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As presidential tenures proceed to shorten and many presidents are contemplating leaving their posts, there are nonetheless those that defy the developments—those that dedicate a lot, if not all, of their profession to a single establishment and rely their tenure in many years. Amongst such long-serving leaders are a few of the best and transformational presidents in larger training, and what they know is that it’s not sufficient to level to the large affect they’ve had on their establishments. They have to additionally guard in opposition to the extra hardly ever thought of challenges that include many years of service—particularly, how the establishment responds to them whereas they’re within the place and what occurs to the establishment as soon as they step down.
The primary set of challenges for long-serving leaders can crop up throughout their time on the helm. Though loads of presidents hold their consideration precisely the place it must be, there’s a threat of dropping monitor of the aim of their position: serving the establishment and its most vital constituency, the scholars. As a president’s tenure lengthens, this focus can generally shift away from institutional wants and towards private legacy. Leaders could inadvertently flip their consideration—and the eye of these round them—to their longevity and fame as a substitute of the well-being of the establishment they serve.
That pivot will be mirrored in the way in which long-serving leaders construct their groups. Actually, presidents ought to encompass themselves with a wonderful crew of their selecting to help them as they lead the establishment. Nevertheless, regardless of finest intentions, generally the crew focus shifts from serving the establishment to as a substitute serving the chief, which might result in quite a few issues.
When a crew stays centered on institutional priorities, they assist to carry management accountable. When a crew as a substitute prioritizes serving the president, employees could turn into reluctant to supply powerful love, to innovate and take dangers, to be the bearers of disagreeable information or realities. A crew desirous to please and bolster a frontrunner could achieve this on the expense of what’s finest for the establishment.
A dominant presidential persona can unintentionally overshadow an establishment as nicely and create implications for model administration. With long-serving, transformational leaders particularly, it may be troublesome to separate the 2, not just for school, employees and college students but additionally for exterior audiences. That makes telling institutional tales and highlighting different nice institutional leaders and spokespeople much more difficult.
An extended presidential time period may also lull a board and a campus group right into a false sense of permanence. When it feels as if a president has all the time been there, individuals can have an optimistic, if misguided, tendency to assume they all the time can be. As such, there isn’t all the time a pointed concentrate on constructing a bench or participating in succession planning, as there ought to be, as a result of the presidency is perceived as unchanging.
Finally, all presidencies do come to an finish, nevertheless, which brings a further set of challenges for a university or college. The departure of a long-serving chief is usually a shock and spark a type of identification disaster for the establishment. In each presidency, usually the model and identification of the chief turn into entwined with that of the establishment; with exceptionally lengthy tenures, it will possibly really feel practically not possible to tell apart the 2. The face of the establishment is the chief, and a void is left of their stead.
As establishments grapple with their identification after the president departs, the subsequent steps can turn into very difficult. On the heels of a long-serving chief, many wrestle with methods to choose and welcome a brand new chief. Who might probably come subsequent?
Even with out the pressures of residing as much as a unprecedented predecessor, it’s an enormous position to step into. An incoming president is tasked with bringing an goal eye to the position and main the establishment ahead. However to take action, they should unwind programs, processes and the unstated tradition constructed across the earlier president. Viable candidates could keep away from being a “palate cleanser” or could not really feel assured sufficient to comply with a long-serving, transformational chief. Some establishments could search the polar reverse of their departing president to be able to fulfill a constituent need for change, solely to quickly discover they’ve overreached and the brand new president is certainly too totally different to achieve success in a tradition that also displays the affect of the long-serving chief.
For such storied presidents, there are methods to stave off the challenges that accompany their longevity within the position. The chief and their board should be intentional to make sure all of them stay centered on the establishment, its mission and its individuals. The very pure, very human intuition to serve a frontrunner should be questioned at each flip, and the president should construct a crew prepared to supply intestine checks and push again when mandatory.
And as opposite as it might appear, the top ought to be mentioned firstly. The president and the board ought to have conversations early on to debate, even when simply hypothetically, expectations for the way lengthy the individual will serve and the variety of contracts that could be issued. As well as, the board and the president should work collectively to have interaction in intentional succession planning to make sure some preparedness as a balm to the eventual sting of departure.
When a president holds their place for many years, it will possibly have very actual institutional benefits. Loads of long-serving leaders made their schools or universities what they’re at present; with out them, these establishments would unquestionably be completely totally different locations. Contemplate, for instance, Father Ted Hesburgh and the College of Notre Dame (35 years), Diana Natalicio and the College of Texas at El Paso (31 years), or Freeman A. Hrabowski III and the College of Maryland Baltimore County (30 years). Larger training faces myriad challenges, and other people with a few years within the position can deliver consistency, expertise and a gradual imaginative and prescient to navigate the tumultuous instances. However that type of long-term management can have some very actual downsides, too, with out cautious consideration of its institutional affect.