Dr. Sally Selden Returns to the Hive
By: Aisha Marilyn Abdulbary-Knotts and Ellie Simmers
Dr. Sally Selden, president-elect of the University of Lynchburg. | Aisha Abdulbary-Knotts
As the University of Lynchburg enters a period of transition following President Alison Morrison-Shetlar’s retirement, Dr. Sally Selden is set to become the university’s 12th president.
Selden, who served at the University of Lynchburg from 2001-2019, held many roles during her time at the Hive. From provost and vice president for Academic Affairs to director of the MBA and Nonprofit Leadership Studies program, Selden is returning to her roots, bringing with her a new perspective from her tenure as provost at The Citadel.
Selden reflected on leadership, institutional challenges and her vision for the university’s future while emphasizing connection, intentionality and growth.
Leadership shaped by structure and intention
Selden credited her time at The Citadel as a defining influence on her leadership style, particularly the opportunity to work closely with high-level military leadership.
“One of the opportunities that I had at The Citadel was to work with very senior established leaders coming out of the military,” she said. “My direct supervisor, the president there, is a four star general… So my experience of working with him and learning from him have really shaped me in understanding how you approach leadership.”
She noted that the military model emphasized coordination at lower levels and strategic thinking at the top.
“At the senior level, you’re more focused on bigger strategic issues rather than being so marred down in the day-to-day operation,” she said.
Selden also highlighted The Citadel’s structured approach to leadership development.
“When a student comes to The Citadel, from the time they are a freshman, we have a very distinct four year leadership model,” she said. “What happens at the freshman level is very well designed to prepare them for when they’re a sophomore… which then in turn prepares them for their leadership positions as a senior.”
She said she hopes to bring a similar sense of intentional development to Lynchburg.
“What are the kinds of leadership experiences you need as a freshman that prepare you to lead as a sophomore, then as a junior and intern, as a senior?” she said.
While Selden plans on bringing aspects of the leadership model she learned at The Citadel, she made it clear that she is not bringing military-style culture to the university.
“I don’t think you have to worry,” she said. “There are elements about the focus on being the best that you can… but we’re not going to make you shine brass or your shoes.”
Rebuilding trust through presence and action
Taking office during a period of uncertainty, Selden acknowledged the importance of rebuilding trust across campus.
“I’m going to do it by listening a lot and building relationships,” she said. “Being available and present is step number one… but also acting on the things that you hear to move the university forward.”
She emphasized that trust is built over time through consistency.
“People will not just listen to what you say, but more importantly, they’re going to pay attention to what you do,” she said. “The things that I say are gonna be consistent with the things that I do.”
Selden added that progress will require patience and collaboration.
“Sometimes you’ll go forward, and sometimes you may have a small step backward, but always be willing to listen and talk, answer questions… and be committed to driving the institution forward,” she said.
Addressing financial challenges
Selden described the university’s financial situation as a serious concern.
“Budget’s a real challenge. End of the day, it really is,” she said.
She said improving enrollment is key to long-term stability.
“The most important thing we can do from a budget perspective is really focus on enrollment,” she said, pointing to the need to grow the incoming freshman class, improve retention and expand transfer opportunities.
She also highlighted the importance of donor support and scholarships.
“I want to ensure that a student who wants a University of Lynchburg education can get that… and sometimes the only way they can do that is with additional scholarship dollars,” she said.
Selden added that the university can explore additional revenue streams, including executive education and federal partnerships.
A message of optimism
Despite recent challenges, Selden expressed enthusiasm about returning to Lynchburg.
“Lynchburg is a great place. And I’m super excited about this campus community,” she said. “There’s so much here… I thought, ‘this is exactly what a college campus should look like.’”
She acknowledged past difficulties but remained forward-looking.
“There’ve been hard times. But there’s a lot of things that have happened that are moving the institution forward, and we’re going to build on that momentum,” she said.
Academic programs and difficult decisions
When asked about previously cut majors and programs, Selden emphasized the need for careful evaluation.
“I haven’t seen the data on what programs were cut or not cut,” she said. “But I think we always have to be open to new programs… understanding what the demand is for those majors and the cost of running those programs.”
She said any decision, whether reinstating old programs or introducing new ones, would require a detailed feasibility study.
Reflecting on cuts to programs like music and theater, Selden acknowledged their broader impact.
“Those are difficult programs to cut because they’re not just academic programs… they created a real sense of community,” she said.
Supporting international students
With a growing international student population, Selden stressed the importance of belonging and support systems.
“It’s a culture shock when you come to an institution from a different place,” she said. “I think it’s really important for us to ensure that our environment is welcoming.”
She pointed to orientation, coursework and staff support as key factors, while also emphasizing the need to understand individual student experiences.
“Retention often is individualized… one person’s challenge is maybe different from another,” Selden said.
After hearing student concerns about program cuts affecting international retention, Selden acknowledged their significance.
“If you choose a school for a program and that program goes away, then you’re likely to leave the school,” she said. “That’s really good insight.”
Commitment to belonging and inclusion
Selden reaffirmed her commitment to fostering an inclusive campus environment.
“We want to build a campus community where everybody feels welcomed, included, and that they belong,” she said. “And we want to ensure that everybody is treated with respect.”
Drawing on her background in management, she emphasized the value of diverse perspectives.
“Heterogeneous groups… tend to make better decisions. They tend to be more thoughtful, more comprehensive,” she said.
She said her approach is grounded in openness and dialogue.
“We value difference… where we can have conversations where there are differences,” she said.
Looking ahead
As she prepares to begin her presidency, Selden said she is eager to connect with students and the broader campus community.
“I’m excited. I’m looking forward to getting out,” she said. “The more ways in which I can engage with students, the better.”
With a leadership philosophy rooted in intentionality, collaboration and student growth, Selden’s return signals both continuity and change for the University of Lynchburg as it moves into its next chapter.
For more information about Dr. Sally Selden, visit the university’s presidential search website.
