A college president chronicles how she dealt with candid comments from a search consultant about her appearance.
Don’t be afraid to give up on a goal that has proved overly ambitious, and other advice for administrators on strategic planning.
Time and again, leaders who chose to hang tough and not bail from a struggling campus find that their bold actions end up tainting their job prospects at other institutions.
Some strategic plans fail because they are perceived as top-down mandates. Others collapse under the weight of too much input from too many committees. Here’s how to navigate the middle ground.
A new academic year means lots and lots of meetings. Here’s how to make them more productive and less contentious.
In learning how to be a dean, the magic is in distinguishing between what requires compromise and what must be an executive decision.
One of the biggest logjams in strategic planning occurs when the process begins without any agreement on how decisions will be made.
My goal was to have coffee with every faculty member. Besides discovering the effects of too much caffeine, here are a few of the lessons I’ve picked up so far about provosting.
When you become an administrator, you have to force yourself to think of time — everybody’s, not just your own — with a hint of urgency.
Academics are used to doing lots of talking, but administration requires learning how to listen well.
Whether to lead your department is a question that every faculty member must answer. Here are some factors to help you make the call.
It’s all too easy for a senior administrator’s incidental remark to be misinterpreted as a new demand.
How the "Ringelmann Effect" might be damaging your department, your committee, or your career.
Whether you are a chair, a dean, or a provost, you will spend a lot of time repeating yourself.
A professor who had always resisted the call takes his first steps on the administrative path.