copyright 2010 © agb succession planning & leadership development rita bornstein, ph.d. rollins...
TRANSCRIPT
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Copyright 2010 © AGB
Succession Planning & Leadership Development
Rita Bornstein, Ph.D.Rollins College, President Emerita & Cornell Professor of Philanthropy and LeadershipAGB Board of Directors
www.agb.org
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• Searches will take longer
• Candidates younger & less experienced
• More non-academics
• Fewer women & minorities
• Longer presidential tenures
• Increased presidential job-hopping
Implications of Current Trends
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• Short term: Illness, family emergency, etc.
• Long term: Recruited away, incapacitated, retirement
Problems in the Presidency
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READY FOR A CHANGE IN LEADERSHIP?
• Prepared to launch an effective search?
• Identified needed presidential qualities?
• Identified potential internal candidates?
• Considered appointing internal candidate without search?
• Aware of obligations to a new president?
Ready for Change?
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• Institutional SWOT analysis
• Leadership criteria
• Search process (committee, consultant)
• Assimilation process
• Development of internal candidates
Plan: Written, reviewed at least annually; all trustees involved.
The Succession Plan
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• Survey: Just 41% of sitting presidents said they were well prepared for their 1st presidential position.
• Underprepared in: Fundraising, lobbying, budgeting & financial management, board relations, pace of job, dealing with faculty.
• Sink or swim
Leadership Development: The Need
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• Content: History, organization, financing, governance of higher education.
• Managing people.
• Managing change.
• Ethical decision making.
• Presidential responsibilities.
• Innovative, collaborative, integral leadership
Leadership Development: The Program
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• Mentoring
• Shadowing
• Coaching
• New challenges & projects
• Opportunities to lead groups
• Feedback
Leadership Development: The Experience
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Provide guidance & support on:
• Succession planning
• Search
• Assimilation
• Leadership programs
• Individualized leadership plans
Role of Human Resources
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• Bias against insiders: Liability of familiarity
• Preference for national search
• Data: Insiders do better in CEO role
• Corporations: Over 50% of new executives hired from outside leave within three years
• Higher education: Insiders have higher rates of retention & success
• Forgoing national search
Internal Candidates
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• Jim Collins, Good to Great:
“Larger than life, celebrity leaders who ride in from the outside are negatively correlated with going from good to great.”
Beware Charismatic Outsiders
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• Unprepared boards: Haste, failed search, poor choice, unhappy constituents, harms institutional reputation, reduces confidence in board.
• Prepared boards: Smooth transition, new president accepted by constituents, enhances institutional reputation, builds confidence in board.
Consequences