So, what makes for a successful presidential transition?

Form a Presidential Transition Committee to plan and oversee the transfer of power from the previous president to the new: The committee should be composed of some members of the search committee, one or two board leaders, an administrator, and a faculty leader.
Relationships. The board transition committee must intentionally help the president to develop key relationships with donors, alumni, and faculty. Relationships are important to the success of any leader, providing political capital—and they cannot develop overnight. Follow-through is critical. A prioritized list of the key people the president must meet must be developed—supported by proactive support and follow through to assure key relationships are established and developed. For instance, there will probably be at least one major donor who will be miffed if the president does not approach them early enough in the presidency.
Culture. Every academic institution has its own culture and norms. Be intentional in assisting the president in understanding those norms—and explicitly identify for him or her where the landmines are located.
Support. The board of trustees should be explicit and public in its support of the new president and her or his agenda. Such signals from board members can be quite influential and will buffer the new president from those resistant to change. If culture wars and free speech issues arise, board leadership should work closely with the president and make clear to all that the president has the support of the board. That support and input must be carefully balanced with allowing the new president to take the lead and have autonomy—a delicate business. It is also the duty of search committee members to be vocal advocates for the president and serve as a reminder that the presidential appointment was the result of a long, transparent and carefully vetted process.
Expectations. Don't expect the new president to fix all your problems in one or two years. Witness the troubling trend in higher education presidencies: the average term is now under 5 years—and some presidents' terms end after 2-3 years. This is not nearly enough time to gain the traction and political capital needed to effectively address tough issues in a complex and very political environment. Think of the first two years as the true transition time where the new president should spend time learning the culture, building relationships and consolidating power. Sure there are pressing problems that must be addressed immediately, but there should also be recognition that tough issues cannot be solved all in a day. In concert with the new leader, the board should develop a set of short and long-term goals, so that it is clear what the priorities and focus are for the new president whose every minute must be strategically scheduled to meet all expectations and address all challenges.

A "failed" presidency is destructive and demoralizing to any institution. It should be prevented at all costs. A successful presidential search process and transition can galvanize the university, lift up its values, enhance visibility, and renew a shared sense of purpose and vision for the future.

Instant Insights /

Presidential turnover calls for more sophisticated onboarding of new presidents

Related Stories

Recommended For You