you're in, there are important lessons you can learn from this successful leader and teacher about the power of connection that you can apply in your own setting.

Leadership has been described as the ability to take people to a place they wouldn’t go without you. Under the visionary leadership of its recent chancellors, TCU has transformed from a small, regional liberal arts college in the 1970s to a nationally-recognized university. Today, TCU is celebrated for its academic excellence, vibrant campus culture, and top-tier athletics. The Princeton Review ranks TCU among the top 10 colleges in categories such as best-run colleges, happiest students, and best quality of life.

Chancellor Victor J. Boschini, Jr. has been at the helm of this transformation since 2003. His leadership has fostered a culture of connection and belonging that has helped drive TCU's success. The university’s “Lead On: A Campaign for TCU” philanthropic initiative surpassed its $1 billion goal, and student interest has surged, with more than 22,000 applications for fewer than 2,500 freshman spots in the 2024-2025 academic year.

We first met Chancellor Boschini more than 15 years ago when the oldest of our two daughters enrolled at TCU. (Her sister would join her a few years later.) Michael had written about the competitive advantage of a Connection Culture, and Boschini immediately resonated with the concept. This shared vision led to the establishment of the TCU Center for Connection Culture and a multi-year consulting engagement, reinforcing the university’s commitment to fostering a thriving community.

Over the years, we’ve had many conversations with the chancellor about connection and personally observed the impact of his leadership. In this article, we share some of his perspectives on leadership, the role of human connection in institutional success, and why fostering relationships is essential for leaders in all sectors.

The Importance of a Connection Culture

Chancellor Boschini frequently speaks about TCU’s Connection Culture. “It’s an essential part of who we are as a Horned Frog family,” he says. He deliberately reinforces this culture in his communication. “Someone once told me, ‘Did you know you say the words “connection culture” whenever you speak?’ They were exaggerating, but I told them, ‘Yes, because I believe in it, and we must never lose it.’”

This emphasis on connection extends across campus. In speaking with us, Boschini highlighted the relationships formed between students and faculty, administrative staff, and even groundskeepers and residence hall cleaning staff. “Connection helps the mental health of both the giver and the receiver. If I feel you know me and care about me, just as I care about you, then any problems we face become more manageable.”

The Role of Connection in Organizational Success

TCU’s culture of connection has played a pivotal role in its ascent. Since Boschini’s tenure began, TCU’s first-year student retention rate has risen from 83.5% to an all-time high of 94.3% in 2023. (This compares to a national average retention rate of 70.57% and an average retention rate of 68.17% for schools in Texas.) Boschini attributes this to “TCU’s strong connected campus, our amazing faculty and staff, and our incredible first-year programs that are among the best in the nation.” He witnesses the connection between students, faculty, and staff every day.

“When the world is changing quickly, the challenge is to maintain that connection and that’s why we are so intentional about it,” Boschini explains. This intentionality became particularly evident during the COVID-19 pandemic, when TCU leveraged its strong culture to navigate disruptions and maintain a sense of community.

Leadership and Connection: A Model for Success

Our research identifies three essential elements of a Connection Culture: Vision, Value, and Voice. Leaders who communicate an inspiring vision, treat people as valued individuals, and create an environment where all voices are heard cultivate a thriving organizational culture.

When we asked him which of these three elements is most important, Boschini emphasized Value. “If people feel valued, they’ll contribute more,” he says. He also stressed the importance of Voice: “If you don’t feel like you have a place at the table, that compounds everything else.”

Boschini credits his father and early mentors with shaping his leadership philosophy. “My dad was a natural connector—a ‘go along, get along’ kind of person who tried to work things out with people. I also had great teachers who treated students with respect and helped us improve without making us feel bad about mistakes. They showed me that leadership is about relationships.”

This belief extends beyond campus. “The tent can never be too big,” Boschini says, referring to TCU’s engagement with alumni, donors, and government leaders. He established the Chancellor’s Advisory Council to bring diverse stakeholders together to focus on a topic, despite the extra effort required. “Some leaders resist involving others because it takes time. But at TCU, there’s a place at the table for everyone.”

Boschini practices what he preaches. When a call comes in from the occasional frustrated or angry parent, he takes the call himself rather than having an assistant handle it. He listens. “I tell them, ‘I may not agree with everything you’re saying, but I want you to feel heard.’ That alone calms people down. Then I'll get them to the right person [who can help them]. It takes more time, but it’s worth it.”

Being Authentic and Engaged

Boschini believes that leadership starts with authenticity. “When I first became a university president, I thought I had to act like a general—banging on my desk and pushing forward. I tried it for six months as President of Illinois State University and was miserable. Be yourself, because that’s what people want. Be genuine. People want to know the real you.”

Another key lesson: Spend time getting to know the culture before making big changes. “When I came to TCU, I spent my first year listening and observing. I discovered that our camaraderie and connection were genuine, and that made us more resilient.”

Boschini also prioritizes being present. He can often be found walking across campus, chatting with students, greeting maintenance staff, or attending sporting events. He even teaches an undergraduate class each fall (and will continue to do so as chancellor emeritus). “A leader could sit in their office all day and become isolated. I want to know what students, faculty, and staff experience. I want our cleaning staff to know they are seen and heard. Management by walking around is essential.”

The Future of Leadership: Prioritizing Connection

Boschini will be succeeded by Daniel Pullin, TCU’s current president. “It’s an honor to work alongside Victor and this team of leaders who care so much for the TCU community of Horned Frog students, faculty, staff, alumni, fans, and friends,” Pullin stated when the transition announcement was made. “Whether it’s through personal conversations, connections made between alumni and students, or the personalized academic experience at TCU, we know that community drives our success and enables us to achieve more together than we could ever imagine.”

Boschini challenges leaders across industries to rethink how they view human connection. “I’ve often thought that referring to the ability to make connections and work across disciplines as ‘soft skills’ is a misnomer,” he told us. “They should be called ‘critical skills.’ If we are to create a flourishing and more harmonious society, we must prioritize connection.”

Boshini’s example at TCU illustrates how a culture of connection leads to excellence. For today’s leaders, fostering human connection is not just a nice-to-have—it is essential to success.

About the Authors

Katharine P. Stallard is a partner of Connection Culture Group and a contributing author to Connection Culture: The Competitive Advantage of Shared Identity, Empathy, and Understanding at Work.

Michael Lee Stallard, MBA, JD, is a thought leader, speaker and leading expert on how human connection in workplace cultures affects the health and performance of individuals and organizations. In addition to Fired Up or Burned Out, he is the primary author of Connection Culture: The Competitive Advantage of Shared Identity, Empathy, and Understanding at Work.

Photo of Chancellor Boschini courtesy of Texas Christian University