West Virginia’s Private Colleges Lead Very Public Lives

(The State Journal, February 25, 2011; The President's Letter, March 2011 - by Scott D. Miller)
 
At a time when investment in higher education has never seemed more urgent, when the nation’s colleges and universities have assumed ever greater responsibility for “winning the future,” in President Obama’s words, West Virginia’s eight private colleges lead very public lives of service and distinction.

Although you won’t find small private colleges playing in fancy football stadiums, building huge facilities with corporate sponsorships, or shuttling students between sprawling branch campuses, the results of our work are highly visible—as evidenced by the successful careers and lives of some of America’s most prominent leaders, many of whom were the first in their families to graduate from college.

Collectively, our state’s independent colleges are 892 years old, yet as new as the latest learning technologies that bring the world to our typically small, scenic campuses.  Bearing substantial responsibility for educating our citizens beyond high school, these institutions—Bethany College, West Virginia Wesleyan College, University of Charleston, Wheeling Jesuit University, Alderson-Broaddus College, Davis & Elkins College, Ohio Valley University, and Appalachian Bible College—have the capacity to serve and grow without capital investment from the state, and to move quickly to respond to expectations of students and their potential employers in the global marketplace. 

Our role is not to compete with West Virginia’s public colleges and universities, whose contributions to the state are important in their own right. Rather, in the words of our consortium, West Virginia Independent Colleges and Universities, Inc. (WVICU), our vision is to be “an accessible, indispensable and highly visible component of the State’s educational, economic and cultural life.” With a focus on preparing our 7,500 students for careers and lives that will change dramatically within years of their graduation, West Virginia’s private colleges are student-centered, administratively lean, and academically innovative. Most retain  historic affiliations with religious denominations, and offer students personalized opportunities for intensive, residential study in liberal arts and pre-professional programs.

We work hard for our students, many of whom—as in the public higher education community—are the first in their families to attend college.  At Bethany, these first-generation students make up some 30 percent of our enrollment. When I look out at the assembled high school juniors and seniors, and their families, during our campus open houses, I can detect in many faces the eagerness to make a four-year college education a milestone event in their family experience.

Many in West Virginia’s business community, along with foundations and  other funders, share our commitment to student access and success through the Circle of Vision Scholarship Program of WVICU, providing essential funds each year to keep the cost of enrollment affordable to as many as possible.  Since 1997, this program has funded approximately $3.5 million in scholarships to over 2,900 West Virginia students.

Our partnership with the federal government is also critically important.   Pell Grants, serving over 7 million needy students nationwide, represent one of the most responsible and financially feasible investments in America’s students. We hope they will continue to be funded (at a maximum of $5,550 per student through next year) at a critical time when the percentage of American students graduating from college continues to lag behind that of some other industrialized nations.

Although small private colleges remain a well-kept secret in West Virginia, our graduates tell a truly international story.  In March, Bethany will welcome back to campus as our Founder’s Day speaker Holocaust survivor and 1957 Bethany alumnus Thomas Buergenthal, formerly the American judge on the International Court of Justice in The Hague and now a professor of law at The George Washington University.

Bethany’s graduates include Greg Jordan, Global Managing Partner of Reed Smith, one of the 15 largest law firms in the world; Robert McCann, Chief Executive Officer of Wealth Management Americas and member of the Group Executive Board of UBS; Marie DeParis, Vice President of Marketing and Business Development for SNY, the official television home of the New York Mets and Jets, and the Big East Conference; Dr. Arthur Keys, Jr., founder and President of International Relief and Development, Inc., and many other distinguished alumni throughout the world.

Having attended recent meetings of various higher education organizations and consortia, including WVICU, I am struck by what a compelling case we can make for continued support of private colleges, here and throughout our nation.

According to the National Association of Independent Colleges and Universities (NAICU), our institutions nationwide enroll nearly 20 percent of all students, award approximately 30 percent of all degrees, and serve a significant percentage of non-traditional (aged 25 or older) students. We have substantial economic impact on our home communities in West Virginia—think of the small towns of Bethany, Philippi, Buckhannon, Elkins, and Mount Hope that are home to five of the state’s eight private colleges. And we’re efficient. Independent college students tend to complete their degrees on average in 4.5 years, compared with a national average of nearly 6 years for graduates at state schools.

We are lesser known than many of our bigger public counterparts, and you may have to drive along some gorgeous stretches of country road to find us, but West Virginia’s private colleges are academically vibrant and economically important. We partner with business and industry, we do research, and most of all, we teach well, focusing on the needs of the individual student in today’s complex society.

Although we are private, we do a lot of public good.

January is Out, Spring Term is In

(The President's Letter, February 2011)

As I write this letter, another round of snowfall is covering our scenic campus.  We see students in the evening “traying” on the hills in front of Christman Manor at Pendleton Heights and Campbell Village.  A few daring students are using inner tubes on some of the bigger hills.  It’s hard to believe that it has been one year since the great ice storm that closed the campus and surrounding area for more than a week. 

Our spring term is underway.  A week ago we completed January Term, with approximately 450 students taking classes. This concentrated format permits them to explore subjects of interest that might not be possible in a semester-long course; some of the intriguing titles included “Appalachian Mythbusters,” “The Lowdown on Getting High,” and “Ninja Turtles: Math, Science and Art.”

The final week of January Term was also a time for seniors who have completed major requirements to take their comps.  I enjoyed visiting with a number of celebrants as family and friends gathered following this sometimes excruciating, but always meaningful, experience that links Bethanians through the generations.  The sense of accomplishment and pride by family and friends is a special and memorable Bethany tradition.  We are, reportedly, one of just three dozen colleges and universities nationally that still require a senior project as well as written and verbal comps.

Also last month, the Bethany College Day of Service honored the legacy of Dr. Martin Luther King, Jr., and the 25th anniversary of the federal holiday in his memory, with 53 volunteers gathering to share in a variety of service projects and a celebratory dinner featuring remarks by Shaunda Miles, director of programming and cultivation of the August Wilson Center for African-American Culture.  The commemoration served as a reminder of Dr. King’s vision of a “Beloved Community” and his challenge: “Life’s most persistent and urgent question is: ‘What are you doing for others?’”

Bethany was selected by West Virginia Campus Compact as an MLK Day of Service 2011 Host Campus and received a mini-grant to help fund the day’s efforts in which faculty, staff and students logged 212 hours of work with local organizations.  It was my privilege to spend the day with a group of students working at the Wheeling area homeless shelter.   Fostering community service is one of the most rewarding actions I can take as a college president.  One person can always make a difference; when a group of people pools its resources, anything is possible.

Bethany’s faculty and alumni continue to earn accolades.  The Faculty Merit Foundation of West Virginia announced that Bethany College Professor of Biology Albert “Jay” R. Buckelew has been selected as one of five finalists for its 2010 Professor of the Year. This is the second time in three years that a Bethany professor has been chosen for the honor. John Burns, also a professor of biology, was a contender for the 2008 award.

Leadership 101: Maximizing Board Effectiveness

(College Planning and Management, December 2010 - by Scott D. Miller and Marylouise Fennell)

Editor’s Note: Final in a series of six focusing on “Leadership 101,” issues of special interest to college presidents and trustees.

We too often forget that the administration of an institution consists of the appointed president and the volunteer Board of Trustees.  Working in tandem, they can effectively advance a college or university, if expectations are clear and each understands and observes its proper role.

Frequent miscommunications occur around how “hands-on” the Board should be in day-to-day institutional management, how to effectively evaluate volunteer leadership and especially, how to avoid real and perceived conflict of interest.

·         Roles and Expectations

Volunteer boards can and should frame “the big picture,” setting the stage for long-term success.  Trustees’ appropriate role is to hire, evaluate and support the CEO, holding him or her accountable.  They should not micro-manage day-to-day decisions such as hiring and evaluation of staff; these are properly the role of the president.  This represents a special challenge for trustees also serving on corporate boards, where the business model is often somewhat more hands-on.  As one of our most effective trustees recently remarked, “We (board members) knew what long-term strategies the college needed to pursue, but we had no idea of what tactical decisions needed to get there.”  He understood and clearly articulated that, in the words of a colleague, “My role is to steer the ship, not to set the course.” 

·         Ongoing evaluation

In our experience, boards are quick to evaluate CEOs; they are not always so quick to evaluate themselves. Yet both processes are necessary for effective governance.  We recommend a structured, systematic method for evaluating trustees by means of an executive nominating committee comprised of the current Board chair and vice chair and immediate past chair.  This group should evaluate attendance and participation of every board member as his or her term nears expiration. Likewise, we suggest an ongoing means of evaluating the effectiveness of Board committees by requiring each to set specific goals and timelines for achievement at the beginning of each academic year.

·         Orientation and Annual Review

After they join the Board, but before their first meeting, it is critical that new Trustees attend an orientation session clearly delineating their roles, responsibilities and expectations. Ethical and legal conduct and self-disclosure, such as the new Federal Accounting Standards Board (FASB) requirements, need to be thoroughly reviewed and clarified.  These affect the participation of board members from specific industries or institutions, who may need to recuse themselves from certain decisions. Thereafter, we recommend holding an annual retreat for all members to update them on new requirements and to refresh their collective memories.  There should be “no surprises” after joining the Board.

Moreover, trustees should be encouraged to keep abreast of best practice and trends in governance and philanthropy by reading current publications such as The Association of Governing Boards (AGB’s) Trusteeship to maximize their effectiveness.  Retreats can include discussion and application of such articles.

“Give, get or get off,” has long been a standard for expected Board performance, but these guidelines go well beyond that old adage, ensuring that Board members and CEOs are partners in institutional leadership.

           

When both clearly understand and implement their rules, roles and expectations, presidents and boards can maximize their effectiveness, minimize conflict and exert true leadership.

Dr. Scott D. Miller is President of the College and M.M. Cochran Professor of Leadership Studies at Bethany College in West Virginia.  Now in his third college presidency, he has served as a CEO for nearly 20 years.

Dr. Marylouise Fennell, RSM, a former president of Carlow University in Pittsburgh, PA, is senior counsel for the Council of Independent Colleges (CIC) and principal of Marylouise Fennell, Higher Education Services.

Leadership 101: Building Trust and Relationships

(College Planning and Management, October 2010 - by Scott D. Miller and Marylouise Fennell)

Editor’s Note: Fifth in a series of six focusing on “Leadership 101,” issues of special interest to college presidents and trustees.

Nothing is more essential to a presidency, especially in the first 90 days, than building trust, loyalty and enduring relationships.  In their zeal to demonstrate success and momentum, new CEO’s too often allow relationships to take a back seat to tasks.  This is a potentially lethal mistake because, as globally recognized expert on leadership Michael Maccoby, author of The Leaders We Need: and What Makes Us Follow, “Loyalty creates loyalty, and it is essential for a leader to have a loyal team.”

Leaders must be loyal to the people who work under them, adds Yash Gupta, dean of Johns Hopkins’s Carey Business School.

           

One of our longest-serving trustees, a nationally recognized leader in his industry, recently noted that in his 50-year career, “in those (divisions of) my organization where performance exceeded my expectations, it was always because of the personnel.

“I’ve learned to both hold (employees) accountable and to hold them in utmost respect,” he pointed out. 

In his new book, The First 90 Days, author Michael Watkins, emphasizes building a road map by negotiating success, achieving alignment, building your team and creating coalitions.

"The right advice and counsel network is an indispensable resource,” he says.

           

Here are some other things that we’ve learned are critical to effective team-building in young presidencies:

·         Listen and learn

Cultivate active listening skills – listening for meaning, observing body language, noting what is left unsaid-- are among the most crucial, and under-utilized, leadership skills.  A common thread among the countless tributes to the late Sen. Edward M. Kennedy, is that he listened to everyone, remembered and followed up on small details: birthdays, anniversaries and other significant milestones.  One long-time dean and professor who mentored dozens of students met with a prominent alumnus nearly 30 years after he had retired. The former recalled, “He must have asked questions for at least the first 30 minutes!”

·         Be visible

Don’t “hole up” in your office. Appear energetic, optimistic, futuristic, dedicated and visionary. In the first 90 days, we suggest: making contact with all of your main constituent groups, in person if possible; begin calling and visiting your top 50 donor prospect list; and visiting editorial boards of area newspapers. Eat in the cafeteria, walk the campus and attend campus events (even if on a “fly by” basis.)  Presidents sometimes mistakenly assume that their presence at a small campus athletic event, for example, won’t be missed; these occasions are very meaningful for students, families and young alumni.

·         Help everyone to win

Ask about sick children of staff; help a young faculty member. These small kindnesses will pay huge dividends later. Foster and cultivate relationships by twitter, e-mail, phone and hand-written personal notes. 

Continually network; we find that about two dozen key relationships keep giving back to us in support, counsel, affirmation and friendship.

·         Small gestures count

Finally, never underestimate the power of a small, symbolic gesture to forge ongoing loyalty.  “Small gestures can often mean more than sweeping ones,” notes Gary E. McCullough, president and chief executive of the Career Education Corporation. McCullough recounts the “Lesson of the 38 Candy Bars” from his former career as a U.S. Army platoon leader at Ft. Bragg, North Carolina:  “The commanding general asked a vehicle driver what he could do to improve conditions for him in the field….’Sir, I sure could use a Snickers bar,’ was the reply. A couple of days later, a box showed up for the private, filled with 38 Snickers bars, the number of soldiers in the platoon.  From that day onward, we would’ve followed that general anywhere!”

#  #  #  #

Dr. Scott D. Miller is President of the College and M.M. Cochran Professor of Leadership Studies at Bethany College in West Virginia.  Now in his third college presidency, he has served as a CEO for nearly 20 years.

Dr. Marylouise Fennell, RSM, a former president of Carlow University in Pittsburgh, PA, is senior counsel for the Council of Independent Colleges (CIC) and principal of Marylouise Fennel, Higher Education Services.

Leadership 101: Negotiating a Win-Win Contract

(College Planning and Management, August 2010 - by Scott D. Miller and Marylouise Fennell)

Editor’s Note: Fourth in a series of six focusing on “Leadership 101,” issues of special interest to college presidents and trustees.

Former U.S. Senator and astronaut John Glenn and his wife, Annie, received a singular honor at Ohio State University’s season opener Sept. 5 in Columbus: they were among the few non-alumni band members to “dot the i” when the band spelled out “Ohio” on the field at halftime before more than 100,000 “Buckeyes” fans.

When negotiating a Presidential contract, it is critical to “dot the i’s and cross the “t’s” before signing, because you will never again be in as strong a negotiating position as you are at the outset of your tenure. Missteps at this stage can, at worse, doom a new presidency and at worse, place a cloud over it.  It’s much better to get it right the first time.

Unfortunately, new CEOs and trustees, under time pressure and not wanting to jeopardize the job offer, too often throw away this bargaining chip. We recommend:

·         Haste Makes Waste

Especially for first-time college presidents negotiating a new contract, we suggest not succumbing to pressures that may accompany an offer.

Rather, we suggest taking time and consulting neutral, knowledgeable outside sources to ensure an equitable contract for all concerned.  This is especially true when compensation issues arise, because “low ball” offers, once accepted, can be difficult to readjust to a president’s satisfaction later.  We’ve known presidents who accepted an offer, only to feel unfairly taken advantage of later when they realized that they could have realized a far more competitive salary.  “Sign in haste, repent at leisure,” is a good watchword for both parties to a presidential contract.

·         Seek Objective Third-Party Counsel

Our experience has demonstrated that direct contract negotiations between an incoming president and search committee may create undue friction between the two which can compromise a subsequent presidency.  We find that an experienced third person, who knows what other peer and aspirational institutions are likely to offer, can prevent unnecessary tension between the board leadership and new president while addressing critical issues. We recommend a knowledgeable higher education third party.  After the basic terms are committed to paper, a lawyer in the home state of the institution should review to ensure that all state and local laws are applicable. 

·         Protect Yourself and Your Institution

Too often, in their eagerness to attract strong candidates, institutions fail to protect themselves in contract negotiations.  Three-year contracts for a first-time presidency are, in our view, too long.  If the president and institution prove to be a poor fit, it will become apparent before the three-year mark.  It serves both parties badly to lock them into such a long time frame.  For the same reason, we recommend against a common practice of awarding tenured faculty rank in a first contract.  If one or both parties are unhappy, it serves neither to have a dissatisfied former president among faculty ranks.  Better to leave both free to move on if the relationship is not working.

·         Strive for a “Win-Win”

When negotiating a contract, especially for a first-time presidency, all parties should take the time and due diligence to ensure that terms are fair to all concerned.   The most enduring presidencies are built upon a foundation of mutual trust and respect, and the contract is a cornerstone of these values.  If terms are skewed against either the president or the institution, one or both will likely come to feel victimized later.  As in all partnerships, the only relationship worth pursuing is that of an equitable, well-considered “win-“win” for all concerned.

Dr. Scott D. Miller is President of the College and M.M. Cochran Professor of Leadership Studies at Bethany College in West Virginia.  Now in his third college presidency, he has served as a CEO for nearly 20 years.

Dr. Marylouise Fennell, RSM, a former president of Carlow University in Pittsburgh, PA, is senior counsel for the Council of Independent Colleges (CIC) and principal of Marylouise Fennell, Higher Education Services.

Leadership 101: Center of Gravity

(College Planning and Management, June 2010 - by Scott D. Miller and Marylouise Fennell)

Editor’s Note: Third in a series of six focusing on “Leadership 101,” issues of special interest to college presidents and trustees.

Medieval kings and queens were surrounded by courtiers whose continued residence at court, social standing and in some cases, their very lives, depended upon the goodwill of the monarch. Needless to say, these sycophants became extremely adept at telling the ruler what he or she wanted to hear.  College presidents in the 21^st century are also surrounded by courtiers; they are called alumni, faculty, staff and others who orbit CEOs.

           

Like their medieval counterparts, college and university presidents today need to maintain balance, perspective and focus because when many others’ lives revolve around decisions you make, it is easy to lose track of all three.  Here are three maxims that will help presidents to maintain a healthy center of both personal and institutional gravity:

·         Focus on a few key priorities;

·         Maintain a balance in professional and personal life;

·         Go home at night.

Prioritize

President’s “in” boxes, especially at the outset of their tenures, always seem to be overflowing, with each item marked “urgent.”  Unless you can develop a laser-like focus on three and not more than four priorities for your first year in office, you will be perpetually consumed by minutia, always reacting, managing from crisis to crisis.

Alan Webber, author and founding editor of Fast Company magazine, offers this fundamental rule of thumb in his latest book, Rules of Thumb: 52 Truths for Winning at Business Without Losing Yourself:  “Ask the last question first. That is, ‘What’s the point of the exercise?”

 As Webber points out, many military campaigns have produced victory in every individual battle, while the wars themselves were lost.  In every instance, “the critical missing element to (those) ill-conceived wars was a lack of clear definition of victory.” If you don’t have a clear understanding of what you hope to achieve, how will you justify the time, energy and human and financial resources to commit to the effort?

Maintain Balance

The late French President Charles deGaulle once famously remarked that cemeteries are filled with “indispensable” men (and women.) Perhaps the best advice that any one ever gave us is this: “Remember, it will all still be there in the morning.”  Take care of yourself, physically, emotionally, mentally and spiritually. Take vacations and when you are away, be away. Humor, especially the self-deprecating kind, can reduce stress and provide needed perspective. Make time for friends and family, for they will keep you centered.  

Go Home at Night

A former West Coast president, on his arrival at a small liberal arts college, initially created shock waves when he announced that he would buy his own home off-campus rather than live in the President’s House.  “Everyone else at the university gets to go home at night, and I want to do that, too,” he explained.  The former president’s residence became a well-used space for alumni events, offices and gatherings, while the respected CEO in question went on to a long and successful presidency. Go home at the end of the day. 

In the end, effective leadership “is not about making speeches or being liked; leadership is defined by results, not attributes.”  Incorporate this counsel from the late author and professional management consultant Peter F. Drucker, and your tenure will be productive. Remember, that you must provide institutional gravity; others will be looking to your words, actions and demeanor for inspiration and guidance.  

Successful leaders in all walks of life recognize that you can’t take care of others unless you first attend to your own needs.  While bringing enormous demands, long hours and often, undue stress, college presidencies offer nearly unparalleled opportunity to help others, especially students.  It’s one of the best jobs around!

Dr. Scott D. Miller is President of the College and M.M. Cochran Professor of Leadership Studies at Bethany College in West Virginia.  Now in his third college presidency, he has served as a CEO for nearly 20 years.

Dr. Marylouise Fennell, RSM, a former president of Carlow University in Pittsburgh, PA, is senior counsel for the Council of Independent Colleges (CIC) and a partner in Hyatt Fennell, Higher Education Services - The TCR Group.

Leadership 101: The Vision Thing

(College Planning and Management, April 2010 - by Scott D. Miller and Marylouise Fennell)

Editor’s Note: Second in a series of six focusing on “Leadership 101,” issues of special interest to college presidents and trustees.

New presidencies are more often derailed by “the vision thing” than by almost anything else, but not in the manner that many may think.  We suggest that too much vision, too soon can be damaging and should be deferred. If this counsel sounds counter-intuitive, please bear with us.

Under pressure from search committees to create momentum even before their terms even begin, new presidents often lay out big plans without taking time to listen, learn, study institutional history and culture and reflect. 

We advise:

·         Resist making big decisions too soon;

·         Listen actively and inclusively;

·         Capitalize on opportunities.

Resist making big decisions too soon

Presidents are, by their nature, men and women of action.  Introspection tends not to come naturally or easily to some. Coupled with external demands from many directions, this internal pressure is hard to resist.  Yet, we urge taking the time to settle into your new role and the organization before locking in a long-range plan.  Our colleague Kent Chabotar, the first non-Quaker president of Guilford College in North Carolina, used his first two years in office to develop the College’s current strategic plan. He says the time was essential in improving content and community buy-in of the plan once it was unveiled.  The more involved the college community is in development of a strategic plan, the more engaged it will be in its successful execution.

H.L. Mencken wrote, “There are many simple solutions to complex issues—and all of them are wrong.” Resist the impulse to resort to “obvious” solutions to the challenges facing your campus.

           

Listen actively and inclusively

Presidents coming into office with the benefit of recent or ongoing institutional research may be able to save time in the planning process. However, there is no substitute for face to face communication with key constituents, especially students and faculty. Holding regular office hours; using committees to recommend annual budgets, fringe benefit programs and facility renovations; and championing annual surveys of community climate builds support.  Though time-consuming, they build a strong base on which a new presidency can flourish. Short-circuit the planning process at your own risk.

New CEOs should also recognize that there are few secrets on college campuses. Never say anything in a private meeting that, as they say in Boston, could not be shown on the CITGO billboard overlooking Fenway Park or on the front pages of your local newspaper.

Capitalize on early opportunities

To paraphrase the acronym of a well-known fund-raising organization for women candidates, “early opportunities are like yeast.”  They help a presidency to succeed.  To establish credibility and momentum, therefore, we urge new presidents to defer “the vision thing,” but to actively seek individual opportunities—synergistic partnerships, alliances and niches consistent with the institution’s mission and culture.  Early in our presidencies, we were able to establish some “quick wins” with like-minded community organizations such as regional arts alliances that dramatically impacted our ability to recruit students and faculty while raising our community profile.  These windows can close quickly; often, if one president doesn’t strike while the iron is hot, a peer institution will.  Be alert to opportunities as they present themselves and act on them decisively.  Carpe diem.

            

“A successful life is not something you simply pursue; it is something that you create, moment by moment.”  Bill Strickland, who is president and CEO of Manchester Bidwell Corporation and its subsidiaries and a true lion of Pittsburgh industry, delivered these remarks about building a meaningful life at the 2009 Bethany College of West Virginia Commencement. Substitute “successful life” for “successful presidency,” and you have a recipe for longevity.  By making neither small nor ill-considered plans while seizing opportunities moment by moment, you will create possibility, enthusiasm and enduring success. 

Dr. Scott D. Miller is President of the College and M.M. Cochran Professor of Leadership Studies at Bethany College in West Virginia.  Now in his third college presidency, he has served as a CEO for nearly 20 years.

Dr. Marylouise Fennell, RSM, a former president of Carlow University in Pittsburgh, PA, is senior counsel for the Counsel of Independent Colleges (CIC) and principal of Marylouise Fennell, Higher Education Services.

Leadership 101: The First 100 Days

(College Planning and Management, February 2010 - by Scott D. Miller and Marylouise Fennell)

Editor’s Note: First in a series of six focusing on “Leadership 101,” issues of special interest to college presidents and trustees.

A president will never again have as much political capital as in the first 100 days in office.  Thus, it is vitally important that he or she gets it right during this critical “honeymoon” period. We continue to see promising presidencies derailed by overspending, over promising, under delivering, listening to the wrong people or worse, failing to listen at all.  Errors in judgment and execution at this point can doom a new CEO, irrevocably damaging a fledgling presidency.

Hence, some guidelines for surviving the tests imposed by the first 100 days, while emerging strong with leadership ability intact on the other side:

·         Appearances matter;

·         Words matter;

·         Processes matter.

Appearances Matter

Like all successful leaders, College presidents must understand and act on the adage that perception is reality when it comes to matters of personal conduct.  Thus, a president must not only be honest, modeling integrity for the entire community, but also, appear to be honest.  Like Caesar’s wife, he or she must appear beyond reproach.

More new campus CEOs have gotten into trouble over expenditure of institutional funds than over any other single issue. So, we must insist, don’t spend a lot of college money on personal expenses at the beginning of your presidency. Because we’ve seen many presidencies compromised by expensive redecorating and furnishing costs of residences, we recommend deferring heavy personal spending. If you feel you must, pay for these items out of pocket and consider requesting partial reimbursement later. Be prudent in travel expenses.  At all times, exercise sound stewardship of institutional time and treasure.

           

Words Matter

           

Be careful whom you listen to, and be equally attentive to how your words may be heard by others. Especially when you are a “newbie,” it is important to say what you mean and mean what you say because you are setting a precedent for your presidency.

           

Our valued colleague, Kent J. Chabotar, president of Guilford College in North Carolina, likes to tell the story of King Henry II of England. Becoming exasperated with Archbishop Thomas Becket in 1170, the King unwisely exclaimed, “Who will rid me of this meddlesome priest?”  Much to the King’s chagrin and embarrassment, four over-zealous knights took him at his word, murdering Becket during services. When it comes to early public utterances, it pays to heed the time-tested principle articulated in Stephen R. Covey’s Seven Habits of Highly Effective People, “Seek first to understand, then to be understood.”

           

New presidents are besieged with requests and counsel from faculty, staff, donors, volunteer leadership and alumni; not all is equally valuable.  “Be wary of those who are the first to make appointments with you,” suggests Jim Hunt, provost and dean of the faculty at Southwestern University in Texas. He suggests that new presidents first research the history of any early requests before acting. The role of a college president, Hunt notes, is not to “hold things back,” but “to hold things within the scope of the institution’s goals.” Take time to listen and assess.

In the words of the late Peter F. Drucker, “Follow effective action with quiet reflection, from the quiet reflection will come even more effective action.” 

           

Processes Matter

In their zeal to be productive and proactive, too many new presidents confuse action with leadership. As Drucker put it, “Management is doing things right; leadership is doing the right thing.”  Although closed-door meetings may produce quicker decisions, counsel and buy-ins from campus constituencies establish a stronger foundation for long-term success.

           

It is critically important to give skeptics a seat at the table. As Chabotar wisely emphasizes, “If opponents cannot criticize presidents for individual decisions, they will surely try to ‘get you’ on the process.”  Don’t try to go it alone!

           

Dr. Scott D. Miller is President of the College and M.M. Cochran Professor of Leadership Studies at Bethany College in West Virginia.  Now in his third college presidency, he has served as a CEO for nearly 20 years.

Dr. Marylouise Fennell, RSM, a former president of Carlow University in Pittsburgh, PA, is senior counsel for the Council of Independent Colleges (CIC) and principal of Marylouise Fennell, Higher Education Services.

The Successful President: Personal Style

(College Planning and Management, October 2009 - by Scott D. Miller and Marylouise Fennell)

Presidential temperament is a bit like Marshall McLuhan’s existential fish out of water. It’s taken for granted unless it is suddenly absent. No other essential leadership quality is so elusive -- undefinable, but absolutely essential. It’s difficult to quantify, but you know it when you see it. A judicious Presidential temperament can overcome a lack of other important leadership skill sets; without it, nothing else matters.

College presidents are no longer your father’s CEO. Tenures are dropping in duration, while challenges mount. Although they came well qualified and highly recommended, too many new and promising first time campus CEOs are derailed in the early months of their presidencies because they did not understand the expectations and new rules of the office. Still others lack one or more basic skills critical to all successful presidencies. The costs of failure are enormous, both to the institution and to the individual.

What can we do to boost the odds of success? Let’s start with basic ground rules, which have changed enormously in the last 30 years. In the presidency of 1978, most presidents were educators who came from an academic background and viewed themselves as academic leaders, and they spent most of their time on campus managing internal affairs. The paradigm today represents a 180-degree shift. In 2008, most successful presidents come with a business background or a good sense of the business world, and they focus on activities related to external affairs and advancement. Effective presidents now spend upwards of 70 percent of their time off-campus, “friend”-raising and fund-raising. Today, presidents are the “face” of the university to diverse outside publics, including government officials, the media, corporations and foundations, the business community and the community at large.

We’ve seen stellar candidates on paper flounder in office and fail this litmus test despite solid experience, obvious qualifications and strong references. Sound judgment and a sense of appropriate action for a given situation—what used to be called “horse sense”—trumps all else in leaders. As President Harry Truman once said, “Common sense is very uncommon.”

Some pitfalls that we’ve seen sink many promising presidencies:

• Perceptions matter. Smart and successful leaders recognize that when it comes to public, perception is reality. Think about how a given action or behavior might be viewed by those outside your inner circle. Two sound ethical “smell” tests: “How would it look on the front page of tomorrow’s paper?”, and “What would happen to the institution/ community/profession if all presidents emulated this action?”
• Spend judiciously. Mishandling or perceived misuse of institutional funds has probably compromised the effectiveness of more CEOs than any other behavior. Be aware of appearances. Don’t fly first-class on short trips, even if you are using your own accumulated mileage. Don’t stay at the most expensive hotel in a given city. Be conservative in expenditures for presidential residences, furnishings and automobiles. Insist on fair, but not extravagant, compensation and perks for your region, type and size of institution. Don’t discuss personal travel, especially “out of the country” trips. Be discreet in maintaining appropriate distance with faculty and staff. Be a good steward of both personal and institutional funds. 
• Be accountable. It’s easy to take the credit when times are good. It’s when things aren’t going well that the true test of presidential temperament occurs. Admit mistakes. Don’t hide behind your staff. Let it take credit for successes while you accept responsibility for failures. Stand behind your staff and volunteer leaders in good times, and they’ll stand behind you when times get tough.
• Put the public good first. Question your own ambition. Are you doing it for the good of the others, or for your own self-aggrandizement?

Plato perhaps said it best: “The measure of a man (or woman) is what he does with power.” Presidential power, well-used, can be transformative. Abused, it can irreparably damage an institution for years to come.

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Dr. Scott D. Miller is president of Bethany College in West Virginia. He is now in his 19th year as a college president.

Dr. Marylouise Fennell, RSM, a former president of Carlow University in Pittsburgh, PA, is senior counsel for the Council of Independent Colleges (CIC) and principal of Fennell Associates, Higher Education Services. Both serve as consultants to college presidents and boards. They have jointly published four books and over 100 articles on assorted leadership topics.

The Successful President: Positioning Your Institution for Leadership

(College Planning and Management, August 2009 - by Scott D. Miller and Marylouise Fennell)

Fred, Alice, Louis, Buddy, The Professor and NoNo live in an Antarctic penguin colony facing a seemingly insurmountable challenge to survival. As described in Our Iceberg is Melting: Changing and Succeeding under Any Conditions by leadership guru John Kotter of the Harvard Business School, with Holger Rathgeber, their insular world is threatened when one of the birds makes the shocking discovery that the flock’s habitat is inexorably slipping into the sea. Initially, no one believes him until the urgency of his message becomes clear.

Now, although none of our readers is a penguin, we all know CEOs and other senior administrators who resemble these endearing characters in Kotter’s recent fable of change, challenge, denial—until it’s almost too late—and ultimately, of strategic adaptation and survival.

Although our “icebergs” may be in more temperate climates, our leaders face the same challenge of urgency as did Kotter’s fabled emperor penguins. While we may indeed be “kings” of our dominions, these realms are rapidly shrinking. Moreover, as Fred, Alice, et al, come to realize, the amount of required change will only intensify over time. Thus, deferring needed change now will dramatically lower the odds of success later.

Synergistic partnerships with other organizations are one way to expand the reach and visibility of your institution, attracting new donors, new students and volunteer leaders and other enriching opportunities. However, we urge leaders to practice what we call the art of “rational impatience,” that is, to seize the opportunity before the “iceberg” melts. Too often, we study new possibilities ad infinitum while our institutions continue to lose market share.

That’s not to say, however, that we should grasp at any request for partnerships or community service. We need to be smart, savvy and clear about exactly what our institutions and presidencies can gain from new opportunities. Here are some questions – “informed scrutiny” -- that we recommend asking before forging new relationships:

• How, precisely, will it enhance my university’s credibility with key “elites” that matter to our stakeholders?  Does your institution need to cultivate the arts, business or scientific/technical communities in your region? If you are a church-related institution, would it be beneficial to foster stronger ties with your sponsoring denomination? Targeted partnerships with credible organizations in your area of need can help take your institution to another level
• How, specifically, will it move my institution ahead?  Do you need to cultivate more regional opinion leaders? More major gifts prospects? Do you need to attract more qualified students and faculty? Do you need a presence in another market area? Carefully chosen, informed public-public and private-public relationships with organizations complementing your mission can help you to achieve your objectives while maximizing institutional resources.
• If it involves a Board membership, will it introduce me to opinion leaders who can advance my college or university? We often hear new presidents say they feel “overwhelmed” by myriad requests for service on local and regional boards of directors; yet, our experience shows that when well-chosen, such off-campus memberships almost invariably benefit the CEOs’ campus. In addition to opening doors into circles in which your college or university needs to be visible, such membership often attracts qualified and talented new leadership for your own board of trustees.

Philanthropy and service are entering a new dawn—from the past as charity, to a future as a social investment. We are convinced that people avidly seek and are attracted to leaders and organizations with whom they can share win-win solutions to the pressing needs of our time. How can you best invest your time, talent and treasure? As you think about strategically positioning your presidency and your institution for regional leadership and beyond, consider ways in which your new alliances will add value, especially for alumni. How can you capitalize on potential partnerships to increase the worth of their diplomas? As a CEO, if you can do that in a measurable way, you can ensure a thriving future for your institution and a successful tenure as a leader.

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Dr. Scott D. Miller is president of Bethany College in West Virginia. He is now in his 19th year as a college president.

Dr. Marylouise Fennell, RSM, a former president of Carlow University in Pittsburgh, PA, is senior counsel for the Council of Independent Colleges (CIC) and principal of Fennell Associates Higher Education Services. They both serve as consultants to college presidents and boards. They have jointly published four books and over 100 articles on assorted leadership topics.