Educational administrators are in many ways unique because, unlike those in normal organizations, they have term limits. One may be chair for three years, and then go back to being a regular faculty after. On one hand, it's a good thing because this ensures dynamism, avoids burnout, and reinforces the value of servant leadership. But it can also create the expectation that the task of administrators is merely to make operations run smoothly.
It’s been two weeks since I’ve been Chair of the Psychology Department. And to be honest, I have really felt like an administrator. Maybe its because my first two weeks was during registration and the start of classes. Other than a few meetings it felt like my days mostly consisted of signing papers – I lost count of how many papers I went through and signed in a day. And the day ended with me feeling like I did a lot yet accomplished nothing.
I discovered that there is a lot I need to learn about managing an academic unit. Some policies and practices are written but many are not. So I found myself constantly asking people to ask about norms and practices. Our former chair Dr. Lota Teh has been such a Godsend – patiently answering my hundred and one questions.
In between, the paper work and meetings, what kept me sane were pockets when I would get to actually talk to people. I tried especially to connect with the part-time faculty I don’t really know. When there was little time, small talk had to do. When I had more time to sit with them, I asked them how they are and what their concerns and dreams were for the department. Unfortunately, I’ve barely scratched the surface of connecting with all the 60+ faculty and staff we have in the department. But whether it takes me weeks or months, it’s just something that I need to do. As Fr. Ben Nebres and Dr. Bopeep Franco reminded me before I began my term, the most important job of a chair is to mentor faculty.
Dave Ulrich proposes that HR practitioners have four roles: administrative expert, employee champion, change manager and strategic partner. Am not sure why this framework is only for HR practitioners because it seems to me that it applies to all leaders. We need to make sure that their units are running efficiently. But we also need to champion the needs of our people, keep our eye on our strategic direction and manage change.
Admittedly, my first two weeks has been more about the first role but I look forward to being able to performing the other three roles as well. Because at the end of my term, I’d like to be able to look back and know that I was leader more than an administrator.
It’s been two weeks since I’ve been Chair of the Psychology Department. And to be honest, I have really felt like an administrator. Maybe its because my first two weeks was during registration and the start of classes. Other than a few meetings it felt like my days mostly consisted of signing papers – I lost count of how many papers I went through and signed in a day. And the day ended with me feeling like I did a lot yet accomplished nothing.
I discovered that there is a lot I need to learn about managing an academic unit. Some policies and practices are written but many are not. So I found myself constantly asking people to ask about norms and practices. Our former chair Dr. Lota Teh has been such a Godsend – patiently answering my hundred and one questions.
In between, the paper work and meetings, what kept me sane were pockets when I would get to actually talk to people. I tried especially to connect with the part-time faculty I don’t really know. When there was little time, small talk had to do. When I had more time to sit with them, I asked them how they are and what their concerns and dreams were for the department. Unfortunately, I’ve barely scratched the surface of connecting with all the 60+ faculty and staff we have in the department. But whether it takes me weeks or months, it’s just something that I need to do. As Fr. Ben Nebres and Dr. Bopeep Franco reminded me before I began my term, the most important job of a chair is to mentor faculty.
Dave Ulrich proposes that HR practitioners have four roles: administrative expert, employee champion, change manager and strategic partner. Am not sure why this framework is only for HR practitioners because it seems to me that it applies to all leaders. We need to make sure that their units are running efficiently. But we also need to champion the needs of our people, keep our eye on our strategic direction and manage change.
Admittedly, my first two weeks has been more about the first role but I look forward to being able to performing the other three roles as well. Because at the end of my term, I’d like to be able to look back and know that I was leader more than an administrator.