AGB Search recently supported a search for a Cabinet-level position that began under the direction of an interim president. Because of the delay in hiring a permanent president, a second interim president was appointed as the Cabinet member search was nearing its conclusion. Listening sessions had been held, a position profile had been advertised, and finalists had been selected. When the new interim president stepped in, they determined that the Cabinet position did not align with their vision. The search was restarted, costing the institution valuable time, resources, and morale.
Financial pressures and political and public scrutiny are driving some institutions down a path of overcautiousness (“let’s wait and see what happens”), particularly when it comes to the selection of high-profile leaders. These institutions are opting to conduct searches internally, with the hope of conserving funds, or to postpone them while they address other challenges. Unfortunately, leadership gaps often exacerbate the challenges institutions are trying to avoid. For colleges and universities to stay competitive and advance toward their goals, it is imperative that they prioritize and sustain progress on their leadership searches. In other words, the search must go on.
To fulfill their missions, colleges and universities need consistent leadership guiding the organization in a clear direction, especially during turbulent times. While delaying a leadership search may bring short-term savings, it can lead to long-term complications and less-than-optimal outcomes.
Leadership gaps and delayed searches can result in lack of progress toward strategic goals, the inability to make or act on strategic decisions, leadership fatigue, and uncertainty among the campus community. The hiring of senior leaders is too important to delay or address with stop-gap measures. It is a strategic investment in the long-term vitality of the institution.
When preparing for an executive search, the institution may use this time to reflect on opportunities and challenges and decide together what qualities and characteristics the new leader should have. Whether hiring a president or other senior leader, the search process has the potential to enable meaningful stakeholder engagement. A truly inclusive process can strengthen trust and transparency, as well as increase the likelihood of the new leader’s success.
The American Association of Colleges and Universities recently released The Trust Agenda: A Framework for Advancing Public Trust in Higher Education. The recommended strategies call for bold action related to innovation, community engagement, and inclusivity. Institutions that delay leadership searches postpone the development and implementation of the strategies required to survive and thrive in challenging environments. Conversely, institutions that demonstrate a commitment to progress and fulfillment of their mission are more likely to engender trust among their stakeholders that allows for real progress to happen.
With the stakes so high, institutions need to approach leadership searches methodically and with great care. As noted, an executive search can be a strategic investment critical to an institution’s success: when done well, the institution appoints an aligned leader who can mobilize constituencies to work toward a shared vision.
Ensure Clear Institutional and Position Priorities
During times of rapid change, institutions may need to re-evaluate or shift the timeline of their strategic priorities. As such, it’s critical to have a clear vision for the institution’s future to ensure new senior hires are aligned with that vision. With that in mind, it’s also important to develop realistic goals and expectations for the leadership role. Communicate organizational strengths and challenges honestly, and share with candidates what their responsibilities will be working within that framework.
Maintain Strong Communications and Stakeholder Engagement
One of the keys to a successful executive search is maintaining transparent communication throughout the process. Keeping constituents appropriately informed at every step prevents misinformation from taking hold, particularly in presidential searches. Consider a high-profile leadership search an opportunity to engage stakeholders in the process. Invite formal input by holding listening sessions and offering an online survey, and use the information gathered to develop the search profile.
Execute a Fair and Competitive Process
External pressure on institutions can lead to abbreviated processes or embarking on a search with a predetermined appointee. These measures may well result in appointing someone who is not right for the role or who will veer from the institution’s strategic direction. This approach will likely result in the erosion of trust among the campus community and beyond. It may also damage the reputation of the institution among candidates, both present and future. Higher education leaders are evaluating institutions as carefully as institutions are evaluating candidates.
Partner with a Proven Firm
The search process can be complex; experienced executive search firms not only support the process, but they also provide strategic guidance in working with a search committee, effectively engaging stakeholders, developing a compelling search profile, and identifying a well-rounded, highly qualified group of applicants. The search process can require hundreds of hours of dedicated time, which most internal teams don’t have. This can lead to frustration and ultimately result in a search that ends without a new leader appointed or with an “acceptable” but not ideal candidate appointed.
On several occasions, AGB Search has been engaged to support a search that was originally handled by an inexperienced consultant or an already-taxed, in-house team. In one instance, the institution had conducted its own search for an academic position and received only three applications. The institution didn’t have the time, resources, or networks to generate a more robust pool of candidates. We were able to generate a broad candidate pool and helped the institution find the right leader in just a few months.
Higher education institutions are facing significant change. Having strong leadership in place can mean the difference between an institution flourishing and flailing. Leadership gaps stall progress, overburden existing team members, and put the institution at risk. Interim leaders can certainly be important contributors, but they typically should not be asked to substitute for long-term executives.
Institutions navigating uncertainty need clear direction and consistent leadership. Transitions should be approached proactively, not postponed indefinitely. Investing in leadership today helps institutions better serve their students and communities in both the short-term and well into the future.
