Podcast 7 of 7 Leading Existential Change in Higher Ed

In this 7th and final podcast episode, Dr. Ricardo Azziz addresses this set of questions regarding leading existential change in higher education.

1. We have talked about the 7 competencies for higher education leaders from the book. What are some other common challenges, BSC (Big Scary Change) leaders can expect.?

2. You note on page 293 that there is no perfect BSC leader. You go on to write that many of the 7 competencies aren’t often found in traditional college leaders and that the industry is moving toward more non-traditional higher education leadership. You document that with a reference to recent data that indicates about one-third of higher education leaders come from outside the industry.
Is this an indictment of how the industry has selected leadership or more of a market migration toward different leadership skills?

3. Much of the chapter on ‘Supporting Leaders through BSC’ focuses on the reality that the college leader search process is generally flawed because it is still more focused on traditional academic leaders. In your experience, is it reasonable to expect that type of candidate to leader the needed BSC required at many colleges?

4. Scenario: a college needs a new leader. The board recognizes their college has serious financial challenges and the new leader they choose must be able to lead significant change. However, like most boards, they are not yet prepared to look at the type of BSC in mergers, closures, or other major institutional restructuring referenced in your book.

This group calls you in for guidance. What would that guidance be?

Chapter 15: Can Leading BSC be learned?

5. Let me just let you answer that question. Can Leading BSC be learned?

6. Final word: You and your co-authors wrote this book to address a need. Briefly describe the need you saw and what current college leaders should take from this book when they make the decision that BSC is an absolute need.