The author once was a student in a graduate seminar taught by the president of the university where he was a mid-level administrator. The course focused on what it takes to be the chief executive of a university. The university president was the only one of the ten presidents under whom the author served who embraced the role of a college administrator; the only one with formal training in educational leadership; and the only one to have risen to his position from the ranks of student affairs. The chief executive believed that presidents must possess unusually strong egos, since their power begins to wane upon their second day in office. A new president has to have an ego strong enough to withstand the criticism that grows incrementally with each executive decision. In this article, the author offers few survival strategies to strong presidential ego.