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Managing aManaging a Presidential TransitionPresidential Transition

FOCUSFOCUSGeorge Mason University

November 8, 2011

Larry Goldstein

November 8, 2011 © Campus Strategies, LLC 1

Larry GoldsteinPresident, Campus Strategies, LLC

AgendaAgenda

Facilitating the transition of a departingFacilitating the transition of a departing presidentFacilitating the transition of an incomingFacilitating the transition of an incoming presidentQ i d iQuestions, comments, and reactions


Departing President’sDeparting President s TransitionTransition


Transition ManagerTransition Manager

Chosen by president possibly with input fromChosen by president, possibly with input from board chair (or designee)Serves many rolesServes many roles– Confidant / Advisor– Facilitator / Negotiator / Arbiter– Communicator / Manager of Rumor Millg– Steward

Conscientious– ConscientiousNovember 8, 2011 © Campus Strategies, LLC 4

#1 Preventable Problem#1 Preventable Problem

Media attention on president’s residence—Media attention on president s residenceespecially when deemed to be extravagant!As soon as president communicates decision toAs soon as president communicates decision to leave—even before formal announcement

C d di i f h– Conduct a condition assessment of house– Complete all repairs immediately (while no

one’s paying attention)– Defer cosmetics until new president arrivesp


Transition TeamTransition Team

Established by president and transition managerEstablished by president and transition manager with input from cabinetTransition manager chairs the groupTransition manager chairs the groupResponsibilities include– Development of communication plan– Coordinates celebratory eventsy– Plans for installation of new president

Develops learning network for new president– Develops learning network for new presidentNovember 8, 2011 © Campus Strategies, LLC 6

Culminating AgendaCulminating Agenda

President board chair and transition managerPresident, board chair, and transition manager determine whether the president will tackle any major challenges during the transitionany major challenges during the transition periodIf it’s been a positive tenure president may beIf it s been a positive tenure, president may be willing to tackle major issue(s) during transitiontransitionKeep it manageable—care must be taken to

i ’ f ibl id i hi lensure it’s feasible to avoid tarnishing legacyNovember 8, 2011 © Campus Strategies, LLC 7

Develop Communication PlanDevelop Communication Plan

1 Preplanning—develop the search strategy1. Preplanning develop the search strategy, select search committee chair, address interim presidency if applicable set expectationspresidency if applicable, set expectations

2. Formal announcementO f3. Open forum

4. Announce the search5. Name the transition team…


Develop Communication Plan (contd )Develop Communication Plan (contd.)

6 Periodic updates on search6. Periodic updates on search7. Periodic updates on transition

A h id8. Announce the new president9. Develop profiles of the outgoing and

incoming presidents (e.g., magazine quality)10. Installation planningp g


Board / Staff ConnectionsBoard / Staff Connections

Board chair (or designee) must establishBoard chair (or designee) must establish relationship to transition team, especially transition managertransition managerIndividual interviews with senior leaders to assess their plans for the futureassess their plans for the futureOngoing contact throughout the processMaintains connection to senior leadership team through the transition manager


Strategic AuditStrategic Audit

Written report identifying institutionalWritten report identifying institutional strengths and weaknessesDrills beyond self-studies / traditional briefingDrills beyond self-studies / traditional briefing booksPurpose is to inform next president of what hePurpose is to inform next president of what he or she will inheritDeveloped from results of anonymous surveyDeveloped from results of anonymous survey of key institutional stakeholdersShould be shared with search committeeShould be shared with search committee


Future Challenges ReportFuture Challenges Report

Supplements strategic audit reportSupplements strategic audit reportInforms the board and search committee of what the new president is likely to face and thewhat the new president is likely to face and the skills he or she will needI f d b b d f k h ldInformed by a broad range of stakeholders through facilitated listening sessionsConsider using Future Timeline design with intact and diverse stakeholder groups


Relationship MapRelationship Map

Written document focused on president’s keyWritten document focused on president s key relationships Developed with participation by cabinetDeveloped with participation by cabinet members and others (e.g., board chair, executive assistant) with whom presidentexecutive assistant) with whom president interacts regularlyR l i hi i d k iRelationships are assigned to key constituents to ensure the ball doesn’t drop between d i d i i iddeparting and incoming president


Search / Transition UpdatesSearch / Transition Updates

Periodic written—and face-to-face—updatesPeriodic written and face-to-face updates from the transition team to the community

Identify the team members as well as the– Identify the team members as well as the search committee membersD ib h h– Describe the search process

– Announce priorities to be addressed during the transition period

– Report on celebratory eventsp y


Outgoing / Incoming Presidents’ Relationship

Critically sensitive issueCritically sensitive issueOutgoing president—whether moving on or staying at institution can impact successor’sstaying at institution—can impact successor’s effectivenessI i id h f liIncoming president may have strong feelings about what he or she wants / needs to do b f ffi i ll b i i idbefore officially beginning presidencyTransition manager must facilitate—may need board chair or search committee chair as well


President’s Future RolePresident s Future Role

Staying or leavingStaying or leavingIf leaving, not a significant challengef i i h i ?If staying, in what capacity?– Faculty– Chancellor– Fund-raiserFund raiser – Private citizen

M d ’ / d ’Must agree on do’s / do-not’sNovember 8, 2011 © Campus Strategies, LLC 16

Questions?Questions?


Incoming President’sIncoming President s TransitionTransition


Develop Relationship With President

Ideally should start with finalists during searchIdeally should start with finalists during search processMost important responsibility is to tell theMost important responsibility is to tell the candidates the truth about the institutionD li i i b h h hDelicate situation but research shows that search committees do not inform candidates of ll h “ h ”all the “ghosts”– Even when a strategic audit / future

challenges report is preparedNovember 8, 2011 © Campus Strategies, LLC 19

President’s ResidencePresident s Residence

Create opportunity for walkthrough withCreate opportunity for walkthrough with president and additional occupantsIdentify cosmetic preferencesIdentify cosmetic preferencesSchedule any redecoratingDevelop communication strategy for any major renovation needed– ADA accommodation– Upgrades to existing systemsUpgrades to existing systems


Offsite RetreatOffsite Retreat

Very early in president’s tenure if not beforeVery early in president s tenure, if not before official start dateOne to two days in durationOne to two days in durationOutside facilitationParticipants should include senior staff and president’s support staffBegin building relationships, establish working protocols, agree on initial priorities, etc.p , g p ,


Senior Leadership TeamSenior Leadership Team

Disruptive when turnover hits during transitionDisruptive when turnover hits during transitionIdeally all members are competent

O if bl dd d– Or, if not, any problems were addressed during transition

More likely there are some challengesNew president should delay action during first p y gyearAvoid bringing in former colleaguesAvoid bringing in former colleagues


First YearFirst Year

Ensure president is on campus and visibleEnsure president is on campus and visible, especially during first six monthsNeeds to establish presence and becomeNeeds to establish presence and become known to campus and the community

Ad t d t l ti ill– Advancement and government relations will object to this and want to schedule president f i ifi t t l t t t ffi dfor significant travel to state offices and alumni outposts

Must be resisted!November 8, 2011 © Campus Strategies, LLC 23

Strategic PlanningStrategic Planning

Typically board will want president to embarkTypically board will want president to embark on strategic planning immediatelyOr want him or her to share visionOr want him or her to share visionBest approach is to defer this until the

id h h d i kpresident has had opportunity to get to know the institutionIdeally there is an existing plan and president should commit to it for the first year


Learning NetworkLearning Network

Establish a Learning NetworkEstablish a Learning Network– Transition team, with senior leadership,

identifies the group that will help educateidentifies the group that will help educate the president about the institution’s history, complexities challenges ghosts etccomplexities, challenges, ghosts, etc.

– Approximately 15 to 20 knowledgeable i b illicommunity members willing to meet

individually to get the president up to speed


Listening / Learning TourListening / Learning Tour

President should schedule time with all majorPresident should schedule time with all major established campus / local community groups– Faculty senate student government staffFaculty senate, student government, staff

council, etc.Alumni board development board athletics– Alumni board, development board, athletics boosters, etc.L l i– Local government, community groups, etc.

Focus should be on listening and learning


Educate the PresidentEducate the President

In addition to cultural education that occursIn addition to cultural education that occurs through learning network and listening tour, new president needs to be educated aboutnew president needs to be educated about operating environment

Conflicts of interest policies– Conflicts of interest policies– Financial / procurement policies– Budgetary practices– Open records / open meetings


Early ActivitiesEarly Activities

First-day informal meet-and-greetFirst-day informal meet-and-greetNew student orientationC iConvocationAs many department visits as possible, especially academic departments– May be nothing more than a walkthroughy g g

Show up at events—as much as practical given institutional sizeinstitutional size


Managing aManaging a Presidential Transition

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