There are several reasons why every academic leader should have a succession plan. First, although it’s unpleasant to think about, we’re all mortal. If something terrible should happen and we
What can you do with four minutes?You can close down the report and check the clock, update your to-do list, sort through your mail, or respond to a minor email
You are the chair of a department of six full-time faculty members. You have been chair for three years, are tenured, and hold the rank of full professor. Four of
The superintendent of schools called me at 9:00 p.m. on August 13. “Can you come and be an interim principal? My principal left on short notice, and I need an
In recent years, there has been more attention given to the reality that most PhD programs do not prepare future faculty for college teaching. Even when college teaching is addressed,
One of the most difficult decisions for upper leadership in a university is how to apportion funds for capital improvements and new and ongoing academic programs. Often, the decision comes
Leadership changes in the upper administration can be stressful for chairs and deans. We’ve all seen situations in which a new chancellor or president arrives, and between six months and
With accountability and college costs making the higher education news almost daily, academic leaders at all levels are increasingly feeling the pressure to make their departments, colleges, and institutions run
With nontenure-track faculty now comprising 70 percent of the faculty workforce, academic leaders face daunting challenges in creating proactive workplace strategies that address this new reality. Even though more than
Much has been written about the increasing workloads placed on our academic department chairs. Coupled with the fact that recently appointed chairs also bring with them to their new roles
