Last year, we profiled ten college and university presidents who, in our judgment, were doing things differently, and better, than their peers. Instead of using their positions to increase their endowments and recruit a “better” sort of student in order to move their schools up the U.S. News & World Report rankings, these leaders were turning their institutions into laboratories of innovation in a hunt for better ways to deliver higher ed—providing quality degrees at lower cost, getting more students to graduate, and so on. One of those presidents, Michael Sorrell of Paul Quinn College, is the subject of a longer feature in this issue (see Matt Connolly, “Labor of Love”).