Deans and Chairs

1. Deans and Chairs ACSP Leadership Conference 2011 Gary Hack University of Pennsylvania

2. University Leadership Culture As one moves up the ladder, leaders adopt mainly a strategic stance towards the academic and research activities of the university. Presidents – main job is fundraising, external relations with boards, legislators and influentials, may take an interest in hiring of senior administrators. However, need to be able to tell compelling stories about research and teaching. Provosts or Academic Vice Presidents – have direct responsibility for resources and the health of colleges an schools, usually hire deans, concerned with academic stature and quality.

3. The Decanal Culture Sees programs/departments through lens of university wide priorities and strategies. How to achieve excellence How to position college/school so it can competeeffectively for university and external resources How to reduce expenditures to balance budgets university wide How to get wider university visibility How to demonstrate synergy with other colleges/ programs In research intensive universities, how to expand research volume and impact Deans are constantly being pressed on these issues Deans are looking for legacy initiatives

4. Structural Situation Shapes Expectations Start with a list of responsibilities: Dean Chair Organizes curriculum? Oversees searches for faculty? Reviews faculty for promotion/tenure? Recommends/decides on salary increases? Composes budgets? Can shift resources among line items? Is accountable for savings/overruns? Hires support staff? Fundraising? Etc., etc.

5. Alignment of Interests Very little good can occur if interests and strategies of Dean and Chair are not aligned. Be clearheaded about this when taking on the job Discuss the resource needs before accepting role Agree on targets annually Development/advancement activities are best done as a team Cultivate prospects Formulate strategies for solicitation Create attractive possibilities Keep in constant touch with Dean

6. Ways Deans Can Help Chairs Recruitment and retention of faculty Finding solutions for unproductive faculty, and reinforcing Chair’s actions Funding startup ventures Connecting with other university units, committees, task forces Formulating special capital/equipment requests

7. What Deans Need From Chairs Clarity about how program is positioned – areas with competitive advantage, destination of graduates, source of applicants, research areas with special expertise. A constant flow of program accomplishments – examples the Dean can use to brag to Provost/President/Prospects Capacity to organize reviews effectively – accreditation, external reviews, internal reviews. Leadership – presence, strong and consistent contact with students and faculty, optimism, willingness to make difficult choices, a good stump speech.

8. What Deans Hate Complaints that resources are inadequate – especially contrasts with other universities Constant requests for additional funds Passive Chairs – maintainers instead of entrepreneurs Chairs unwilling to convey bad news to faculty and students Chairs unwilling to make tough choices on promotion and tenure – punting these to Dean.