University Presidents Need Integrity, Passion, Endurance

In recent years, we have witnessed numerous college and university leadership turnovers in Virginia. Some of those transitions have followed long and successful presidencies. Others, however, were brief and ended unhappily. Why? For one, the demands of the job are enormous, especially the never-ending fundraising pressure. The various constituencies who must be satisfied require skills that few people possess. Institutional cultures, personalities and leadership styles, financial conditions, the composition of the board, alumni demands and expectations, or the response to a crisis are often factors that determine whether a presidency ends with accolades or recriminations.

Last year I served as the consultant to the search committee in hiring Hampden-Sydney College's new president. After an extensive nationwide search, the board selected Dr. Christopher B. Howard, an exceptional candidate for the position. Early in the search, I called numerous college presidents seeking names of potential candidates. I also asked them to give me the traits that are essential to be successful at their jobs.

In all, I received many overlapping answers that I then consolidated into seven basic traits to help evaluate candidates. Ironically, fundraising ability did not make the list. That is intentional. Without most of the traits below college presidents cannot be as effective in that sphere. Those traits are:

• Integrity. Probably the most important trait, all but two presidents I interviewed listed it or the word "credibility." University of Oklahoma president David Boren commented that without integrity, you cannot succeed as a leader. Some presidents have stretched it for short gains, only to see their support eventually erode. Once lost, integrity is hard to restore.

• Self-confidence without arrogance. The personalities and leadership styles of college presidents vary widely, but the best ones understand that they cannot do it alone. Confident enough in themselves to build strong teams of leaders in key positions, they then allow the teams to do their jobs well without jealousy of their successes. They openly give credit where credit is due and accept blame for mistakes made.

• Listening and learning skills. This trait is especially important in the early stages of a presidency. As one president said: "Consider yourself an anthropologist learning the tribal customs." Successful presidents ask lots of questions throughout their tenure, regularly measuring the pulse of the college and the environment in which it exists. They take a genuine interest in what makes it tick in all of its complexity. University of Richmond President Ed Ayers observed: "Universities are all about learning, and those who head them should never stop learning."

• Decision-making ability. Almost every day, college presidents must make difficult decisions on a variety of issues. From crafting a budget to deciding on a thorny personnel problem, the final decision on many issues often lands on the president's desk. The most successful presidents are good at listening to other opinions, weighing the evidence at hand, and making decisions without extended delay. Anyone gripped with indecision will fail.

• Evident passion for the job. Despite the difficulties associated with the position, successful presidents seem to thrive on their work, and are openly enthusiastic and passionate about the schools they head. Observers are wont to say, "She must love her job." The president's enthusiasm usually spreads to others who can help contribute to his or her success.

• The endurance of a triathlon athlete. One college president compared the job to competing in a triathlon. Long hours, crowded schedules, often little time to catch your breath is the norm for college presidents. To do it well, the job must be held by people who can endure its physical and emotional demands without complaint or without bragging.

• Effective communication skills. They have the ability to relate a compelling vision for their school in ways that inspire and motivate others to buy into it. Most are very good, but not necessarily great public speakers. Whether they are addressing a mass audience or speaking one-on-one, they command attention. As one college president observed: "Our most notable presidents -- the Roosevelts, Reagan, Kennedy, Lincoln -- were also great communicators."

Leaders of any kind, be they college presidents, corporate CEOs, or government officials could benefit from adopting these traits. Armed with them, the actions of such leaders can inspire others, especially students, to dream more, learn more, do more, and become more.

Charles F. Bryan Jr. is president emeritus of the Virginia Historical Society and a partner at Bryan & Jordan Consulting LLC. Contact him at .