there is vision. Visionaries can see the big picture.
They look beyond the horizon as they plan, and yes as they dream.
Visionaries are creators. Visionaries are undeterred by challenges.
Visionaries see stumbling blocks and turn them into stepping stones.
Visionaries can transform a situation. Visionaries can persuade
others, even critics, cynics, and enemies to follow their lead.
Visionaries can get others to take ownership in their vision.
Second, having a good work ethic is essential.
I don't care how smart you are, how much vision you may have, or
how assiduously you plan, you can not get around having a good
work ethic. Please know how important this is. An absence of hardwork
is telling because you can not fool people for long. They can see
it in your results. Hard work can not be compromised.
excellence is a sine qua non in any higher educational
setting. I personally believe in setting the bar high. There
are those who would like to make excuses for their performance
because of family background, financial status, peer groupings,
or some other crutch. All of us have heard about students in
high schools and colleges that have dumb-downed because they
did not want to be considered geeks by their so-called friends.
Well, the fact is that education is the key to the door of
freedom for all of us. When we have an opportunity, we should
take full advantage of it. Lead, guide, nurture, and help current
and prospective students wherever you are.
Fourth, there is team building. I am a
long time and firm believer in the concept that collective competencies
are much better than individual competencies. The training, experience,
and wisdom of a group of people will carry you much farther and
more successfully nine times out of ten then will those of a single
individual. Think about it, group energy, effort, intellect, and
other human attributes will produce much better results when they
are utilized together for a common good.
Fifth, innovation is an integral part
of the model. A leader has to sometimes think outside of the box.
A leader has to dream bold new dreams. A leader has to think about
not what is, but what could be. This is innovation.
Sixth, there is courage. Just as a leader
must think outside of the box, a leader must also have the courage
to stick to his convictions. Included in this component are discipline
and perseverance. I will tell you that your thoughts and ideas
will be tested--and that is good. You must have the courage to
listen and receive input on any subject. However, in the final
analysis, after you have had a great deal of analysis, input, challenges,
and the like, you must have the courage of your convictions. Sometimes
you must say, win, lose, or draw; this is what we are going to
do. For no matter the purity of a man's character, the clarity
of his insight, the reason of his ration, or righteousness of his
cause, if he lacks the courage to stand up, come forward, and lead,
his attributes are rendered silent and in many respects, useless.
there is good management. In my judgment, management
is different from leadership. Both are completely necessary if
one is to be effective, yet they are different. To me, management
is the brains of an effective and efficient operation. Management
is an enabler. It helps people to better utilize skills and knowledge.
It helps them to do a better job. Every organization needs as many
good managers as possible
Eighth, there is fairness. In all that we
do, in every decision that we make, in every interaction that we
undertake, we should always keep fairness at the center of our
being. To me it doesn't make a lot of difference if decisions are
not popular. It is important, however, for decisions to be fair.
If I cannot be fair, even to enemies, then I feel like I have failed.
I urge you in your daily interactions to always try and be fair.
Ninth, there is fiscal conservatism. As with
other components of the model, this is quite simple. If you have
a dollar, you can't spend a dollar and twenty-five cents. I don't
care how worthwhile the project, how needed that piece of equipment
may be, how necessary it is for you to make that trip, if you only
have a dollar, you can't spend a dollar and twenty-five cents.
tenth step focuses on results. All of
the other component steps lead you to results. If your results
are not justifiable, or satisfactory, then somewhere along the
way, the other steps have failed. I feel that we must be results-oriented.
The means must justify the end. As an example, there are so many
people who think that the securing of a computer is the solution.
In reality, the computer is a means towards an end, not an end
itself. These are my ten steps to a leadership model for academic
administrative success. I offer them to any serious student and/or
practitioners of higher education because the model is valid.
One validation may be found in the fact that during the last
decade, seven of my administrators have become presidents of
colleges and universities in the states of Georgia, Maryland,
North Carolina, Illinois, New Jersey and Washington. One of the
reasons that they were elected chief executive officers is the
fact that they were able to convince Boards of Trustees that
the Hampton brand of leadership would work at their respective