Depth Over Decorum: Why Higher Education Boards Need Trustees Who Think Differently

#BoardDiversity #EducationalInnovation #GovernanceReform #StrategicThinking #HigherEducationLeadership #CreativeProblemSolving

Traditional metrics for recruiting college or university governing board members often spotlight candidates' accomplishments, focusing on their external success and accolades. While such achievements are noteworthy and may predict an individual's ability to fulfill fiduciary responsibilities, they do not necessarily equate to effectiveness in the strategic or generative dimensions of governance. This article advocates for a fundamental shift in trustee recruitment criteria, emphasizing the importance of how candidates achieve their results and how they approach complex problems. By prioritizing diverse thought processes and innovative problem-solving abilities, universities can build boards capable of navigating higher education's multifaceted challenges.

The Need for Cognitive and Methodological Diversity:

Current Shortcomings: Current recruitment practices can lead to homogenous boards, where members might share similar thought patterns and problem-solving approaches. This uniformity can stifle innovation and limit the board’s ability to address complex educational challenges creatively.

Proposed Shift: To cultivate boards that are accomplished, dynamic, and innovative, recruitment strategies must prioritize cognitive diversity and the varied methodologies candidates use to achieve success.

Integrating Cognitive and Methodological Assessment in Recruitment:

1. Behavioral and Situational Interviewing: Replace or supplement traditional interviewing techniques with methods that probe deeper into a candidate’s thinking process. Questions should encourage candidates to discuss how they navigated specific challenges and innovated within their roles.
2. Analytical Simulations: Introduce problem-solving simulations that reflect real-world university challenges during the selection process. Observe and evaluate the candidates’ approaches to strategizing and solution development.
3. Cognitive Diversity Audits: Regularly assess the cognitive diversity of the board and identify gaps in thinking styles and problem-solving approaches. These data will inform recruitment strategies to balance and enhance the board’s collective cognitive assets.
4. Expertise Beyond Traditional Sectors: Broaden the search beyond the typical spheres of academia and business to include candidates from non-traditional backgrounds, such as social entrepreneurship, creative industries, and tech startups, who are likely to bring fresh perspectives and varied problem-solving methodologies.

Profiles of Desired Candidates:

• System Thinkers: Individuals who excel at seeing the larger picture and understanding how various elements within an institution interconnect and influence one another.
• Adaptive Innovators: Those who have demonstrated flexibility in their thinking and ability to adapt to unexpected situations while crafting effective solutions.
• Ethical Visionaries: Candidates who approach decision-making with a strong ethical compass and a visionary mindset, thinking long-term about the societal and educational impacts of their actions.

Conclusion:

Shifting the focus of trustee recruitment to how candidates think and solve problems will enable university boards to better meet the demands of a rapidly evolving educational landscape. This approach not only enriches the board’s strategic capabilities but also fosters a culture of innovation and adaptability that is crucial for long-term institutional success.

Robert (Skip) Myers, Ph.D., advises and counsels college and university governing boards and their presidents seeking to optimize and align their joint leadership performance.

Follow him at Robert (Skip) Myers, Ph.D.