Travis Overvig is in his final term at Linn-Benton Community College and will graduate this June alongside his wife, Krystal. Together, they will transfer to Oregon State University to continue their academic journey. Travis will be pursuing a degree in business administration with a focus on finance.
As the outgoing president of LBCC’s Student Leadership Council, Travis has spent the past year leading with intention, prioritizing outreach, collaboration, and student engagement.
Under his leadership, the SLC expanded its weekly meetings by inviting guest speakers from across campus and the community, providing members with exposure to new perspectives and valuable insights. Travis also spearheaded a classroom presentation initiative aimed at informing both students and faculty about the SLC, the opportunities it offers, and the events it hosts. Beyond outreach, he worked to build stronger partnerships across departments, creating the groundwork for more collaborative and inclusive programming.
In this interview, Travis reflects on the challenges, accomplishments, and lasting impact of his time as SLC president, and offers thoughtful advice for the leaders who will follow.
What were the most significant challenges you faced during your tenure, and how did you address them?
One of the most significant challenges was losing team members due to eligibility issues or personal circumstances. When someone steps away, it doesn’t just leave an empty chair — it impacts the team’s dynamics, limits our capacity, and can stall important projects that rely on specific roles.
What are the key initiatives or projects that you started but did not complete? How would you recommend they be continued?
One ongoing initiative was strengthening collaboration between student leadership and program-specific student groups and either staff/faculty across campus. The goal was to create more cross-department events and shared resources. While we made progress, we did not accomplish what we had originally envisioned, partly because of losing team members.
What relationships with faculty, staff, or community leaders were crucial to your success? How can these be maintained?
Our advisors and the Student Life staff were absolutely essential. Their support, mentorship, and behind-the-scenes work made many of our events possible. Also, connections with department heads and community outreach coordinators helped us expand our reach. I’d suggest maintaining these relationships through regular updates, appreciation gestures, and involving them early in event planning.
What are the most pressing issues facing students at LBCC, and how do you think they should be prioritized?
Mental health, food insecurity, and financial stress continue to be top concerns. Students are juggling so much, and the pressure can be overwhelming. I believe increasing access to basic needs resources and pushing for expanded mental health support services should be top priorities. These are foundational — if students are struggling with survival, academics naturally take a back seat.
What advice would you give to your successor regarding communication with students, faculty, and the administration?
Be clear, consistent, and approachable. Don’t be afraid to ask questions or request clarification when needed. Transparency builds trust, and follow-through builds respect. Also, be willing to listen — really listen — to concerns and feedback. That’s how you build bridges across campus.
Are there any specific policies or changes you would like to see implemented in the future?
I’d like to see more inclusive pathways for student involvement — lowering barriers to entry for leadership roles and making it easier for students with busy schedules or part-time status to participate meaningfully. Also, exploring more flexible formats for events and meetings, including hybrid or asynchronous options, would go a long way in making SLC more accessible.
How did you handle conflicts or disagreements with other student leaders or the administration?
I focused on empathy and clarity. Disagreements are inevitable, but approaching them with the intent to understand, rather than “win,” makes a big difference. I also found it helpful to step back, reframe the issue from a shared goal perspective, and find common ground. When necessary, I leaned on our advisors for guidance.
What resources or support systems did you find most helpful during your term?
Weekly check-ins with advisors, access to leadership training workshops, and the network of past SLC leaders were incredibly helpful. They gave me tools to lead effectively and reminded me I wasn’t in this alone.
How did you balance your responsibilities as SLC president with other commitments?
Time management and transparency were key. I kept a structured calendar and communicated early when things came up. I also had to get comfortable with delegating — trusting the team to take ownership of projects and leaning into a collaborative mindset.
What legacy do you hope to leave behind, and how can your successor build upon it?
I hope I’ve helped build a culture of collaboration, resilience, and student-centered leadership. A legacy where every voice matters and where we do the hard work behind the scenes because we believe in the impact. My hope is that the next leader keeps that spirit alive — staying grounded in the “why” and always pushing for what helps students thrive.
