College and university presidents can position themselves to be a great resource for the country and the world. This chapter introduces the perspectives of two presidents of the University of Notre Dame, Father Theodore Hesburgh, C.S.C. who served for 35 years (1952-1987) and was a major presence in American higher education and a classic public…

The purpose of this article is to provide insight into the perceptions of college presidents on their role in budgeting and finance. While most of the past research in this area has focused on how to engage and understand budget and finance practices, this chapter sought to highlight the perceptions of the roles of those involved in the process,…

This chapter describes the evolution of a regional public university president's communication strategy from being a fact-driven presenter to becoming the university's principal storyteller by integrating institutional data and metrics with meaningful stories from students, faculty, staff, and alumni. The case describes a "crisis of…

A presidential code of conduct is needed more today than ever before. College and university presidents are being required to do more without the proper training to succeed. Presidents from outside the academy enter academia with normative patterns and codes of conduct that served them well in their previous occupations but now have the potential…

At many institutions, the vice president of institutional advancement oversees the functions of development, alumni relations, and marketing and communications. University leaders expect these functions to be integrated and to work hand-in-hand to advance the institution's mission, particularly in the area of private donations. The reality is that…

"Donors don't give to causes; they give to people with causes." This often-cited saying rings true and emphasizes that the donor is influenced largely by the personality, professionalism, and character of the asker. The interpersonal skills of development officers and key volunteers are critical to development of relationships with donors, a fact…

Bradford College, located 35 miles north of Boston in Haverhill, Massachusetts, was exactly the type of institution in greatest jeopardy of closing. It was too small, with an enrollment that never exceeded five hundred students. Such institutions tend to have high attrition rates because they have limited numbers of courses, majors, facilities,…

Many small institutions face difficulties, and the person who bears the brunt of dealing with those challenges is the college president. While each situation is unique, presidents can learn from the experiences of others, and at the very least, commiserate with each other regarding the challenges they face, especially when their institutions are…

There is an uneasy relationship between fundraising for academic programs and intercollegiate athletics. This has little to do with individuals and almost everything to do with circumstances in higher education in the United States that have come into play in recent decades. This chapter identifies issues presidents will confront as they seek…

Accreditation may be the sole opportunity for all parts of an institution to inquire together and in depth about the totality of their mission. In this chapter, the author seeks to frame the accreditation process well and defend the process with vigor and confidence. Before moving on to discuss a quite different perspective on accreditation, the…

The concept of actively leading constituents, internal and external, is second nature to many university administrators in most areas, except one: fundraising. For many university presidents and academic deans, it's a part of the job that is not well defined or well understood. They know there is an expectation that private funds will flow into…

The exit and entry of executive leadership presents a powerful moment. In the exit of leadership, an institution must reflect on both successes and failures. With a contentious exit, as was the case of John Bowen at Nelson College, which is presented in this chapter, the organization needs to understand what precipitated the call for change and…

Few colleges choose to close. One that did was Saint Mary's College in Raleigh, North Carolina. Although trustees resisted for a decade, they ultimately made the decision before an anticipated denial of accreditation, allowing the college to control its final days in ways not possible for those who wait until an outside agency forces closure. This…

The College of William and Mary (Williamsburg, Virginia) found itself at a crossroads in 2005. Their long-popular president Timothy J. Sullivan was retiring after 13 years at the helm of the world's second oldest institution of higher education (Petkofsky, 2004). Long known as a bastion of conservatism, William and Mary could now change their…

Colleges survive sometimes because they are able to merge with another institution (a for-profit company, another private college, a state university). The change at the College of Charleston was shaped in the 1970s, when the college did not "merge" with a state institution--it "became" a state institution, which grew.. and…