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.

# # #

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.

# # #

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.

The Successful President: Getting Your College Known

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

“With public sentiment, nothing can fail; without it, nothing can succeed.” When he uttered these words, President Lincoln, besieged from all sides, was in the midst of the Civil War, yet he realized that mobilizing public opinion in support of the conflict was critical to the Union’s success. Effective marketing is no less vital to a college CEO.

“Doing well by doing good” has become a philanthropic mantra, but if institutions don’t market their own successes, who will? Don’t rely on others to tell your story. In a previous article, we emphasized the importance of knowing your institution, honing a focused self-identity and bringing all key stakeholders, especially faculty, staff and administrators, on board. Internal audiences are your best marketers if they know and understand your mission and objectives.

We’ve heard many times remarkable stories of internal constituents leading to major gifts and national recognition for a college or university. There’s the modest grounds worker at a private college who after his passing made the national news by leaving the bulk of his $1.6 million estate to his employer of 30 years. Then, there’s the 85 year old man, who upon endowing a chair in religion at a poor Appalachian college spoke of his unannounced visit to the campus one quiet Sunday morning and being emotionally moved by an unassuming staffer working in his office. Marketing by key stakeholders led to national media exposure in both cases.

Here are some recommendations:

• Be strategic. Three marketing objectives well-executed are better than a dozen implemented hap-hazardly. Ask yourself, “What is the biggest single need in your marketplace? Then, “What can your college do better than anyone else? “ Marry the two and you have a recipe for success. 
• Repeat, repeat, repeat. In real estate, it’s location, location, location. In marketing, repetition and consistency of message trumps all. In his 2006 Messages that Stick, author Chip Heath emphasizes that compelling messages withstanding the test of time are succinct, unexpected, concise and surprising. It’s not always doing something new that counts; it’s execution and consistency.
• The medium is the message. How often and in what format do your key constituencies prefer to receive information? While it’s usually better to over- rather than under-communicate, both carry substantial risks. 
• Add value. What activity or program, if enhanced by 20 percent, would increase results exponentially? 
• Know your institution; know your market; know your competition. It’s surprising to consultants that when we ask long-time employees to give a “business-card” summary of their principal product or service, they can’t do it. If you cannot deliver a crisp, compelling, 30-second “elevator message” to key audiences, don’t think further about branding strategies until you can do so. 
• Do it first. The marketing adage, “It’s more important to be the first to do it than to do it best,” is anathema to the college ethos, with its participative committee structure. We are often loath to roll out a new course, major or service until it’s been talked to death. By then, the window of opportunity has often closed. This doesn’t mean that we should introduce shoddy or substandard “products” into our marketplaces. It does imply that where opportunity lies, we should strike while the iron is hot, making necessary modifications and adaptations along the way.
• Capitalize on institutional strengths. Successful organizations and leaders build on their areas of strength while minimizing their weaknesses. What is your strongest brand? It’s often more effective to add value to it rather than trying to introduce a new one. 
• Look for synergistic opportunities. The new era of philanthropy is all about organizations proactively seeking creative ways to deliver needed goods and services. By partnering with other like-minded organizations, not only does the whole become greater than the sum of its parts, but your institution will enhance its donor and membership base.

Above all, keep it simple. Marketing need not be complicated. Basically, it exists to find an unmet need and to fulfill it. It’s just that simple. Find an unfilled niche and fill it, and you will succeed.

“He who molds the public sentiment, goes deeper than he who enacts statutes or pronounces decisions,” President Lincoln pronounced. Our 16th President knew the priceless value of positive marketing in effecting policy change. It helped him to preserve the Union; it will help you to build your institution.

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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.

The Successful President: Leadership and Vision

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

It’s the vision thing. Besides love, perhaps more has been written about leadership and vision than about any other topic. In 1910, American architect and city planner Daniel Hudson Burnham, speaking to the Town Planning Conference in London, advised, “Make no little plans; they have no magic to stir men’s blood and probably themselves will not be realized.” Burnham was a wise man and correctly envisioned that his sons and grandsons would go on to “do things that would stagger us.”

    

These words ought to be posted above every college CEOs desk. Although Burnham’s widely disseminated remarks referred to physical structures, they apply to all realms of leadership. “Small plans,” like nondescript buildings, fail to inspire, and are often razed prematurely.

In earlier articles, we’ve talked about the importance of presidents’ first steps in their tenure. Seek advice. Listen. Make cautious decisions. Strive for consensus.

We’ve suggested that identifying, retaining and hiring talented senior staff who complement the strengths of a new president is a critical piece of his or her success in office, a process known collectively as ''teambuilding." One crucial, yet often-overlooked aspect of a new presidency is the role of senior staff who will work collegially with the new CEO to execute and communicate the institutional vision. It is critical that the president carefully select and nurture talented individuals who, generally, should possess expertise superior to that of the CEO in their respective areas. If the president does a good job of appointing senior staff, they will serve as the prime agents in communicating a vision and implementing institutional goals.

We’ve also strongly recommended that the Board should authorize a comprehensive Institutional Review. There is one national, highly acclaimed firm that has been praised for its work, as well as some smaller firms. One such firm is James L. Fisher, LTD., of Venice, Fla. A team widely experienced in higher education and not having any present association with the college should review its general condition and provide a completely objective assessment that should include: (a) Candidly identifying and addressing issues affecting the campus and helping establish a tentative agenda for the immediate future; (b) Helping the Board and the new president assess and illuminate overall conditions; (c) Providing the Board with a more accurate impression of the college and approving more specific and realistic expectations; and (d) Using a public report on the results as a vehicle for enhancing the awareness and visibility of the college in the community, region, state and beyond.

But perhaps the most important leadership quality that a new CEO must display is an overarching vision for the institution. We submit that this is the time to “think big.” It’s axiomatic in strategic planning that objectives be realistic enough to be achievable, but ambitious enough to inspire.

Our recommendations for strategic vision include the following:

• Throw away the “box.” It is becoming a limiting factor. Creative thinking should not merely be “out of the box; rather, let’s do away with “the box” entirely. Take a second look. Opportunities, it’s been said, are often things you haven’t noticed the first time around.
• Avoid a “laundry list.” “To do” lists will fail to inspire, let alone motivate, staff. As CEO, your job is to set the course, not to steer the ship. Look at the big picture, not the fine print.
• Start with the end in mind. What do you want your legacy to be? How do you want your college to look 5, 10, 15 years from now? What will your institution feel like? Look like? What will others say about it? On beginning presidencies, we’ve sometimes told stakeholders that in a decade or so, we hope to be at “a much better institution” – our own college after strategic plans are successfully implemented.

“Make big plans; aim high in hope and work, remembering that a noble, logical diagram once recorded will never die, but long after we are gone will be a living thing, asserting itself with ever-growing insistency.” Although Burnham died in 1912, two years after his famous paper was read, his wisdom rings true almost a century later.

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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.