Aspiring community college leaders have a choice of fewer leadership programs these days. AACC, the Association of Community College Trustees, Achieving the Dream and the Aspen Institute offer training.
1. Do they have credibility with their colleagues? Will they be accepted and listened to? Are they the person that junior faculty turn to for advice and mentoring? This is often tied to their reputation as a teacher and their interpersonal skills.
2. Have they demonstrated the ability to get something done? Have they chaired a significant college-wide committee or led a special project? Have they taken on or led curricular innovations in their programs or courses?
3. Are they student-centered? Is there evidence that they have been a good teacher/advisor/mentor to students? Will they bring energy and passion to the new role?
4. Do they support the direction in which the school's strategic plan is taking us? Not looking for blind allegiance, but whether someone will work with us and not against us. Will they keep me apprised of happenings in their area that might indicate things aren't going well?
5. Are they honest and do they have integrity? Can I trust them to give me a contrarian opinion to my face? Can I count on them to do what they say they will do?
6. Can they communicate with/to all levels of the organization and, where necessary, the public? This includes the ability to read people and situations and how they present themselves.
7. Do they tend to be a positive or negative person? Not looking for Pollyanna. I have worked with lots of people who are able to be honest critics, but who maintain a positive outlook--something that I think is critical to a person's longevity in an admin role.
8. Do they have specific capabilities related to the role? This might include knowledge of internal or external processes, experience developing programs or curriculum, ability to manage budgets, etc.