Some leaders are gambling that the benefits of bringing students back outweigh the risks. If they’re wrong, the losses could be incalculable.
The economic fallout of Covid-19 means administrators will be killing more ideas than they approve. But you can lessen the odds that your no will be taken as a personal or political affront.
Taking a leadership post in higher education has never been such a risky career proposition.
“Do you enjoy hanging out with lawyers?,” and other questions to consider before a move into the provost’s office.
For campus administrators feeling torn by doubt amid Covid-19, here are some ideas on how to move your decision-making forward in uncertain times.
The Covid-19 crisis is forcing academic administrators to pivot from their usual reliance on face-to-face engagement with donors.
Why search committees and boards should give embattled ex-presidents a second look, instead of running from them.
As an academic leader, your style of asking for things must fit what works — politically, culturally — at your institution.
You won’t be the one deciding to close down the campus, but you do have a key role to play as leader of your department, program, or college.
Administrators who conflate alumni outreach with fund raising do so at the risk of their own programs and careers.
The best way to defend yourself against the unscrupulous is to understand academe’s version of the "Simple Sabotage Field Manual."
Offered a “graceful exit” and time to search for a new leadership job, a former dean made a different choice and wonders about the fallout.
Sure, you can “think outside the box” in higher education, but there are lots of obstacles to acting on your innovative speculation.
By all means, trumpet the successes of your strategic plan but don’t cover up the warts.
Why campus chief executives and governing boards must aspire to creative abrasion and know how to achieve it.