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From Company Boss to Campus Leader
Wednesday, March 29, at 1 p.m., U.S. Eastern time
In 2004 the board of the Community College of Allegheny County, in Pennsylvania, hired a career banker, Stewart E. Sutin, to lead the college. Two years into his presidency, some of Mr. Sutin's fiscal decisions have been criticized, but his hiring has been heralded by many at the college as a bold, forward-looking stroke. He has reorganized the college to unify policies and procedures of its four campuses, and he has made industry connections that will help the college design programs for local workers.
With up to 70 percent of two-year college presidents, as well as other top administrators, likely to step down in the coming years, some experts are urging the colleges to consider plucking presidents from the corporate world. Can corporate leaders be assets, thanks to their experience running complex organizations? Do they bring a broader worldview than do career academicians? Or are the goals of a for-profit company too different from those of a community college to make a business executive a good fit?
What should new presidents from the business world do to get oriented to community-college issues? And what steps should business executives take if they want to move to a community college?
» The Outsider (3/31/2006)
Barbara A. Viniar is executive director of the Institute for Community College Development at Cornell University. She came to the institute after nine years as president of Berkshire Community College, in Pittsfield, Mass. Before that, she held a variety of administrative positions at Rockland Community College, in Suffern, N.Y.
Jamilah Evelyn (Moderator):
Welcome everyone, glad you could join us this afternoon and thanks to Dr. Viniar for being our guest. Let's get started.
Barbara A. Viniar:
The Institute for Community College Development was founded to address the critical shortage of community college leaders. Shortly after meeting Stu Sutin, I thought about other talented individuals from "outside" our world who might be excellent community college leaders. This idea was not greeted with universal approval by current community college leaders, but I think it has great merit as an addition to developing leaders from within.
Question from Jamilah Evelyn:
Dr. Viniar, I know that you have tried to put together a conference or seminar on this very issue: people who come from outside of academe who might be interested in leadership positions at community colleges. How much interest do you think there is out there?
Barbara A. Viniar:
I think the interest would be broader if more people were aware of the potential career opportunities. Community colleges frequently employ their alumni - sometimes as high as 20-30% of their work force, and at all levels. We have to make people who have not attended a community college aware of the rewards of working at one. I had one inquiry as a result of this week's article in The Chronicle!
Question from Ed Merwin, Jr., Univ. of South Carolina Salkehatchie:
I agree with the comment from the "The Outsider" article stating that Chief Executives, and other highly placed positions, in industry may benefit the two-year college situation, but NOT necessarily as an institution's CEO. Industry executives, by nature, think, speak, and even write differently than their counterparts in academe. This is why, for example, selected higher ed. institutions offer courses in "Business English". And what of Tenure, if this exists on a particular two-year level? Can a business-related CEO even comprehend, let alone sypmathise with, this uniquely academic offering?
Barbara A. Viniar:
I agree it's a big culture shift. If a person makes it through the hiring process, they probably have learned to adjust their communication style. Tenure at community colleges exists in many states. It is not necessary to sympathize, but to accept it as a given. Even within the academic community there are disagreements over tenure, and alternatives such as renewable contracts are in place.
Question from Jamilah Evelyn:
What qualities from corporate thinking can carry over to a successful community-college career?
Barbara A. Viniar:
Some are specific to a job function, like marketing. Others are more generic, like thinking and acting strategically. Building partnerships. Negotiating. Completing projects on time and on budget. Communicating effectively. Corporate leaders must have "people skills" and these can transfer. Customer service can translate into student centered.
Question from Elyse Ashburn, the Chronicle:
Do you know how faculty members at other community colleges, like Peralta or Lehigh Carbon, reacted to their boards' decision to consider a president from outside academe?
Barbara A. Viniar:
No I don't. But, I think faculty are open to leaders from outside academe if they demonstrate flexibility, committment to the community college mission, a willingness to listen, and integrity.
Question from Steve Heidecker, Lieutenat Colonel, United States Army:
How would you recommend entering the career field after a successful Army career? I have a Masters in Education, have worked in numerous positions; leading people, managing budgets, and developing systems. As an Army officer, Soldiers/People are our credentials. Seems like a good fit for someone who enjoys working with young adults.
Barbara A. Viniar:
I would strongly recommend it after a successful Army career. My experience with military leaders is that they have excellant leadership training, and skills that would be readily transferable to the community college environment. Many people are unaware that being a military leader involves building consensus and relationships. It is not all about "commanding."
Question from Jamilah Evelyn:
Are there any existing training programs for oustiders who want to consider leadership positions in academe at either the two-year or four-year college level?
Barbara A. Viniar:
I don't know of programs specifically for outsiders. The Institute for Community College Development attempted such a program last fall, but there wasn't sufficient enrollment. We would like to offer such a program. There are leadership development programs for insiders. I don't know if they would be open for people from the outside as well.
Question from Karen Wilhelm Buckley, Communicore:
What are the implications for the Board of Directors at a community college when a new leader with corporate experience steps into the presidential position? What training will they be offered to effectively guide the subsequent cultural changes?
Barbara A. Viniar:
Since the new CEO may not be steeped in academic culture, or undersztnd the complexity of running a publicly funded institution, the board needs to plan for a more in depth orientation than they might otherwise have provided - most trustees have connections to other colleges, and can help identify other presidents who can serve as mentors.Theyshould prepare for aperiod of adjustment and back the new president through the initial "bumps" in the road.
Jamilah Evelyn (Moderator):
We're about half way done, so if you have a question, please send it in soon.
Question from Madison J. Murray, retired faculty member:
What incentives are there for a CEO to take a pay cut to move into higher ed?
Barbara A. Viniar:
Because it's the best job in the world - you make a difference in the lives of individual studetns and their families - often for succeeding generations. You can also make a differnce in the community. Some people making the transition may have accumulated enough monetary wealth - and be looking for other kinds of rewards.
Barbara A. Viniar:
Another reason military officers might make the transition is that they leave the military young and have time in which to build community college expertise.
Question from Jamilah Evelyn:
You mentioned that not everyone thinks bringing in outsiders is a good idea. What are the strongest arguments that you have heard against it?
Barbara A. Viniar:
The strongest argument I've heard against it is that we don't we don't do a good enough job of developing leaders from within, particularly women and minorities.
Question from Jane Alexander:
How have environments at Community Colleges changed that hiring from corporate makes sense?
Barbara A. Viniar:
Even though education is at the core of our mission, they have become more like businesses in the way they operate. They are more complex, fundraising is a bigger percentage of the C.E.O.'s job, building partnership is essential to securing alternative funding resources. Leadership positions at community colleges are more demanding and time consuming than they were a decade ago.
Question from Rebecca Lake, National-Louis University Chicago:
In many large cities, there is an amply number of qualified educational professionals with community college administrative experience applying for VP and President postions. However, in other areas of the US, there are community colleges in need of administrators. (Very similar to the health care distribution shortage of doctors). How will business executives be encouraged to move outside the larger urban settings to rural or small towns throughout the US?
Barbara A. Viniar:
I think we can look at examples in business itself, particularly in the high-tech industry, where companies relocated to rural areas because of the extrordinary quality of life. I can add that many rural areas, such as Ithaca, NY, have several colleges and universities that make them attractive places to live. However, it will be a challenge.
Question from Steven Heidecker:
Would you consider hosting a career transition conference similar to what was advertised before?
Barbara A. Viniar:
Yes we would like to hiost a conference. Beyond the conference we would like to work with other organizations, such as the American Association of Community Colleges, and the Association of Community College Trustees, to raise awareness among the general population, and to educate boards about the benefits of recruiting from the outside. Because I believe the military is an excellant source of potential community college leaders, we are working with the MIlitary Officers of America Association to publicize the opportunities and rewards in community college careers.
Question from Jamilah Evelyn:
What do you think most people who come from outside tend to underestimate about working at a community college?
Barbara A. Viniar:
They lack an understanding of the role of faculty, particularly in shared governance. They may not understand the "deliberative" nature of the culture and become frustrated with the amount of time it takes to make a decision. They are also unaccustomed to operating in the public eye. Having to conduct a board meetings that is open to the press can be a shock.
Comment from Elyse Ashburn:
I've already asked a question, but I wanted to go ahead and take this opportunity to introduce myself as the new community college reporter for The Chronicle. I hope you all will feel free to contact me at elyse.ashburn@chronicle.com.
Question from Earl Yarington, Neumann College:
Before my current position, I worked full-time at a community college. I left because the tension between the faculty and administration was just awful. The president was very business minded, but faculty retention extremely low. The college had over 500 adjuncts and under 80 full-time faculty members. This was a college with about 8000 students. How do you keep the quality of education in tact and yet have a decent relationship with faculty? At my old college, not one faculty member I spoke with was happy with his/her position. Frankly, they were scared to death. That may very well lower the quality of education. Faculty members expect to be treated more as equals, since they have knowledge in areas that members of the administation do not have. I think it's difficult for a former CEO to understand this concept.
Barbara A. Viniar:
It sounds like the issues at your campus may have been deeper than the contrast between a business orientation and an academic orientation. Every campus has a culture, and insidersw as well as outsiders need to understand a culture in order to be an effective leader.
Question from Jane Alexander:
I am sure there are many applicants for specific positions in community colleges that have had experience in higher education. What would make someone from the corporate world stand out?
Barbara A. Viniar:
What would make someone from the corporate world stand out is what would make any candidate stand out. Depth of experience, and a record of accomplishment.
Question from Mary Spangler, Oakland Community College:
Wouldn't you think that entering the community college organization at a step below the top level would be a better approach in order to give both the insiders and outsider an opportunity to learn and grow with each other? Being thrust into the CEO position throug in an intermediate position might be a better alternative. Do you agree?
Barbara A. Viniar:
I do agree that in most cases it would be beneficial and easier for an outsider to enter below the top level. As I mentioned in the Chronicle article about President Stu Sutin, people with his combination of business experience, a doctorate, teaching, and educational boards service are rare. Entering below the top level not only gives the insiders and outsiders an opportunity to learn and grow with each other, but gives the new person a chance to observe the skills needed for the top level. They may decide it's not ight for them.
Question from Steven Heidecker:
Does ICCD have a listserve or website that potential transition folks can use as a source of information? Have you considered publishing an article in Military Officer magazine? www.moaa.org As I have shared by transition plans with my peers, they seem interested in something similar. MOAA reaches a large audience of Army officers.
Barbara A. Viniar:
The Institute for Community College Development (ICDD) does not have a listserv for this purpose, but we should consider one. We do have a Web site that "potential transition folks" could use now to make inquuiries. Our Web site has information about leadership development programs that people considering a career in community colleges may wish to attend. For example, we are offering a labor relations program in November. Military officers are less likely to have abor relations experience. I would be delighted to submit an article to Military Officer Magazine
Question from Don Dellow, Univ of South Florida:
Barbara, Do you think that persons who have had military leadership training and experience might benefit from a graduate certificate in community college leadership, followed by a practicum? Could this provide an entry into a lower level administrative position where on the job experience is gained?
Barbara A. Viniar:
I thing that's an excellant idea. Military officers usually have graduate degrees, but a focused certificate, especially with a practicum would add to their credentials. It would also ease the cultural transition that other questions have addressed. And, might also serve individuals transtioning from the corporate, or or other sectors.
Question from Steve Heidecker:
Do outsiders (those transitioning careers) tend to aim too high in the employment positions are do the under estimate?
Barbara A. Viniar:
I think they probably aim to high.
Question from Sherry, Community College:
Why are you so certain that a person with little or no knowledge of what role the community college plays in post secondary education and that, said person does not have the needed educational background/degrees could be successful?
Barbara A. Viniar:
I don't believe that a person with no knowledge of the role of community college can be successful. I am assuming that the role of a community college is one of the attractions for the outsider. I think successful candidates will have the needed educational background which can be interpreted broadly. For example, we are seeing an increasing number of college C.E.O.'s with law degrees. As with any new leader there are no gurantees of success.
Jamilah Evelyn (Moderator):
That's all we have time for today. Thanks for your insights.