It is important for leaders to examine the strategic plan and connect ideas to that plan and the institution's mission, knowing them inside and out. However, it is also important for those affected to look to leaders and see that they are not only communicating the situation openly, but actively working to resolve it as best they can. Kemper and Otto, (2006), noted the following key points to follow when working as a leader during a time of financial strain: “Appropriate message timing, balancing safety and dignity, doing what is best for everyone, and allowing for flexibility but still requiring responsibility” (p. 43). By following these steps, people can look to campus leaders and see that they are working to make the changes needed to address budget cuts in the most appropriate and dignified way. Romano et al., (2010), stated: “Maintaining a positive and optimistic attitude has been essential to managing these difficult times” (p.67). This statement continues to further support the idea of ​​maintaining positive morale in times of crisis to be not only a leader but a role model for others who may be affected by cuts. Furthermore, Valotta et al., (2010) state: “While SSAOs and other university leaders must send consistent overall messages, some communications should be explicitly shaped for specific constituents.” (p. 84). This skill combined with Kemper and Otto's suggestions, suggestions provided by Romano et al, can help create an effective leader in times of financial crisis