Extract
At least once a month a headhunting firm calls me seeking advice on a search for a university vice-chancellor. They want to pick my brains because of what I’ve learnt, sometimes the hard way, over seven years as a vice-chancellor, 12 years as an academic dean and two years as an administrator of struggling universities.
By the time the headhunter makes the call, the university would have advertised the position more than once but simply couldn’t find the right person for the job.
I often advise on three starting criteria. In addition, my long tenure in higher education has also taught me that there’s additional knowledge that’s useful for a university leader to have, particularly in these turbulent times facing higher education.