More and more accountability and successful educational outcomes are being demanded of colleges. Achieving successful outcomes requires strong and courageous leadership at all levels of the institution, but getting the faculty to improve teaching and learning outcomes very often requires a president/chief executive officer (CEO) who not only understands the value of the teaching and learning process but also supports that process through action. Given funding limitations for faculty development and training, the president must be an advocate for both to create successful learning outcomes. The president is the sole leader in the institution who must be able to get the buy-in and support from boards of trustees to create such opportunities. Moreover, most boards are looking at the bottom line (that is, costs) and either do not understand or give only lip service to "educational quality," facts that create an uphill effort for the president who must maintain institutional accountability, quality, and successful student outcomes. After all, it is good press for institutions to report high transfer and job placement rates, but what does it take to get the good press on transfer/job placement rates? What does a president have to be prepared to do to keep the institution focused on student achievement and academic success? New presidents--indeed, all presidents--should understand why these questions and statements are significant to their personal success or failure. This article examines some of the challenges as well as some of the avenues to success for effective governance and fundraising under difficult circumstances. The author shares personal experiences that demonstrate what can be done to overcome challenges and be successful.