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This book is about how to survive, thrive, and make a difference as a leader in the political arena that can sometimes be overwhelming. First published in 2000, the book quickly rose to the bestseller list at the American Association of Community College's bookstore as college administrators, university graduate students and college staff development officers recognized its importance as a learning and mentoring resource for current and future college leaders. The authors share ideas, anecdotes, and vicarious experiences that should help readers take advantage of career opportunities and, if…mehr
This book is about how to survive, thrive, and make a difference as a leader in the political arena that can sometimes be overwhelming. First published in 2000, the book quickly rose to the bestseller list at the American Association of Community College's bookstore as college administrators, university graduate students and college staff development officers recognized its importance as a learning and mentoring resource for current and future college leaders. The authors share ideas, anecdotes, and vicarious experiences that should help readers take advantage of career opportunities and, if necessary, survive pitfalls that may temporarily set them back. The Third Edition has been updated and expanded to reflect new challenges and new opportunities found on America's community college campuses.
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Autorenporträt
Bob Jensen has worked at "big & small" institutions, at all levels, in both Student Services and Instructional Services. He has been privileged to learn from great colleagues and serve the community and students. Always trying to improve the Institution and build on its strengths, he believes "good leadership" can make a difference.
Ray Giles had a 40-year career in community colleges, working at four different districts as well as two statewide associations. He ended his career as director of a national community college consulting firm.
Inhaltsangabe
Contents Preface Terminology Used in This Book Chapter 1: What Am I Getting Into? Choices and Personal Decisions The First Management Experience Sidebar:Who is More Powerful? The Next Step: Climbing the Organizational Ladder The Big Step: President and CEO The Difference Between Being President and Being CEO CEO/President of a Single-College District Sidebar: Advantages and Disadvantages Chancellor of a Multi-College or Multi-Campus College District Sidebar: Multi-College District - Advantages and Disadvantages Sidebar: Multi-Campus College District - Advantages and Disadvantages President in a Multi-Campus College or Multi-College District Sidebar: Advantages and Disadvantages The Single-College District The Multi-College District Sidebar:Multi-College and Single-College Districts: Issues for administrators to consider Sidebar:RAM and "Bucket" Budget Models The Multi-Campus College District The Nomadic Lifestyle Sidebar:To Move or Not to Move Are Small-Town Politics Really Easier? Sidebar:Working at a Small-Town College Commuter Marriages Sidebar:The Sting Chapter 2: Thriving and Surviving on the Job What Administrators Really Do Building Career Bridges Watch What You Say or Do... Winning Characteristics There is No "Middle" in Middle Management Sidebar:Now get out there and stretch Division and Department Leadership Communication on Campus Sidebar:Bring Options, Not Just Problems Instituting Change: Everyone Is a Leader Sidebar:The Lessons of the COVID epidemic (and other disasters) Hiring and Managing a Consultant Sidebar: A Unique Way to Use a Trusted Outside Advisor Adjusting to a Changing of the Guard Chapter 3: Institutional Politics Peer Bullies Sidebar: The 10/90 Rule The Importance of Loyalty Sidebar:Don't Forget Support Staff Can It Pass the "Do You Want Your Loved Ones to Know" Test? Shared Governance: The Contradiction We Love to Hate Sidebar:Peer Review, Faculty Cop-Out Chapter 4: Presidential Issues Call of the Headhunter Sidebar:Multiple Paths to a Presidency Finding a Good Fit Your First Contract Working Out the Board-CEO Working Relationship Assessing the Board Care and Feeding of the Board The First 100 Days on the Job Picking Your Team Building Your Own Faculty Leadership Sidebar:Leaving a Legacy The Theory of Political Capital Ignorance is Bliss, Sometimes Trustee Election Politics Votes of No Confidence Can You Hear the Posse Coming? Chapter 5: Not For Trustees Only Becoming a Trustee Starting Off on the Right Foot Rabbits Carrying the Lettuce Pick Up the Phone Presentations to the Board Selecting the Board Chair Keeping a Good CEO Evaluating the CEO Sidebar:Suggested Steps for Developing a CEO Evaluation Process When It's Time to Make a Change Sidebar:When a CEO becomes ill or incapable of doing the job Selecting a New CEO Sidebar:Does Your District Need a Search Consultant? Sidebar:Rule #1: Stay Involved Sidebar:Do We Need An Interim CEO? Ten Truths of Community College Leadership About the Authors
Contents Preface Terminology Used in This Book Chapter 1: What Am I Getting Into? Choices and Personal Decisions The First Management Experience Sidebar:Who is More Powerful? The Next Step: Climbing the Organizational Ladder The Big Step: President and CEO The Difference Between Being President and Being CEO CEO/President of a Single-College District Sidebar: Advantages and Disadvantages Chancellor of a Multi-College or Multi-Campus College District Sidebar: Multi-College District - Advantages and Disadvantages Sidebar: Multi-Campus College District - Advantages and Disadvantages President in a Multi-Campus College or Multi-College District Sidebar: Advantages and Disadvantages The Single-College District The Multi-College District Sidebar:Multi-College and Single-College Districts: Issues for administrators to consider Sidebar:RAM and "Bucket" Budget Models The Multi-Campus College District The Nomadic Lifestyle Sidebar:To Move or Not to Move Are Small-Town Politics Really Easier? Sidebar:Working at a Small-Town College Commuter Marriages Sidebar:The Sting Chapter 2: Thriving and Surviving on the Job What Administrators Really Do Building Career Bridges Watch What You Say or Do... Winning Characteristics There is No "Middle" in Middle Management Sidebar:Now get out there and stretch Division and Department Leadership Communication on Campus Sidebar:Bring Options, Not Just Problems Instituting Change: Everyone Is a Leader Sidebar:The Lessons of the COVID epidemic (and other disasters) Hiring and Managing a Consultant Sidebar: A Unique Way to Use a Trusted Outside Advisor Adjusting to a Changing of the Guard Chapter 3: Institutional Politics Peer Bullies Sidebar: The 10/90 Rule The Importance of Loyalty Sidebar:Don't Forget Support Staff Can It Pass the "Do You Want Your Loved Ones to Know" Test? Shared Governance: The Contradiction We Love to Hate Sidebar:Peer Review, Faculty Cop-Out Chapter 4: Presidential Issues Call of the Headhunter Sidebar:Multiple Paths to a Presidency Finding a Good Fit Your First Contract Working Out the Board-CEO Working Relationship Assessing the Board Care and Feeding of the Board The First 100 Days on the Job Picking Your Team Building Your Own Faculty Leadership Sidebar:Leaving a Legacy The Theory of Political Capital Ignorance is Bliss, Sometimes Trustee Election Politics Votes of No Confidence Can You Hear the Posse Coming? Chapter 5: Not For Trustees Only Becoming a Trustee Starting Off on the Right Foot Rabbits Carrying the Lettuce Pick Up the Phone Presentations to the Board Selecting the Board Chair Keeping a Good CEO Evaluating the CEO Sidebar:Suggested Steps for Developing a CEO Evaluation Process When It's Time to Make a Change Sidebar:When a CEO becomes ill or incapable of doing the job Selecting a New CEO Sidebar:Does Your District Need a Search Consultant? Sidebar:Rule #1: Stay Involved Sidebar:Do We Need An Interim CEO? Ten Truths of Community College Leadership About the Authors
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