Job number one for education managers and leaders

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I used to see one former boss only when he stopped by my cubicle with a question or an urgent demand. Another gave me the shrill and unhelpful advice, “You should be panicking!” in response to enrollment declines. This is not what you would call effective supervision.

It’s a problem in higher education that individuals are promoted into positions in which they have oversight over others, without having undergone training to prepare them for that role. For university IEP directors, the problem can be compounded by the fact that they report to managers who have little or no knowledge of the workings of an IEP. While there are many good people working in higher education administration, these circumstances can lead to strained relationships, loss of motivation, and diminished performance.

The solution is for managers to understand their primary role, their job number one.  It isn’t revenue generation, test score improvements, or student retention, which are indicators of great performance but not activities in themselves. No, the manager’s first job is to support his or her people. They are the ones on the front line of providing service to faculty, other staff, or students, and who are best placed to deliver quality through their work. The manager’s most frequent question to those employees should be, “What can I do to support you?” This is followed by careful listening and the  acquisition and direction of resources to provide that support, so that employees can do the high quality work expected of them.

On the basis of a well-supported faculty and staff delivering quality, managers can have confidence in focusing on goals of increased enrollment and revenue, improved student outcomes, and program development. There are no short cuts to these goals. Don’t forget job number one: support your people.