Full Description
Every profession has its written and unwritten rules about how to be successful. Community college leadership is no exception. This book is about how to survive, thrive, and make a difference as a community college leader in the political arena that can sometimes be overwhelming. The authors share ideas, anecdotes, and vicarious experiences that should help readers take advantage of career opportunities and, if necessary, survive any pitfalls that may temporarily set them back. For the Third Edition, the authors have updated and expanded the text to reflect new challenges and new opportunities found on America's community college campuses.
Contents
Contents
Preface
Terminology Used in This Book
Chapter 1: What Am I Getting Into? Choices and Personal Decisions
The First Management Experience
Sidebar:Who is More Powerful?
The Next Step: Climbing the Organizational Ladder
The Big Step: President and CEO
The Difference Between Being President and Being CEO
CEO/President of a Single-College District
Sidebar: Advantages and Disadvantages
Chancellor of a Multi-College or Multi-Campus College District
Sidebar: Multi-College District - Advantages and Disadvantages
Sidebar: Multi-Campus College District - Advantages and Disadvantages
President in a Multi-Campus College or Multi-College District
Sidebar: Advantages and Disadvantages
The Single-College District
The Multi-College District
Sidebar:Multi-College and Single-College Districts: Issues for administrators to consider
Sidebar:RAM and "Bucket" Budget Models
The Multi-Campus College District
The Nomadic Lifestyle
Sidebar:To Move or Not to Move
Are Small-Town Politics Really Easier?
Sidebar:Working at a Small-Town College
Commuter Marriages
Sidebar:The Sting
Chapter 2: Thriving and Surviving on the Job
What Administrators Really Do
Building Career Bridges
Watch What You Say or Do...
Winning Characteristics
There is No "Middle" in Middle Management
Sidebar:Now get out there and stretch
Division and Department Leadership
Communication on Campus
Sidebar:Bring Options, Not Just Problems
Instituting Change: Everyone Is a Leader
Sidebar:The Lessons of the COVID epidemic (and other disasters)
Hiring and Managing a Consultant
Sidebar: A Unique Way to Use a Trusted Outside Advisor
Adjusting to a Changing of the Guard
Chapter 3: Institutional Politics
Peer Bullies
Sidebar: The 10/90 Rule
The Importance of Loyalty
Sidebar:Don't Forget Support Staff
Can It Pass the "Do You Want Your Loved Ones to Know" Test?
Shared Governance: The Contradiction We Love to Hate
Sidebar:Peer Review, Faculty Cop-Out
Chapter 4: Presidential Issues
Call of the Headhunter
Sidebar:Multiple Paths to a Presidency
Finding a Good Fit
Your First Contract
Working Out the Board-CEO Working Relationship
Assessing the Board
Care and Feeding of the Board
The First 100 Days on the Job
Picking Your Team
Building Your Own Faculty Leadership
Sidebar:Leaving a Legacy
The Theory of Political Capital
Ignorance is Bliss, Sometimes
Trustee Election Politics
Votes of No Confidence
Can You Hear the Posse Coming?
Chapter 5: Not For Trustees Only
Becoming a Trustee
Starting Off on the Right Foot
Rabbits Carrying the Lettuce
Pick Up the Phone
Presentations to the Board
Selecting the Board Chair
Keeping a Good CEO
Evaluating the CEO
Sidebar:Suggested Steps for Developing a CEO Evaluation Process
When It's Time to Make a Change
Sidebar:When a CEO becomes ill or incapable of doing the job
Selecting a New CEO
Sidebar:Does Your District Need a Search Consultant?
Sidebar:Rule #1: Stay Involved
Sidebar:Do We Need An Interim CEO?
Ten Truths of Community College Leadership
About the Authors
