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How to ‘ Pardner ’ with Your President

How to ‘ Pardner ’ with Your President. Thursday, April 4, 2013 3:30 to 5 pm CCCCCIO Spring Conference. Presenters. Dr . Lori Gaskin, Superintendent/President of Santa Barbara City College Dr. Lawrence Buckley, President of Canada College

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How to ‘ Pardner ’ with Your President

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  1. How to ‘Pardner’ with Your President Thursday, April 4, 2013 3:30 to 5 pm CCCCCIO Spring Conference

  2. Presenters • Dr. Lori Gaskin, Superintendent/President of Santa Barbara City College • Dr. Lawrence Buckley, President of Canada College • Dr. Regina Stanback Stroud, President of Skyline College • Dr. Melinda Nish, Superintendent/President of Southwestern College

  3. Purpose “The turnover in community college presidents (CEOs) and chief instructional officers (CIOs) has been dramatic. This session offers the rare opportunity to discuss changing relationships with four CEOs, from single and multi-college districts who have also been CIOs. The panelist will discuss the interconnected yet dynamic and shifting roles of the CEO/CIO, the optimal relationship between the CEO and the CIO, as well as the desired functional responsibilities of a CIO. In other words, what makes a “perfect” CIO in the mind of a CEO.”

  4. Scenario #1 • It is becoming clear that you and your CEO on are different pages with regards to Program Evaluation. The CEO has history with a department that is being evaluated for elimination. What strategies do you use to navigate your differences? Give examples.

  5. Scenario #2 • The CEO is ultimately responsible for the college/district. There is a fine line between knowing what is happening and micromanaging. How would you describe the difference and please give examples.

  6. Scenario #3 • Increased accountability, as a result of accreditation and legislative activities, has increased the responsibility of the CIO in relation to operational/technical functions. Yet the CEO, needs the CIO to function in a leadership role—planning the future direction of Instructional Programs. How do you define and balance these roles?

  7. Questions • 1. What is the line between the CIO and the CEO? • 2. How do you deal with the desire to stay engaged with faculty, deans and student services without performing the responsibilities of the CIO? • 3. How can you improve communication between the CIO/CEO? • 4. What key actions/behaviors seriously undermine the relationship between the CEO and CIO?

  8. Questions • 5. What key actions/behaviors solidified a positive working relationship between the CEO and CIO? • 6. What 2 tips would you give us as CIOs for working with CEOs? • 7. What 2 tips would you give other CEOs for working with CIOs? • 8. How has your previous experience as a CIO informed you as a president on how/when to trust the leadership of your CIO? • 9. How do CEOs want CIOs to tell you something the CEO doesn’t want to hear?

  9. Questions • 10. What if your CEO (or CIO) is impossible to get along with? Is it even possible to develop a relationship that is beneficial? • 11. I feel like I need to tell my CEO EVERYTHING or at least let him/her know—what do I really need to let him/her know and what can I decide on my own? • 12. How does the CIO help support the president when the Senate challenges his/her decisions and becomes suspicious of the leadership?

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