I am one of several department chairs at a proprietary college. Since I have been here, we have had four people rotate in and out of the dean’s position; the most recent having been marched from the building yesterday. We have had every leadership style from overbearing micromanagement to completely oblivious apathy. When considering applicants for this position, the department chairs are not given the opportunity for input, in spite of the havoc the poor leadership and constant change wreaks in our working environment. Some of the department chairs feel that we should approach the college president in a united group about having a more active role in the hiring process of the next applicant, but others are afraid to speak up, or don’t feel that we would be heard even if we did. In addition, the company is in overall disarray due to poor corporate leadership, compliance issues, and significant budget problems—which translated into a campus wide turnover rate of 45% in the last year alone. In addition to myself, I suspect most of my peers are actively looking for other jobs, but until we are able to make good on our escapes, do we continue to suffer or should we try and find a way to approach our college president who is at this point feeling insecure and frustrated himself?
Yowza! It sounds as if you’re earning your doctorate in disaster at Catastrophe College. I can only imagine the stress and pain this cycle has created in your life. You have my full sympathy.
Over the years, I’ve worked with several colleges and educators facing similar challenges. I think many of our crucial conversations skills can help to frame your choices.
Start with heart. Healthy dialogue starts with your own motives. We all have multiple motives. Three you mention are: have an active role in the hiring process, reduce the havoc and poor leadership, and make good on your escape. Start With Heart means stepping back and taking a long-term and inclusive look at your priorities. Ask, “What do I really want for myself, for the college president, and for our school?” Your answer to these questions will become the North Star you navigate towards.
Weigh the risks and rewards. Speaking up will be risky. That’s clear. But not speaking up is risky too. In fact, you’ve tried not speaking up, and it has resulted in “every leadership style from overbearing micromanagement to completely oblivious apathy.” Hmmm.
A common mistake is to focus exclusively on the short-term personal risks of speaking up, while ignoring the long-term, community-wide risks of not speaking up. Paradoxically, the times when we are least likely to speak up are also the times when speaking up will make the biggest difference. I can’t tell you whether you should risk speaking up. You will need to balance the risks for yourself.
Practice empathy. If you decide to speak up, begin by looking at the world from your college president’s perspective. Practice your empathy skills. He’s probably feeling embattled. My guess is he has many bosses who are second-guessing his decisions. His job and the college’s survival are on the line. If the college fails, he may have to find a whole new career. If I were him, the last thing I’d want would be one more group that thinks it can make demands of me.
Ask permission. Don’t approach your college president with demands. You aren’t his manager, you don’t know what his board is asking of him, and you don’t have access to the information he has. Instead, begin with a statement that demonstrates Respect and Mutual Purpose. When I’m in this situation, I often begin with Mutual Purpose, and then show Respect by asking for permission to share my ideas. For example, “I want you to know you have my full support. I know you’re working extremely hard to get our college back on track, and I’d like to help. Would it be okay if I asked a few questions and shared some ideas?”
Begin with his priorities. It’s tempting to begin by sharing all the problems the turmoil has caused for you and other faculty members. But you, the faculty, and even the students are just one of the many priorities on his long list. For example, what if his board has asked him to cut costs by laying off the salaried faculty, and replacing them with contractors and adjunct faculty? If that’s the case, then sharing the faculty’s problems won’t be relevant.
Of course, the college president may not be able to share his priorities with you, because of confidentiality concerns. But it will be hard for you to be helpful, unless he can be frank about the challenges he faces.
Make a specific request. If I understand you correctly, your specific request is to have a subset of the faculty be involved in selecting the next dean. Explain the positive consequences that will stem from this involvement. Suggest how this process will help the college and help the college president. Don’t focus on how this will help you and the faculty. Take a broader, college-wide perspective.
Have a backup plan. It sounds as if you are already looking for another job. That’s good. I wouldn’t put all my eggs in this current basket. Be prepared for the college president to say he doesn’t want or need your help, and has no plans to involve you or other faculty. If that is his response, retreat gracefully, and put your backup plan into effect. Don’t burn your bridges, but plan to move on.
Again, my heart goes out to you. The proprietary college industry is in turmoil. I’m so sorry you’ve been caught up in this maelstrom.
Best of luck,
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David Maxfield is a New York Times bestselling author, keynote speaker, and leading social scientist for organizational change. For thirty years, David has delivered engaging keynotes at prestigious venues including Stanford and Georgetown Universities. David’s work has been translated into twenty-eight languages, is available in thirty-six countries, and has generated results for three hundred of the Fortune 500.