Faculty recruitment is a major expense for colleges and universities, and schools devote a considerable amount of their resources to the hiring process. But many of these institutions fail to devote the same attention to retaining college professors. We've learned through many studies that it's far less expensive to retain a student you have than to recruit a new one. Why is this lesson not also applied to the college faculty? This book addresses why higher education currently has a faculty retention problem and then explores the strategies needed to address that problem. But now all faculty members are alike. Minority faculty members have their own retention challenges, as do highly competitive researchers, part-time and temporary faculty members who excel at teaching, and other ley groups. The best ways to retain the junior faculty are not necessarily the best ways to retain mid-career and senior faculty. By examining best practices currently in place in higher education, and then combining those insights with research conducted in the corporate world, the book encourages colleges and universities to develop a culture of retention that applies to students and faculty members alike.

Faculty recruitment is a major expense for colleges and universities, and schools devote a considerable amount of their resources to the hiring process. But many of these institutions fail to devote the same attention to retaining college professors. We've learned through many studies that it's far less expensive to retain a student you have than to recruit a new one. Why is this lesson not also applied to the college faculty? This book addresses why higher education currently has a faculty retention problem and then explores the strategies needed to address that problem. But now all faculty members are alike. Minority faculty members have their own retention challenges, as do highly competitive researchers, part-time and temporary faculty members who excel at teaching, and other ley groups. The best ways to retain the junior faculty are not necessarily the best ways to retain mid-career and senior faculty. By examining best practices currently in place in higher education, and then combining those insights with research conducted in the corporate world, the book encourages colleges and universities to develop a culture of retention that applies to students and faculty members alike.

Manycolleges and universities are struggling to strike a balance between protecting free speech as a way of supporting their goal of academic freedom and promoting civility as a way of creating an environment where students can learn and faculty members can teach and conduct research. There have been numerous recent incidents of audiences shouting down speakers, burning books, and demanding that specific students be expelled or faculty members be terminated. In this highly fractious environment, schools are wondering "What works?" when seeking to attain the twin goals of permitting unrestricted speech but insisting on rules of decorum for debate and the exchange of perspectives. This book explores what schools have actually attempted, in some cases successfully and in some cases not successfully, to address these issues. It concludes that there are three primary strategies that tend to be effective: treating challenges to free speech and campus civility as "teachable moments"; exploring hypothetical scenarios with students, faculty members, and administrators before there is a serious incident; and approaching free speech and campus civility across the curriculum. The book also surveys United States case law on the topics of free speech, academic freedom, the right to protest, and similar subjects so as to provide faculty members and administrators with a concise resource filled with practical and accurate information.

Manycolleges and universities are struggling to strike a balance between protecting free speech as a way of supporting their goal of academic freedom and promoting civility as a way of creating an environment where students can learn and faculty members can teach and conduct research. There have been numerous recent incidents of audiences shouting down speakers, burning books, and demanding that specific students be expelled or faculty members be terminated. In this highly fractious environment, schools are wondering "What works?" when seeking to attain the twin goals of permitting unrestricted speech but insisting on rules of decorum for debate and the exchange of perspectives. This book explores what schools have actually attempted, in some cases successfully and in some cases not successfully, to address these issues. It concludes that there are three primary strategies that tend to be effective: treating challenges to free speech and campus civility as "teachable moments"; exploring hypothetical scenarios with students, faculty members, and administrators before there is a serious incident; and approaching free speech and campus civility across the curriculum. The book also surveys United States case law on the topics of free speech, academic freedom, the right to protest, and similar subjects so as to provide faculty members and administrators with a concise resource filled with practical and accurate information.

The book provides a concise guide to how academic leaders can manage their time more efficiently and thus better cope with the stresses of their position. Rather than focusing on theory or the "causes" of time and stress pressures for college administrators today, the book focused on field-tested approaches for achieving more of one's priorities and for dealing with the pressures of academic leadership positions. (Academic leaders already know why they're running short of time and feeling stressed; they don't want more analysis and theory, but rather insights into how they can make things better.) The book is designed for use by individual academic leaders, administrative teams in a retreat, leadership workshops or training programs, and courses in higher education leadership.

The book provides a concise guide to how academic leaders can manage their time more efficiently and thus better cope with the stresses of their position. Rather than focusing on theory or the "causes" of time and stress pressures for college administrators today, the book focused on field-tested approaches for achieving more of one's priorities and for dealing with the pressures of academic leadership positions. (Academic leaders already know why they're running short of time and feeling stressed; they don't want more analysis and theory, but rather insights into how they can make things better.) The book is designed for use by individual academic leaders, administrative teams in a retreat, leadership workshops or training programs, and courses in higher education leadership.

The book explores how to build an approach to academic leadership based on your own personal values, convictions, and principles. Rather than trying to assert that only certain values (or even virtues) are essential for good leadership, the approach taken is to begin with who you really are, "your true self," and then to build a leadership framework consistent with that identity that makes your institution or program stronger. We explore why hypocrisy is damaging to any form of leadership, but particularly so in higher education where values of scholarship and research are based on the confidence we have in others' integrity. As a result, authenticity, even more than such commonly promoted "traits of leaders" as vision, courage, and compassion, becomes the core of effective leadership in the academy today. Through hypothetical case studies and thought experiments, the book challenges administrators to identify a small set of core values that truly define who they are as academic leaders and then to use those values as the basis for a philosophy of leadership that guides them through the turbulent changes occurring in higher education today.

The book explores how to build an approach to academic leadership based on your own personal values, convictions, and principles. Rather than trying to assert that only certain values (or even virtues) are essential for good leadership, the approach taken is to begin with who you really are, "your true self," and then to build a leadership framework consistent with that identity that makes your institution or program stronger. We explore why hypocrisy is damaging to any form of leadership, but particularly so in higher education where values of scholarship and research are based on the confidence we have in others' integrity. As a result, authenticity, even more than such commonly promoted "traits of leaders" as vision, courage, and compassion, becomes the core of effective leadership in the academy today. Through hypothetical case studies and thought experiments, the book challenges administrators to identify a small set of core values that truly define who they are as academic leaders and then to use those values as the basis for a philosophy of leadership that guides them through the turbulent changes occurring in higher education today.

Hire The Right Faculty Member Every Time is a concise guide for hiring authorities at colleges and universities. The book provides insight into the state of faculty hiring at colleges and universities today, advice on the best way to design positions, recommendations on how to conduct an interview, guidelines on how to make a decision about whom to hire, perspectives on what to remember when closing the deal, and hints about providing the right kind of orientation and onboarding services to new hires.

Hire The Right Faculty Member Every Time is a concise guide for hiring authorities at colleges and universities. The book provides insight into the state of faculty hiring at colleges and universities today, advice on the best way to design positions, recommendations on how to conduct an interview, guidelines on how to make a decision about whom to hire, perspectives on what to remember when closing the deal, and hints about providing the right kind of orientation and onboarding services to new hires.

An African proverb says, "If you want to travel fast, travel alone. If you want to travel far, travel together." World-Class Fundraising Isn't a Solo Sport is about how to travel far in the world of academic development. It provides practical, field-tested strategies for building strong academic development teams. Using realistic case studies and innovative tools designed specifically for use in higher education, the book serves as an operations manual for how faculty members, academic administrators, or development officers can best work together to achieve their fundraising goals.

An African proverb says, "If you want to travel fast, travel alone. If you want to travel far, travel together." World-Class Fundraising Isn't a Solo Sport is about how to travel far in the world of academic development. It provides practical, field-tested strategies for building strong academic development teams. Using realistic case studies and innovative tools designed specifically for use in higher education, the book serves as an operations manual for how faculty members, academic administrators, or development officers can best work together to achieve their fundraising goals.

What do faculty members, academic administrators, or development officers need to know if they want to be successful fundraisers in higher education? Colleges and universities are such complex institutions that it is difficult for those who work in development to understand how the academic side of the institution operates and difficult for college professors and administrators to understand the technicalities and legal requirements that affect the development side of the institution. Going for the Gold demystifies these worlds for anyone interested in higher education fundraising and provides practical, field-tested tools that everyone involved in academic development will want in his or her toolkit.

What do faculty members, academic administrators, or development officers need to know if they want to be successful fundraisers in higher education? Colleges and universities are such complex institutions that it is difficult for those who work in development to understand how the academic side of the institution operates and difficult for college professors and administrators to understand the technicalities and legal requirements that affect the development side of the institution. Going for the Gold demystifies these worlds for anyone interested in higher education fundraising and provides practical, field-tested tools that everyone involved in academic development will want in his or her toolkit.

A Toolkit for College Professors is designed to give new and established faculty members the skills they need in order to do their jobs more effectively. Combining case studies, scenarios, practical advice, and problem-solving activities, this book offers college professors a valuable resource for excelling in the classroom, lab, studio, library, and beyond. From teaching effectively to promoting student success, facilitating collegiality with their peers, conducting research, applying for tenure and promotion, and many other areas relevant to academic life today, A Toolkit for College Professors helps faculty members achieve their goals and avoid common pitfalls along the way.

A Toolkit for College Professors is designed to give new and established faculty members the skills they need in order to do their jobs more effectively. Combining case studies, scenarios, practical advice, and problem-solving activities, this book offers college professors a valuable resource for excelling in the classroom, lab, studio, library, and beyond. From teaching effectively to promoting student success, facilitating collegiality with their peers, conducting research, applying for tenure and promotion, and many other areas relevant to academic life today, A Toolkit for College Professors helps faculty members achieve their goals and avoid common pitfalls along the way.

A Toolkit for Department Chairs is designed to give academic administrators the skills they need in order to do their jobs more effectively. Combining case studies, scenarios, practical advice, and problem solving activities, the book offers chairs a valuable resource for negotiating the real-life challenges they face as academic leaders. Many of the case studies and scenarios included in this book have been field tested by the co-authors in over thirty years of administrative training workshops. Current and aspiring department chairs will discover many new tools that they can include in their administrative toolkits from this practical, accessible book. A Toolkit for Department Chairs works well as a personal resource as well as a training manual for leadership programs and textbook for pre- and in-service education for department chairs. Some additional key features of this book include: *Practicality in that it offers specific strategies to address the many challenges faced by department chairs. *Adaptability for use as an individual study guide, textbook for leadership programs, or discussion guide for groups of academic administrators. *Utility in that it fills a demonstrated need in the field of higher education since 96-97% of current department chairs have received no formal training in their administrative responsibilities. *Easy of use through short, sometimes humorous scenarios and case studies that cause readers to reflect on their own administrative approaches.

A Toolkit for Department Chairs is designed to give academic administrators the skills they need in order to do their jobs more effectively. Combining case studies, scenarios, practical advice, and problem solving activities, the book offers chairs a valuable resource for negotiating the real-life challenges they face as academic leaders. Many of the case studies and scenarios included in this book have been field tested by the co-authors in over thirty years of administrative training workshops. Current and aspiring department chairs will discover many new tools that they can include in their administrative toolkits from this practical, accessible book. A Toolkit for Department Chairs works well as a personal resource as well as a training manual for leadership programs and textbook for pre- and in-service education for department chairs. Some additional key features of this book include: *Practicality in that it offers specific strategies to address the many challenges faced by department chairs. *Adaptability for use as an individual study guide, textbook for leadership programs, or discussion guide for groups of academic administrators. *Utility in that it fills a demonstrated need in the field of higher education since 96-97% of current department chairs have received no formal training in their administrative responsibilities. *Easy of use through short, sometimes humorous scenarios and case studies that cause readers to reflect on their own administrative approaches.

Accrediting agencies and legislatures have become increasingly insistent that governing boards and upper administrators undergo regular evaluation at colleges and universities. Institutions of higher education have a long history of evaluating faculty members and are familiar with best practices for doing so. Offices of human resources include employees with experience in how staff members should be evaluated because these processes are well developed in the corporate world. But how does a college or university effectively evaluate its governing board, and who performs that process? How are administrators, particularly the chief executive officer and vice presidents, evaluated fairly and effectively? Since a majority of institutions are now required to perform these evaluations, they're seeking advice and examples of best practices, but there aren't resources available to provide these insights. The proposed book will address that critical need. The target audience is college faculty and administrators, particularly those who need to develop or improve a system for evaluating governing boards or administrators because of accreditation requirements or legislative mandate.

Accrediting agencies and legislatures have become increasingly insistent that governing boards and upper administrators undergo regular evaluation at colleges and universities. Institutions of higher education have a long history of evaluating faculty members and are familiar with best practices for doing so. Offices of human resources include employees with experience in how staff members should be evaluated because these processes are well developed in the corporate world. But how does a college or university effectively evaluate its governing board, and who performs that process? How are administrators, particularly the chief executive officer and vice presidents, evaluated fairly and effectively? Since a majority of institutions are now required to perform these evaluations, they're seeking advice and examples of best practices, but there aren't resources available to provide these insights. The proposed book will address that critical need. The target audience is college faculty and administrators, particularly those who need to develop or improve a system for evaluating governing boards or administrators because of accreditation requirements or legislative mandate.

This book applies the concept of mindfulness to the challenges faced by academic leaders such as department chairs, deans, provosts, presidents or chancellors, and faculty leaders. In addition to instructing academic leaders how to become more mindful, the book also provides clear and practical explanations about what mindful leadership means in the setting of higher education. Unlike other books on mindfulness, this work does not assume that the only pathway to becoming more mindful is meditation. Although meditation is discussed as a technique, the book also presents numerous others strategies for becoming a more mindful leader without a meditation practice. The book is designed for use by individual academic leaders, administrative teams in a retreat, leadership workshops or training programs, and courses in higher education leadership.

This book examines some of the most important challenges facing administrators and other professionals in PreK-12 schools today: safety and security, hiring and evaluating members of the faculty and staff, dealing with students’ academic and behavioral challenges, assessing student performance, responding to disengaged or overly engaged parents, and handling external pressures from the community. It also explores ideas for how to design the types of school our students will need in the future and cope with the realities of trying to develop these schools in a difficult educational environment. Preferring practical advice over unsupported hypotheses and adopting clear, instructive language rather than educational jargon, the authors draw upon their own experience as well as some of the best research currently being conducted in the field of educational leadership. The book is suitable for self-study, workshops, education courses, and in-serve programs. The target audience is current and prospective PreK-12 administrators, teachers, student teachers, and staff.