Section 1 – Where to Find the People You Need

The college maintains an online people finder at http://peoplefinder.camosun.bc.ca/

Section 2 – What Is Your Role as Chair?

Adapted from: The Department Chair Primer: Leading and Managing Academic Departments by Don Chu (2006 Anker Publishing, Bolton Mass.)

1. You officially represent your department. Be aware of what you say and how you say it.  It’s better to say less rather than more.
2. You are there to help protect the rights of faculty, but you also need to remind them to fulfill legal and ethical duties.  Good chairs take both of these jobs equally seriously.
3. You are a member of a team that provides educational leadership to the School and the College – not just to your department. You will get a perspective that faculty members don’t have, and you’ll be better able to influence the direction the institution takes.  Represent your department’s viewpoint, but don’t sell out the institution to protect your turf.
4. You must maintain confidentiality. You will suddenly have access to a great deal of personal information about department members’ health, income, work history, etc.  Keep it confidential.  Forever.
5. Be credible; it is the Chair’s most valuable asset. Check facts – especially when emotions are running high. It’s okay to defer a decision or discussion until you know the facts. Never be afraid to say “I made a mistake” or “I’m sorry”.
6. Give undivided attention to the person you are dealing with. Be honest at the outset about how much time you have to give the person, but then give it fully.
7. Maximize the talents of the faculty. Help faculty connect with time, money, training, facilities and resources that will enable them to be better instructors.
8. See that resources are fully utilized. You should be able to justify resource decisions according to how they move your department toward strategic objectives.
9. Remember that not every change is a problem. Nay-sayers seldom influence the direction of change, and often miss opportunities inherent in change.  Look for the opportunities and new connections change provides.
10. Remember that every detail is important to someone. Details are important for students or faculty in ways that you may not understand.  Be humble enough to ask politely how information will be used and when it is needed rather than assume it’s a stupid request.
11. You are not faculty’s boss, and you are everyone’s servant. Some chairs have staff who report to them, but when it comes to faculty, you are not their boss.  It’s your job to help them and represent them.  You are more likely to get along well with your department if everyone remembers this.
12. You are not alone. There are other Chairs in other departments who are now your colleagues – they understand the challenges you face. Your Dean and Associate Dean may also be able to support you on some issues. Don’t hesitate to reach out to them.

Section 3 – What Chairs Say About the Job

Leadership is earned but authority is bestowed.

I am reminded of the leader’s performance-review comment, “People follow this person out of curiosity to see where he is headed”. The new chair needs to realize that he/she must earn the leadership of the department. A chair’s areas of authority can be counted on one hand, and most of these are in the form of “recommendation to the dean” since the dean retains all the real authority, e.g. course assignments, selection of advisory board members etc.

Gord Stuart, Computer Science (Text taken from Chairs Education Program Planning Group Session March 19, 2004 sponsored by ERD – Julie Martin and Faye Ferguson)

Words of Wisdom for other Chairs:

• Be your genuine self.  Don’t try to act the role.
• When in doubt, take the high road.
• Suffer fools gladly.  Being angry doesn’t make them wiser and makes you more foolish.
• People will act in accordance with their natures.  When people act outside your expectations surprise or disappoint you, it is a revelation of their natures.  Knowing people’s fundamental natures is a great help in working with them over time.
• Sometimes “no” is the right answer to a question or request.
• The best response to people with problems or issues is the question “What do you want to happen?”
• Remember that every rule you bend sets a precedent that can be flung in your face later on.
• The buck doesn’t stop with you.  Don’t take responsibility for concerns over which you have no authority.

Section 4 – Job Description and Training Options

Internally, the Learning and Teaching Centre provides training/education for Chairs and Program Leaders:

• Annual Chair and Program Leader Retreat
• Workshops
• Chairs’ and Program Leaders’ Resource Manual

Externally, the Chair Academy is a popular PD opportunity for Chairs and Program Leaders.