This is the first in a series of articles and other resources that AGB Search is creating for academic officers, primarily Chief Academic Officers and Deans.
In our work with institutions and leaders we see a clear need for supporting academic roles within higher education’s changing landscape. Higher education’s well-documented transitions have a significant impact on the roles of academic officers. While much of the traditional advice about leadership roles remains valid, there are changing expectations and needs within Provost and Dean roles. Shifting public perceptions of higher education have pushed Provosts and Chief Academic Officers into external advocacy roles. Provosts are spending less time on more traditional aspects of academic leadership, such as accreditation and curriculum review, and more time on activities related to student success, program management, academic finance, and development.
At AGB Search we are often asked what we are seeing in the marketplace in reference to job openings. Below are some of these trends, and how to best position yourself as a candidate and ensure a successful tenure as a CAO:
Evaluate your experience in light of the new expectations for Chief Academic Officers.
Today’s CAOs are heavily involved in budgetary leadership, program review and prioritization, diversity initiatives, student success, student affairs, enrollment, and university advancement, to name a few. These responsibilities are in addition to the traditional expectation of maintaining excellence in the curriculum, supporting student success, attending to governance, and ensuring academic integrity and rigor. Academic leaders in today’s colleges and universities are expected to understand the wider college/university environment. If you feel that your experience is lacking in any aspect of the institution, there are a number of ways to get involved: volunteer for a committee; meet with the leadership of other functional areas (Athletics, Finance, Advancement, Facilities, etc.) and ask their advice on how to establish more meaningful linkages with their organization; and/or ensure that you are maximizing involvement and achieving breadth within your own unit. The institution’s Master Plan is a great way to get involved in a project that spans the entire campus.
Make sure you understand the conversations driving higher education at the national level.
An increasing expectation of academic officers is that they understand the external opportunities and threats that face their institutions and their region. Partnerships with other institutions, colleges, and departments can facilitate initiatives at the local level, so it is important to be articulate about national movements–such as “stranded credits” and “direct admissions”--and to be able to relate these national efforts to the local context.
Lead through Justice, Equity, Diversity, and Inclusion.
In addition to a clear and cogent discussion of the reasons for your commitment to JEDI, explain how your leadership has resulted in a more just, equitable, diverse, and inclusive working environment. Be prepared to offer specific examples.
Focus on Innovation, Entrepreneurship, and Partnerships.
Many job postings/profiles for Provost/VPAA positions now require, as a preferred qualification, demonstrated innovation or entrepreneurial leadership, especially in relation to the development or enhancement of academic programs. Evidence of work and partnerships with external stakeholders is also regularly required. How have you utilized innovative thinking and approaches in your current role? How are you showing this process on your CV? How have you worked with external partners to further the institution’s mission? Be prepared to explain your own concept of innovation and how it will impact your leadership in the Provost role.
Acquire Resource Allocation Experience.
An increasing number of Provost/VPAA/CAO search profiles are listing “resource allocation” or “resource prioritization” across departments and programs as a preferred qualification. This need is a reflection of the budgetary reality facing many institutions, but also the natural evolution of programming on campuses. If your role does not already require this type of prioritization and budget allocation, seek out opportunities to participate within your own context. Also, be prepared to discuss how you have observed and supported shared governance in this work.
Get involved in the leadership of national organizations.
National organizations can provide a unique opportunity for leadership experience and exposure to the innovative ideas circulating in higher education circles at the national level. National organizations provide a venue for building experience advocating for the academy and higher education as a whole, which is a different type of role than advocating for a discipline or a college. You can start by joining the business meetings at the conferences of your organization. The connections you build will provide an off-campus community for you once you are in the Provost role.
Create a “leadership-oriented” CV/resume.
Review your CV and make sure that you are highlighting the areas where you led an initiative or group, especially through difficult or transitional situations. Structure your CV so that leadership roles, including specific responsibilities and quantifiable accomplishments, are at the top. Limit academic publications to the most recent and place near the end, unless they are focused on leadership. If you have a traditional academic CV, pare it down to a digestible summary of no more than 10 pages. You can always provide your lengthy CV upon request or in an addendum.
Cultivate a university-wide mindset.
Chairs and Deans are tasked with supporting their college or department, but Provosts support the entire university. Look for ways to get experience working across campus and thinking widely about how initiatives and external factors can have an impact on the entire campus community.
Grow connections to the greater community.
While this is not inherently part of the Provost role, it is a growing requirement that Provost candidates have a solid understanding of how their institutions support the wider community and are able to clearly articulate, to diverse audiences, the importance of the higher education mission. Ensure that you are gaining experience speaking to various stakeholders and diverse audiences. Another area of connection to the community is personal - serving on boards or in volunteer leadership positions as a member of the community versus as a representative of the institution. More and more we are seeing the expectation that academic institutions are able to partner across academic sectors in supporting student degree enhancement and completion, as well as faculty research and teaching.
"Seven Ways the Provost’s Job is Bigger and Broader than Ever Before,” University Business: https://universitybusiness.com/7-ways-the-Provosts-job-is-bigger-and-broader-than-ever-before/
The Western Interstate Commission for Higher Education: Western Academic Leadership Academy: https://www.wiche.edu/collaboration-leadership/leadership-academy/
The Council of Independent Colleges: Institute for Chief Academic Officers: https://cic.edu/events/cao-institute/
AGB Institute for Leadership and Governance in Higher Education: The Definitive Program for Aspiring college and University Presidents: https://leadandgovern.com/
Laura Woodworth-Ney, PhD, Principal, AGB Search: laura.woodworth-ney@agbsearch.com
Meet AGB Search’s Principals and Leadership Team.
