By Dr. Larry Johnson, Jr.

“Out with the old, in with the new” may ring true as we greet 2023, but I’ve learned that it’s not the rallying cry of successful leaders as they transition to new organizations. Transitions are one of the most important life decisions that leaders make, decisions that can’t be entered into without deep thought and introspection.

I know this, having marked my first year as president of an innovative college that’s celebrating its tenth anniversary within the City University of New York (CUNY), the largest urban university system in the United States. My decision to transition from my previous leadership role to seek and accept my current position is informed by increasing self-awareness and strategy, both of which are necessary to those who consider leadership as their calling to serve.

“How do successful leaders make successful transitions?” is a provocative question. My response is shaped by transitions I’ve made over the years, and by perspectives gained while deciding to lead a relatively new institution during the unpredictable course of a pandemic.

COVID reminded all of us of the truism that the only thing constant is change. To this, I append the wisdom of the unlikely protagonist in Dan Millman’s Way of the Peaceful Warrior: “The secret of change is to focus all of your energy, not on fighting the old, but on building the new.” My knowledge and the preparation I had to lead higher education institutions comprised of personnel, departments and units was disrupted at the very moment I had decided to make a leadership transition. Even the hiring process had changed. What I knew as the traditional approach to interviewing, meeting with search committees, and participating in open campus forums had “flexed” into a “hybrid” approximation of Hollywood Squares. Faces excited to be there and faces fatigued from countless virtual meetings signaled the stark yet welcome reality that higher education systems could adapt to new ways. We could adopt more expedient methods and modify practices to onboard new faculty, staff and students.

What Remains Essential?

Despite changes in form, there are key ideas that should remain “top of mind” before considering transitions to new roles. Each organization I’ve elected to serve was focused on improving outcomes for first-generation students, students with disabilities, and those from marginalized and underserved communities. Those organizational attributes were foremost in my impetus to apply.

What I didn’t consider until maturing in leadership was how much organizational culture matters. Understanding institutional culture is a critical inquiry that must precede a decision to accept a new role or setting. It’s far better to work at an institution that aligns with your personal values and where you can see yourself as a contributing member -- not as one selected to fulfill a diversity quota. It’s incumbent upon transitioning leaders to take a thorough inventory beyond organizational websites to assess their ability to grow and thrive there. Ways that I approached new opportunities include:

1.) Reviewing the organization’s DEI-B commitments.

2.) Surveying employee vitality through intentional practice and programming related to recognitions and promotions

3.) Reviewing institutional and board policies to better understand the organization’s focus.

4.) Assessing the organization’s reputation and influence as a local and national thought leader

5.) Reviewing local news stations and other media to determine the region’s social climate.

6.) Leveraging LinkedIn to learn more about the organization by connecting with local leaders external to the organization (e.g., elected officials, pastors, industry peers, etc.)

These simple considerations are often bypassed as time-consuming, yet are the litmus test of thriving or surviving. I‘ve found that organizational culture directly correlates to a leader’s emotional, psychological, and physical well-being.

Data that Matters

Assessing Institutional culture is incomplete without a review of institutional data, which varies from different vantage points. Program-level outcomes and foundation reports measure institutional effectiveness. Reports, including accreditation, fiscal health, campus climate surveys and strategic plans, typically provide a comprehensive picture of a prospective college or university. When hiring is managed by a search firm, these documents may be made available to serious applicants for review and preparation to meet with institutional stakeholders.

Qualitative data, too,  is invaluable in the search for a new position. Not articulated in annual reports, this information can illuminate red flags and indicate whether one is a good “fit.” How employees feel about the organization is a key indicator of culture. Asking incisive questions  to the committee can provoke responses that shed light on the organizational climate. Looking back, I wish I had asked questions that would have provided me with greater insight beyond internet searches. Taking a broad account of the data is one of the best investments you can make for yourself when seeking new opportunities. Depending on the role, you might employ a “secret-shopper strategy,” as did my good colleague and mentor, Dr. Michael Baston, during his search process for  becoming the new president of Cuyahoga Community College.

Investing upfront by pausing to consider what results in ultimate peace and happiness is worth the successful leader’s time. Ask yourself: Is this the right fit for me? And, equally important, “Is it time to seek a new opportunity?”

Closing the Deal - with Yourself

Transitions are tough---both emotionally and physically. Leaving a place of comfort wherein you’ve developed a cadence and familiarity with the region and colleagues can be daunting. “Routine” is an unwitting complexity that can hinder leaders’ progress, preventing them from shifting toward the next level of growth, or ultimately delaying the inevitable. When I sought to transition to some positions, I didn’t always do so with a clear lens. I now understand (and COVID was a pressure point towards that self-knowledge), that living in abundance requires intentionally taking the necessary steps to be happy in every position before determining that it’s time to make a transition. It’s not that everyone at the office must be your friend or that you must be everyone’s everything. Required beyond the job description is the commitment to making an impact and a legacy  you’ll  be proud of.

Working in higher education has afforded me the opportunity to marry my passion  for  leading and my love for education, in order to influence outcomes that transform campus experiences for a diverse student demographic. This is my calling. To be whole, I believe it’s a moral imperative that I not only seek a position of responsibility, but that I lead with a clear sense of this calling. At the conclusion of every phase of our careers, as we transition to new settings and shoulder more challenging roles, what is it we desire that people say about our leadership? I’m learning to ask this question whether changes beckon or present themselves without my seeking. Turning the calendar page to a new year invites us to consider taking an introspective look not only into past experiences but also to look within for transitions that lie ahead. •

About the author:

Dr. Larry D. Johnson Jr. has served as the second president of the Stella and Charles Guttman Community College-CUNY since July 2021. He is committed to ensuring that first-generation college students and minoritized communities are granted access to educational and cultural experiences that increase their self-efficacy and social mobility.