A Toolbox for Deans: Essential Advice for Academic Leaders

Abstract

The Chronicle of Higher Education, 2024

68 pp., $59.00

Being a dean requires incredible multitasking skills, savvy relationship-building tools, and minute-by-minute problem-solving. A Toolbox for Deans: Essential Advice for Academic Leaders is an excellent resource for current deans, department chairs, aspiring administrators, and deans moving to new roles and organizations. This book is easy to read and gives digestible tips on how to manage things like meetings, data, and the constant push and pull of being in the faculty world and the administrator world (sections 1 and 4). This collection of articles represents several authors and perspectives on areas like mentoring, imposter syndrome, and building social and political capital (section 2).

I've worked in two different state systems in Colorado and Minnesota. My dean roles have been only in community colleges, and I also taught in a university for more than five years. I collaborated closely with chairs and faculty for about ten years before becoming a dean. I work hard to be a scholar-practitioner, presenting at conferences at least once a year, working on my PhD, and contributing to publications. My expertise is so far outside of what the faculty teach, and I am one of few females on the team. I'm always learning, asking questions, and providing guidance based on my teaching style that can apply to many areas. This toolbox hits on the importance of building relationships through things like thoughtfully planned retreats, how to train and build leaders, and the importance of running a good meeting (section 4). All of these are tasks I work on daily in a variety of contexts.

It's critical to consider several areas before entering into a dean role, such as an honest look at the budget; the role of collective bargaining contracts; an overview of recent accreditation visits; the level of support you'll receive from deans in the institution, within the system, and from the key campus decision-makers; how the institution has handled change and overcome challenges; and the roles deans play in all levels of leadership. As Akakawa notes in the “Dare to Lead” article, “In applying for leadership positions, it's important to carefully reflect on how your experiences and skills may (or may not) align with an institution's expectations and opportunities for leadership” (p. 20).

This toolbox provides an overview of the dean's role as well as powerful questions to ask about the position. Running meetings, finding solid mentors, and knowing the boundaries and nuances of your faculty and organization are key. As Anft describes in his article, getting off to a strong start is critical in a new role. I spent the first year really listening, and it has helped me build relationships in many areas.

Another essential skill set needed by deans is project management. I often call myself the dean of whatever comes my way, and flexibility is key. It's also critical to keep track of the number of projects, processes, timelines, and tasks and to find those who can help you with tracking and organization.

I enjoyed reading the advice from other deans who decided maybe the role wasn't for them or, conversely, it was something they could enjoy (sections 1 and 3). I've worked with administrators who went back to faculty and found they liked the pace and ability to make larger-scale change and so are now chairs at a private university. Shadowing, interviewing, and engaging with other deans helps provide an understanding of the job.

I would argue that there is a piece missing in this book around the impact deans can have on the faculty, students, and campus culture. Deans can influence faculty and students in a powerful way by providing coaching, professional development, and support systems. I had a faculty member tell me, “You treat us with respect and dignity, which keeps me focused on supporting and caring for the students in my class.” As a dean, it's important to look at the resources you can offer faculty. Is there low-hanging fruit you can grab to build morale and advocate to support your vision?

Deans are often in the background helping others shine. As hard as it is, we continue to work on conflict, how to build relationships in a time of growth and challenges, and how to best educate faculty on equitable practices. Being there, showing up, and digging into the work really matters, as Perlmutter notes in “Does What You Do Matter?”

The pandemic has caused a massive shift in higher education, and there is still a lot of work to do regarding how we help manage faculty and staff burnout, including for deans. Senior leaders must stay connected with deans and help them further their job satisfaction and assess the level of work and burnout. How can the industry as a whole make some adjustments to support these vital roles? This book is a great place to start.

Reviewed by VA Hayman Barber, dean of trade and tech at Saint Paul College. Email: [email protected]