I keep reading about how to succeed in a variety of administrative roles, including department chairs, deans, provosts, presidents, and more. Most of them involve institutions like me, and many are not as good as me, and many of them are easy.
I am a senior faculty member with 50 years of undergraduate students, less than 900 undergraduates and less than 500 graduate students enrolled in a small private university. I have held most leadership positions, earned almost all the accolades available, and received proposals from Dean and vice presidents of other agencies, among other positions. I reject all of this because I am a classroom teacher in my heart and my dedication to the institution is harmful.
During my long term, I saw a lot of senior executives coming and going and I kept taking notes. Some leave obvious damage that is not easy to repair. Reflecting on the recent departure of senior administrators inspired me to articulate some advice or rules for success or failure at an institution like myself.
- Know the agency you are here to serve. This is more than just a general overview. It requires a deep understanding of the culture and nature of the location. Don’t put the cliché “From my experience elsewhere, I’ve concluded…” Very large universities may reflect some similar trait, but this is questionable. But institutions like my are different in their culture, including history, experience, personal and makeup. Before you arrive, learn about everything possible, once on campus, spending the necessary time understanding the individuals of the main participants, especially those who serve for the long term, has shaped the character of the place.
New administrators often offer privileges to new members of the community, who are new to them like them, hoping that they will be more suitable for reshaping the environment. But it is the people of history embedded in the culture and deeply connected to many important constituencies, including peers, boards and alumni. New administrators may think they have a cultural change task. But traditions are the lifeblood of small institutions, and they do not die easily. The assumed authorization can quickly dissipate. First gain trust and then enter this potential minefield. - If the agency feels desperate, it is necessary to act immediately, ask yourself honestly if you can handle the responsibility of the challenge. Success can be short-lived, and even if you achieve your short-term goals, it can burn the bridge that may continue to plague you. My institution has not experienced the suffering of survival, but during my tenure, some leaders exploited concerns about wage stagnation, reduced jobs, benefits, and even in extreme cases, mentioning other universities’ closures to promote their agendas. Today’s academic community is unstable, honesty is necessary, but fear is a bad leadership strategy.
- Put the institution above yourself. It’s just a matter of time when you lose the trust of your community. For administrators, there is no action less than building a resume for the next position. Every action must be in the interests of the institution, not its own. For over 50 years, I have witnessed several leaders whose actions are clearly selfish that I just wish they would leave – up and down, I don’t care. This is a character flaw. One might think that with the sacrifices and livelihoods of my peers and colleagues, it could be considered a career enhancement.
In my early days as an ambitious potential climber, my president defended me and enjoyed my career for my personal career as I pursued the next step that might succeed. But letting my institution privilege all my energy, talents and commitments will lead to a more fulfilling life. I didn’t appreciate this advice at the time, but I started to internalize it. I don’t impose this mentality on others, and if I take different actions, I’ll become a wealthy person, but it provides personal career satisfaction far beyond any material or self-consideration. My mantra is “Departure day for giving the soul and soul to the institution, even later.”
- Honesty, transparency, morality and kindness. Administrators often have to make difficult decisions that seriously affect their personal lives. You have to act, but do it with integrity, empathy and kindness. Be responsible for the decisions you make; do not blame others or the actions taken by the situation. Avoiding the statement (I have heard many times) says, “These actions are intended to better position the agency’s long-term success.” This may be true, but the comments with a deaf tone do not provide solace to individuals who have lost their careers in the agency’s “future happiness” and they do not usually resonate well with institutional morale.
- The morale of teachers and staff is vulnerable, especially in my small institution. Compromise it is dangerous. Unswervingly: Sincerity and trust should be your guiding principles. If people trust you, they will suffer considerable pain. If they don’t trust you, you will fail regardless of your motivation.
The responsibility of leading in a contemporary environment is a difficult task. It requires skill, perseverance, courage, principle and character. From my long observation, many people with important titles cannot prove the necessary competence. One hopes that the few best practices expressed above can point to some standards.
