I studied a university that in 20 years made a dramatic shift in its identity – from a regional, religious-based institution to a prestigious, top-50 research university with a national reputation. The transformation was stunning and real.

Recently, a president retired from a health-related university after 15 years. During his tenure, the institution made the leap from a quality institution to No. 1 in the nation.

I often reflect on why some universities can make deep, meaningful change – and others find it difficult, if not impossible. Here are some of the common threads of successful transformations:

Presidential scholar-leaders: Transformational presidents understand that while they are respected scholars or researchers – their role as president is to lead; moving the whole institution forward is their driving passion. They don’t micro-manage and they aren’t hands-off leaders; they engage their deans and vice presidents, they know their campus, and they re-focus everyone on the big picture over and over and over.

Long-term leadership commitment: At the regional-to-national university I studied, the president made a 20-year commitment to the institution. The average tenure for college presidents is about seven years. If faculty and staff don’t think a leader will be around to deal with the fall-out of major change, they have a difficult time sticking it out when the road is rocky.

Inspiring, bold vision: At institutions that transform, every member of the faculty and staff understands the vision and lives it. They understand their role in moving toward it. The vision itself is bold and clear – not vague. It puts a stake in the ground and says, “Here is where we’re going. Here is what success will look like. Here is how we’ll know we’ve arrived.”

Actionable strategic plan: The campus needs a clear plan for moving forward, and goals across the campus need to tie to and further the plan, which moves the university toward the vision. The plan needs intense involvement and buy-in from the faculty, and participation by thought-leaders across the operational divisions.

Investment in the strategy and vision: Strategic direction requires focus and sacrifice. Colleges and universities successful in transforming themselves stop doing certain things – and invest heavily in strategic priorities, over a long period of time. They don’t distribute the money equally. Most importantly, they tie the budget to the strategic plan and vision.

Right people on the bus: As an institution begins its slow turn in a new direction, some people will fight the changes with all their might. Others will undermine the efforts quietly but effectively. Strong leaders make clear – this is the direction we are moving. They encourage people to move with them; they also know when to release leaders who can’t make the turn.

Take the heat: Transformation means upheaval. It may mean new markets for students and new competitors. It may mean gaining new donors and losing stalwarts. It may mean fights played out in the media, criticism by alumni, and loss of truly great staff and faculty. For the transformation to take hold, the president, the executive leadership team and the board must be on the same page – and hold their ground when the inevitable conflicts arise.

Track your progress: It’s easy to lose track of all the positive improvements that happen over time without longitudinal data and great dashboards. Transformational institutions keep track of the goals accomplished, but also those that are yet to be completed, and keep the campus informed on a regular basis.

Tell the story: Words have power, and great leaders use consistent, compelling language to describe their vision and the impact it has on students and alumni. People need a narrative to describe where the institution is going – and why it’s going there.

In tough economic times, many universities want different results, but they leverage quick fixes – across-the-board budget cuts, an advertising campaign, a cool website, perhaps some online degrees. Transformational change is not a quick-fix solution, but universities that make the commitment now will pay major dividends down the road while others still enjoy only incremental gains.