New Senior Management -- President Interview -- Part 38

New President Interview -- Part 38

New Senior Management and Team Building

August 20, 2020

Preliminary remarks

It has been four years since we last heard from our new president. He is now a veteran in the academic administration world, but for us he is still “new” because part of his philosophy is “learning never ends.”  He recently wrote an article on team building in academia and he is consulting for a university in another city concerning hiring a provost.

Q> Why does another university need to hire an outside consultant?

A> Hiring a senior administrator such as president, vice-president or provost is difficult

because there are so many stakeholders to satisfy including the senior staff that he works with every day, the faculty, the administrative staff, the students and the board of directors.  Each have their own agenda.  While the public thinks the university is in the business of educating students, not all the stakeholders buy into that idea.  A board of directors (or trustees) may think they look out for the prestige of the institution and/or community.  Faculty may want a leader who will help them balance teaching and research.  A dean or department head may want a good strategist who can balance needs and wants justly. Staff may just want someone who is a nice person, who recognizes their contribution to the organization and lets them to their jobs. The business and money people want someone who can be financially efficient and enable compliance with a budget. Students want to learn and get the diploma or credential that gets them a job.

Q> Isn’t this too simplistic for the pressures of the job?

A> Yes, I gave some examples of what people want from the new administrators.  I was chosen to help the search process because I have many years or experience helping people figure out the right questions.  Hiring in a business or non-profit is not the same as an academic hire.  The owner(s) may hire whomever they like without paying attention to any stakeholders. I was called to make sure the university does not have too many independent voices that make a good choice impossible. My job is to facilitate communication and help them listen to the voices outside their domain. Once I get them on the same path and recognize the same goal, their work is more efficient.

Q> Does part of your job involve reading resumes and evaluating credentials?

A> No.  I help them learn home to uncover a candidate’s story. I want them to find ways to say, “yes” and distinguish who has the skills to grow into the job. The skills that help improve scientific research differ from what is needs to analyze a candidate’s potential. Learning the strengths of the candidate pool should help the hiring committee differential between needs and wants.

Q> How does the university’s recent memory affect the hiring process?

A>  A committee may want someone who is  like the previous occupant because the previous occupant retired and left on good term.  Or very they may a person with a different skill set because they were disappointed with the performance.  I help them decide the best ways to figure out what is best. Sometimes old conflicts surface during a search.  At that time an outsider can help smooth the road. We don’t want a pessimist to worry about the old problems won’t be solved or an optimist who thinks the new leader will magically push aside the mishugas (craziness) and create an end to conflict.  Internal conflicts should be resolved, litigated or mediated before meeting any candidate.

Q>How does one balance the great interviewer, the person who looks great on paper, with the finding the right person for the position?

A. There are always people who have the gift of gab. They know the buttons to push to get people to think they are great candidates.  I just read a biography of a 19^th century German rabbi who was a great orator, brilliant writer, yet couldn’t make friendly small talk (i.e. the opposite of the “gift of gab.”). Jobs applied to him because of his reputation and who he knew.  A consultant has to warn the committee when someone who is “too good to the true” yet hops from job to job every three years this candidate is not the right person when the university needs long term loyalty.  The University should not be so infatuated with the candidate, that the limitations are ignored. People are full packages and the committee needs to work hard to pick the right person, not the one they “love.”

Q> How does the search process fit into building a team?  What is a team approach for an organization?

A> Team building means building a culture that has a common goal or mission, but diverse intellectual backgrounds and abilities.  The president does not need a bunch of “yes-men” who always agree even when the path is not prudent. If the current team has some members who are analytical, then perhaps you need more creative and “think-out-of-the-box” thinkers.  If you have data driven people, perhaps you needs emotional or “seat-of-the pants” thinking.  If you have people who know one culture, then you need people who know other cultures.  The team needs to be aware that no one has a monopoly on the truth.  A path that is right today may be wrong tomorrow. The team needs a fair balance between listening and speaking up and continuing on the same path versus exploring the new, untested ideas. .

An organization needs good communications.  That means getting people the information and knowledge to do their jobs.  For example, there is an organization I’ll call ABC  Tov. Everyone from the part-time janitors to senior researchers has to have a professional development plan. ABC Tov gives everyone at least one day a month for professional development and gives everyone a budget.  Professional development may be internal or external classes, on-line classes, reading materials, etc. Everyone week each department has a lunch and share.  The time is used to share experiences, build friendships, teach each other, and learn about the best practices that other use or have discovered.  Food helps lubricate the conversation.

Communication happens on many levels. The “sage on the stage” was once the standard for education.  The professor professed and the students took notes.  In some organizations the presidents and upper management were the “sages.”  This is not the way to create a dynamic classroom or organization.  People in the university do not work in silos.  The new hire does not know everything.  For example, in the company ABC Tov, a new computer professional was hired.  He had skills that the president wanted to learn.  The president became the learner and a great relationship started. When it was time to promote, the president know whom to select.  In an organization that have good communications, people know where to turn to get answers on how to do their jobs.  When a client, a student or a customer calls, the first contact knows where to look for the answers.

Q> What makes a consultant strong? 

A> Consultants are unbiased outside voices.  They do not have to live with their advice, but you do.  You want the university to have a successful search so that your reputation is enhanced, but that is not the only goal.  If the consultant gives good strong, experience, evidence based advice then the search committee ignores it, the consultant can go home at the end and know the job is done and not be bothered.

Q> What is good communications?

A> A great communicator knows when to listen and when to talk. Teams building happens when you train yourselves to know what the other members are doing. That is know what you know and learn how to find the answers for what you do not yet know.  Comedy is funny because of the use or misuse of language.  Jokes are funny cause of a double meaning of words or phrases.  A team needs to be able to “read” other members and act accordingly.  Examples of teamwork are police or crime fighting procedurals where the characters train, learn the facts, and solve the crime. In an organization, communications are on multiple platforms.  There are rules and laws from the government, there are business procedure documents, and in-person training on a macro level.  That is, a level above the day-to-day actions.  On a daily basis one needs to know what has changed since yesterday.  Email, phone calls, message posts, meetings are all examples of communication tools. One must be careful to balance too much information with the need to know essentials for getting one’s job done.

Q> Thank you, I see that we are out of time for today.  Any final thoughts?

A> Teamwork requires members to know what to expect, when to listen, when to talk and how to ask the right questions.  They need the freedom to think, create, and build.