University Business - July 2010 - (Page 86)

Land Mines AheAd organization’s maturity, culture, history of faculty governance, staffing level, and strategic planning may come into play. Once the exact need is established, the next challenge is to identify a candidate that really fits. “There are three distinct phases in Head of the Class “Extraordinary solo performers, who have risen to administrative the recruitment process,” says Broad. “The first is reviewing nominapositions, tend to be perfectionists,” says Broad. “Sometimes leader- tions and resumes, and the second is a face-to-face interview. The ship means delegating to others who can only do the job 80 percent third phase, which is often overlooked, is due diligence. Phase three as well as you can. The cumulative effect of being unwilling to del- should be a deep exploration of the candidate’s managerial and leadegate ... can be harmful not only to the individuals, but to the or- ership behaviors.” Here, behavioral event interviewing may help preganization as a whole.” Being a perfectionist usually comes with the dict whether a candidate has the interpersonal skills to adapt quickly territory of being a leader. There’s nothing wrong with striving for to a new role rather than trying to fit past success strategies to a comexcellence, as long as it’s not taken to an extreme. New leaders need pletely different environment. Instead of talking with the candidate to learn to rely on their own performance—and on the strengths in generalities, form questions about real challenges or opportunities the campus has experienced or is currently experiencing, or issues on and abilities of others. For example, they can benefit if they: • Take control by giving up control. Using peripheral vision can un- the horizon. Allow the candidate to lead the discussion around these cover talented individuals who may be looking for an opportunity real-life examples rather than “selling” the university or job. Finally, even the most experienced lead‘Sometimes leadership means delegating to others who ers need orientation and coaching on a new campus. Brand-new leaders don’t yet know can only do the job 80 percent as well as you can.’ enough about the details of the organization —Molly Corbett Broad, ACE to translate big-picture information into actual job performance, says Broad, adding that to play a more visible role and develop their portfolios. Eliminate the information should be repeated frequently. Morales encourages vice presidents to consider living on Staten Island and to make every commitments that are not directly aligned with strategic priorities. • Delegate and let go. Not every project demands perfection; some effort to attend on- and off-campus activities to understand the culonly require a B or a C. Delegating contributes to empowerment ture of the campus and the area. He’s a big proponent of professional development and encourages his executive team to be part of the naand professional development opportunities for others. • Avoid excessive multitasking. On the way up the career ladder, tional higher education conversation. They attend conferences regumultitasking can be a great strength, but in a leadership position, it larly and then share experiences and new ideas at cabinet meetings. What can be done when, despite all best efforts, a new leader is no longer the primary path to sustained success. In fact, it can be a serious weakness because it prevents leaders from being present strays off track? “The first step is always honest, clear communiin the moment and focusing on issues that really matter. It keeps cation,” says Koester. “When indirection is ineffective, and direct communication becomes necessary, it’s sometimes more effective to them managing at a task level rather than leading. • Practice patience. Dig deeper into the details of complex issues bring in an outside consultant who, without being perceived as a and examine a range of options. After a less than perfect decision, a threat, can gather feedback, openly discuss performance with the “blameless autopsy” (using Jim Collins’ term) can reveal what went individual, and help them develop strategies to overcome the difficult circumstances. Other vice presidents can also be asked to give wrong and what should be done differently in the future. • Become a participant observer who uses peripheral vision to an- feedback to a new vice president and help him or her adjust.” ticipate performance landmines. Interpersonal savvy is one of the most important leadership skills, and its foundation is understand- Focus on the Big Picture ing one’s impact on people and situations. That comes from careful Peripheral vision enables a strategic but more nuanced view that observation, reflection, and learning from mistakes. Refrain from keeps individuals from succumbing to the stressors of day-to-day being hypercritical of the new campus, culture, or colleagues. setbacks. Even when the need for a course correction arises, it’s less likely to cause a performance train wreck because the individual is more grounded in agreed-upon priorities and the campus leaderStart Off on the Right Foot More effective leadership recruitment and a holistic approach to ship culture. Perhaps the most important lesson is that there are no new role orientation are two ways to reduce performance derail- perfect leaders, and each is a life-long work in progress. ment. First, search committees must know what kind of leader the campus really needs. “If you are searching for a vice president, for Barbara Kaufman is president of ROI Consulting Group, Inc. (www. roiconsultinggroup.com). An executive coach and educator, she specializes example, you have to understand what that leadership opportunity in leadership effectiveness and organizational development strategies for is and what skills sets you need to fit the portfolio of the position private and public sector leadership teams and boards. She can be reached as well as align with the institutional culture,” says Morales. The at drbarbkaufman@earthlink.net. and continue to coach team members to follow the norms and values of the institution.” 86 | July/August 2010 universitybusiness.com http://www.roiconsultinggroup.com http://www.roiconsultinggroup.com http://www.universitybusiness.com

Table of Contents for the Digital Edition of University Business - July 2010

Univertsity Business - July 2010
Contents
Editor’s Note
College Index
Company Index
Advisory Board
Behind the News
Sense of Place
Community Colleges
Viewpoint
Money Matters
Annual Directory of Higher Education Consultants
Human Resources
Models of Efficiency
Lecture Capture: Policy and Strategy
Projecting New AV
Land Mines Ahead
End Note

University Business - July 2010