The success of chancellery diversity leads is dependent upon how their roles are designed and resourced. This article will provide insights into the design and support of an Equity, Diversity, and Inclusion (EDI) role within the university's chancellery. 66 interviews were conducted with key stakeholders, including chancellery members, EDI officers, and advisory groups, representing diverse Australian and international universities. Thematic analysis identified four crucial themes: achievement measurement, appropriate support and design, lived experience, and warnings. Findings emphasize the significance of appointing a dedicated Deputy Vice-Chancellor (DVC) or senior executive to address EDI matters within the chancellery. Clear Key Performance Indicators and well-defined responsibilities were highlighted for effective governance. Lived experience emerged as a critical factor, promoting normalization and representation of diverse backgrounds. The study cautions against tokenism and stresses collective responsibility for EDI. Recommendations include prioritizing EDI on the strategic agenda, fostering inclusivity, and learning from Indigenous leadership experiences. Embracing these measures can create a more equitable and diverse university environment.