1 / 12

Succession Planning & Leadership Development Rita Bornstein, Ph.D.

Succession Planning & Leadership Development Rita Bornstein, Ph.D. Rollins College, President Emerita & Cornell Professor of Philanthropy and Leadership AGB Board of Directors. www.agb.org. Searches will take longer Candidates younger & less experienced More non-academics

ikeeter
Download Presentation

Succession Planning & Leadership Development Rita Bornstein, Ph.D.

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Succession Planning & • Leadership Development • Rita Bornstein, Ph.D. • Rollins College, President Emerita & Cornell Professor of Philanthropy • and Leadership • AGB Board of Directors www.agb.org

  2. 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

  3. Short term: Illness, family emergency, etc. • Long term: Recruited away, incapacitated, retirement Problems in the Presidency

  4. 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?

  5. 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

  6. 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

  7. 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

  8. Mentoring • Shadowing • Coaching • New challenges & projects • Opportunities to lead groups • Feedback Leadership Development: The Experience

  9. Provide guidance & support on: • Succession planning • Search • Assimilation • Leadership programs • Individualized leadership plans Role of Human Resources

  10. 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

  11. 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

  12. 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

More Related