of time and energy. So, what are the priorities and how are
they determined?
Build;Relationships
Before arriving on campus, schedule individual meetings with
direct reports, administrative support members, the president,
the provost, key student leaders, vice presidents and deans,
the director of public safety/campus police, and budget office
staff. Build relationships with these individuals as soon as
possible; they have access to information and resources that
are important. Let them know that student affairs is willing to
work collaboratively to enhance the quality of life for students
and advance the academic goals of the institution. Expect to
spend at least 50 percent of your time building relationships,
both internal and external to student affairs. Among the most
important relationships are the following:
➤;The;president.;At some institutions the vice president
for student affairs reports directly to the president, at other
institutions the position reports to the provost. Whatever the
reporting structure, the supervisor’s commitment to student
life and the vice president’s success is critical. As the direct
supervisor of the SSAO, the president has the most direct
impact on job satisfaction, performance reviews, ability to get
things done, and career longevity. The president is particularly
invested in the success of the new vice president, since he or
she hired that individual. Determine what is important to the
president and align the division’s goals with those priorities.
Know the president’s long-term plans and identify the division’s role in making those plans a reality. Learn the protocol
of the president’s office. Address the president with his or her
full title, especially in public. Identify the best way to communicate with the president: e-mail, phone call, or face-to-face.
Determine how to inform the president about crisis matters,
and get to know the president’s administrative assistant.
➤ Students;and;student;leaders. Second only to the
relationship with the president is the vice president’s relationships with students leaders. Take the student body president to
lunch, and meet with leaders of the Greek community and key
student organizations as soon as possible. Consider forming
a vice presidential student advisory board. Build a reputation
of accessibility by attending as many events as possible in the
first-year, always doing what you say you are going to do, and
trying to share a meal with a student at least once a week.
➤ Vice;presidents,;executive;positions,;and;deans.
Be intentional about building relationships with other vice
presidents and executive administrators, including the chief
financial officer, chief academic officer, chief development
officer, and chief of police. All of these relationships will
come in handy during a vice president’s tenure and should be
established before a crisis or problem occurs. The chief financial officer works with all divisions of the institution to help
set financial priorities and identify resources to accomplish
organizational goals. Learn to translate student affairs issues
into data and financial terms, such as the financial impact of
retention. Academic deans are also important allies. visit all of
the academic deans, including the dean of the library. Learn
about their academic and non-academic issues, understand
their challenges with students, and discuss opportunities to
collaborate to accomplish shared goals.
Understanding the culture and environment and listening to
various perspectives before interjecting personal insights and
opinions is paramount. Attend meetings and discussions with
the sole intention of gaining a deeper understanding. Conduct
listening tours through academic departments and residence
halls, and take notes on what others think is working and not
working in student affairs. Ask questions and dig deeper when
comments are unclear. Resist the urge to insert too much
personal opinion until understanding is crystal clear. Share
discoveries and comments garnered from other interactions to
gain a clear picture of the institution. Do not accept observations from one perspective as the definitive truth. Listening
opportunities include:
➤ Get;the;team;on;same;page.;Within a few days of
arriving on campus, make plans for an all-staff retreat. Invite
all assistant vice presidents, director-level staff, and second in
command in each area that reports to student affairs. Focus
on getting to know each other, letting others know what to
expect from the new vice president, and building trust. The
key objective is to solicit input on the most pressing issues for
the institution, the division, and students. Schedule a similar
conversation for staff members unable to attend the retreat,
including administrative support staff, graduate assistants, and
campus partners.
➤ Learn;as;much;as;possible.;Be intentional and focused
about learning something new about matters inside and
outside student affairs every day. In his article, “The Chief
Student Affairs Officer and Leadership Effectiveness: Five
Areas for Thought” (College Student Journal, 1997), Charlie
Brown writes, “As members of decision-making teams, chief
student affairs officers should be as knowledgeable of their
entire institutions as they are about their own divisions.”
Understand faculty, staff, students, and community issues. Pay
particular attention to the campus safety and security proto-
