Modern succession planning takes account of the fast-changing world in which organisations have to operate, and assumes that:
In higher education we have a long history of respecting the needs and aspirations of the individual, and of organic rather than top-down change. We also have to factor in academic ambivalence around leadership, a tradition of collegial shared leadership, and discomfort with singling out individuals for special treatment.
All of this suggests that succession and talent schemes within our sector may work best if they are flexible and respectful of individuals’ values and life choices, and if the assessment that they include has an element of autonomy. Enabling individuals to assess whether leadership is for them is as important as enabling the organisation to decide whether the individual matches up to the demands of leadership.
Providing different kinds of opportunities to support the development of new or refresh existing skills.
Internationalisation is of central importance to higher education today, as the impact and implications of globalisation spreads into all aspects of institutions core businesses of teaching, learning, research and knowledge exchange.
The Leadership Foundation provides a dedicated service of support and advice on leadership, governance and management for all the UKs universities and Higher Education colleges.
Higher education governance has never been so high-profile. This site is a key resource for governors, council members and others interested in governance in higher education.
See the benefits being a member of the Leadership Foundation for Higher Education can offer you.