Organizational Matchmakers identifying and “fitting” faculty to leadership roles as they are opened or created

1) Constant surveillance for potential by

a) Participation in campus events

b) Conversations with colleagues

c) Taking note of people who “bubble up” in conversations about leadership and “step up” to smaller leadership activities

d) Considering recommendations of colleagues

e) Attention to search committee processes

2) Noticing diversity of background, experience and thought

3) Judging qualifications with regard to

a) Credibility in scholarly work

b) Characteristics of personality and work style

c) Collaboration with diverse team members

d) Communication across various modes

e) Organizational thinking that considers institutional needs

4) Determining “fit”

a) Matching characteristics, abilities, and experience to open opportunities

b) Assessing timing for the individual within his/ her career trajectory

Mentors advising and supporting and Sponsors leveraging their positions to advance emerging leaders

1) Mentorship: identifying goals, broadening scope of work and expanding networks; protection from overcommittment

2) Coaching: talking through pending and hypothetical situations, providing feedback, setting goals and expectations

3) Formal leadership training for skill development

4) Sponsorship into new roles:

a) Assigning/ nominating to positions that increase influence, visibility, and responsibility

b) Advocating for selection through positive and un-pressured input to search committees

c) Advocating for early success through conversations with colleagues in the unit that leader is joining.

d) Providing transition support of resources and mentoring

e) Acknowledging support publicly, admonishing and correcting privately

Institutional Strategist advancing organizational goals, minimizing risk to reputations (university, protégé, and self), ensuring stability of institutional operations

1) Supervising and conducting performance evaluations:

a) Setting goals and providing resources

b) Stepping in early with feedback appropriate to degree of error/ challenge

2) Collaborating when possible; managing when necessary; separating if no other option

3) Managing risk:

a) Protecting institution from fiscal/ legal risk;

b) Protecting individuals from reputational risk