ABSTRACT
Performing as the leader of a team always brings along challenges. But when you lead a team of highly educated people, you have an additional dimension of trials and tribulations on your hands. As the chair of a department of seasoned academicians, all with high degrees, stellar lists of achievements, and many years of teaching and research under their belts, I have learned that there is one key mind-set that can make a world of difference in the quality of my work relationships: not taking anything personally. I am very happy that an experienced departmental leader and friend gave me this advice when he heard that I was offered the chair position. He said, “Whatever happens, don’t take it personal.” I have to admit: it’s not always easy, because sometimes it seems as if colleagues are deliberately out to undermine your authority, to badmouth you, to make you uncomfortable, and to
18.1 Introduction 225 18.2 Retention Campaign 226
18.2.1 Contacting Advisors 227 18.2.2 Surprising Response 227 18.2.3 Considering Options 228 18.2.4 Allowing Intuition to Lead the Way 229 18.2.5 Lessons Learned 232
18.3 Conclusion 233
point out the flaws in your performance. Indeed, some of these people may have those intentions, but it’s never helpful for your peace of mind or for the quality of relationships to take it all personally. After all, if you go, there will be another leader about whom they will complain. People with high education levels seem to have a hard time following orders. They are intelligent, accomplished, and generally feel that no one should tell them what to do. I’m not sure if this is the case in all academic institutions, but I would be amazed if it were not.
