"Well begun is half done in almost all interactions with department chairs."Tomorrow's Professor Msg.#466 WINNING OVER YOUR DETRACTORS - A GUIDE FOR DEPARTMENT CHAIRS AND DEANSFolks: The posting below looks as some key strategies for effective communication between deans and department chairs. It is from Chapter 6, Winning Over Your Detractors, by Thomas R. McDaniel in Managing People: A Guide for Department Chairs and Deans, by Deryl R. Leaming, editor. Middle Tennessee State University. Published by Anker Publishing Company, Inc., Boston, Massachusetts http://www.ankerpub.com/. Copyright © 2003 by Anker Publishing Company, Inc. All rights reserved. Regards, Rick Reis UP NEXT: Using Assessment Effectively Tomorrow's Academia -------------------------------- 1,208 words ------------------------------- WINNING OVER YOUR DETRACTORS - A GUIDE FOR DEPARTMENT CHAIRS AND DEANS Thomas R. McDaniel The best deans I know use superior conflict resolution strategies, preventive interventions, and people skills to promote civility, harmony, and goodwill between themselves and their department chairs. Below are a few strategies to think about and evaluate for their value on your campus: There is nothing startlingly new or magical in these concepts and practices, but most are devilishly difficult to implement in the practical world of middle management. Put Biases on the Table It is often helpful to clear away the underbrush of bias at the outset of any discussion, project, or cooperative venture. The dean can tell a department chairman, "Mary, I know where your interests are and what you see as important for your department. I expect you to represent those interests and values vigorously as we work together. Let me tell you where I am coming from so we are clear up front on such matters." Well begun is half done in almost all interactions with department chairs. Agree to Find Win-Win Solutions to Problems In the context of power, relationships between dean and department chair will be less confrontational and more collegial if both power players are working for positive outcomes rather than win-lose options: The dean might say, "John, I need to save enough money from this departmental project to fund some essential library acquisitions. If you can help me do that, I will make sure that your faculty get the recognition you think they deserve for a job well done." Shared success always leads to more effective partnership. Find Ways to Empower the Department Chair Effective deaning always involves power sharing. That, of course, is part of the rationale for establishing win-win goals early in the relationship and in goal-setting with the department chair in shared work. There is an art to empowering that goes beyond mere assigning of tasks or cheery encouragement ("Sally, this is your opportunity to shine-I'm counting on you to succeed.") The art starts with skillful listening that shows the dean really understands and values the department chair's ideas and concerns, requires his or her own contribution to the assessment of the issue or project, and culminates with an affirmation of confidence that the department chair is a trusted and competent partner. The department chair who can both initiate and reciprocate will strengthen the partnership immeasurably. By such an art is collegiality built. As I said, there is no magic here. There are many sophisticated and elaborate practices that conscientious deans and chair will investigate and (when appropriate) implement: conflict resolution, TQM, strategic planning, mentoring, counseling, cross-functional task forces, communication/collaboration workshops and consultants, faculty morale assessment instruments, team-building models - the list is long. But none of these practices will succeed in the absence of the three fundamental strategies above. No academic administrator can escape some tension and conflict in the workplace. The most successful leaders are those who know how to promote collegiality as they make partners out of department chairs and others to accomplish the shared vision of a leadership team. Additional Strategies to Win Over Detractors The experienced dean or department chair knows that (to paraphrase a biblical axiom) "the detractors you will always have with you." The question is simply this: What's an administrator to do? There is no simple or singular solution, of course, and dealing with your detractors is a test of patience, wisdom, and people skills. Here are a few things to consider. Do a Reality Check Just because these detractors appear to be thorns in your side, do not write them off as inconsequential critics, especially if you find some common themes. Are you unavailable or unapproachable? Are you arbitrary and capricious? Do you play favorites? Do you procrastinate on important projects? These are only a few of the negative barbs that may come your way, and it is important for you to look at yourself honestly and determine what validity may be found. Consider the Source You should know detractors well enough to know what motivates them and how accurate their complaints might be. Stereotyping can be dangerous, of course, but you should know who might be a pretender to the throne, and who might be a chronic complainer. If you have been honest in your reality check, considering the source of an allegation can help you keep it in perspective. Win over Your Detractors You will note that this short piece of advice can be read in two ways. In some cases, the best strategy may be to confront the detractor in as direct and professional a fashion as possible and lance the boil as expeditiously as you can. But the advice can also mean to bring the detractor over to your side. If the detractors know you value constructive criticism, you have a chance to turn enemies into allies. You never want to miss that opportunity (McDaniel, November 2000). Conclusion In many ways, dealing with detractors is ingrained in the art and science of administration. We are, after all, in the people managing business. We who serve as leaders in the academy are charged to work with and through people to accomplish the mission of the department, school, college, or university. Leading people is hard work. Sometimes it requires the power of office to accomplish the mission with only reluctant participation from those you lead; sometimes detractors and others who refuse to contribute to the work of the team to accomplish worthy goals must be disciplined or even expelled from the organization. As Machiavelli noted in The Prince (1513), it is more important for the leader to be feared than loved. In some cases, you must take firm action against detractors for the sake of the institution. Winning over your detractors can be wearying work indeed. More satisfying, and in the long run more rewarding, is winning your detractors over. That requires the personal credibility that is earned by consistent integrity, trust-building behavior, delegation of responsibility, fairness in decision-making, and a genuine sense of service inherent in the term administrator. If those you lead come to know you as one who puts the noble interests of the department and college and the legitimate interests of the followers ahead of self-serving interests, winning detractors over is mission possible, even in the stressful workplace of the academy where bureau-pathology reigns supreme. This mission is not merely to avoid conflict or to avoid provoking people: No mission dedicated to appeasement ever won a war. Effective administrators are always in a campaign to meet strategic goals of the institution and in so doing enlist support from everyone who serves in the same campaign. Not everyone can be convinced to love the prince, and for a few of your detractors you may hope to achieve no more than grudging respect. You can waste too much time "herding cats" and worrying about your detractors. Be assured that every strong leader will always create some detractors who will remain as thorns in the administrative epidermis. That does not mean you should not continue to go beyond placating your adversaries to transform them into allies. When winning the detractor over is done well, the academic administrator will usually be more loved than feared. And with all due respect to Machiavelli, wouldn't that be better? ---------------------------------------------------------------------------------------------------- |
|
 |
 |
 |
 |
