Perspectives

On Leadership

Recent Articles

You've selected your interim appointee, and he or she has accepted your offer. How can you help ensure that your goals for the appointment are met and major problems avoided? Here are four suggestions to prepare the new interim leader and your institution for success.

1. Make sure you've clarified whether, if interested, the appointee can be a candidate for the permanent position. Most interim appointments expressly rule this out for two basic reasons. First, incumbency and candidacy can pull an interim in opposite directions, possibly tempting him or her to avoid hard decisions or to make them based on self-serving criteria. Even the...

Across the landscape of higher education, the search committee plays a central role in the recruitment and hiring of Presidents and Senior Executives. At the same time, it is widely recognized that not all search committees are created equal; many function well and add significant value to the search process, while at other times, they may wander off track, lose their discipline and focus,...

The merits of behavioral interviewing have long been touted as a way to understand how a candidate for a particular position will perform in specific situations.  As Katherine Hansen has noted, the premise behind behavioral interviewing is that the most accurate predictor of future performance is past performance in similar situations.  Behavioral interviewing has been found to be 55 percent...

In recent years, innovation and entrepreneurship have emerged as significant strategic initiatives on college and university campuses. In a 2015 Fast Company article titled “The Next Hot Trend on Campus: Creating Innovation,” the author notes that “innovation centers are transforming higher education campuses and powering the future of learning.” A 2016 New York Times feature...

The higher education landscape is changing rapidly, and with it the attributes essential to being an effective leader. It is no longer sufficient to be intelligent and accomplished; leaders must be adaptable, innovative, proactive, and masterful at interpersonal relationships. But how do you measure these less concrete characteristics when hiring new leadership?

Many assessments have...