Phase 1. President-Elect — “Don’t know you; you don’t know me.”
Timing
This phase starts the moment the university announces its new president and ends on the first day the new president officially takes the seat.
Description
This is the behind-the-scenes, early discovery stage. Without formal authority, you make no official decisions and respect the fact that a university has one president at a time—and it’s not yet you. Conversations you have with soon-to-be colleagues should be cleared by the sitting president and, perhaps, the board chair. No meetings should be arranged behind the current president’s back.
Common Activities
As part of the initial discovery phase, you review publicly available materials: websites, social media platforms, alumni magazines, recent and past “news” posts, and the like. Additionally, you are apt to request copies of budget reports and forecasts, accreditation reports, enrollment strategies, fundraising metrics, bond or debt summaries, collective bargaining agreements, climate surveys, and similar.
If you are fortunate enough to have a Presidential Transition Partner, they can assist in reading, reviewing, and annotating these documents.
Keep a list of emerging questions and issues that will guide conversations with the senior team once you take the helm. These questions and their answers should help reveal where the institution is strongest and where it is most vulnerable.
Real-Life Example
In one case, a president-elect inherited an institution under heightened accreditation scrutiny. With an external peer team scheduled to visit campus within the first 60 days of her tenure, the president-elect read all recent internal and external accreditation reports, familiarized herself with the accreditation standards of that particular commission, and began mapping out possible areas to highlight during the imminent campus visit.
Phase 2. The New President — “Getting to know you, getting to know me.”
Timing
This phase typically overlaps with the first 12–18 months in the role. But in some cases, the incumbent is still viewed as the “new” president for two full years or so.
Description
Often, this is the sweetest phase of all—some even call it the “honeymoon period.” It is generally marked by goodwill and curiosity: you are giving internal and external constituents the benefit of the doubt, and they are extending the same generosity to you.
Common Activities
Within your first ninety days, you will likely embark on a learning and listening tour coordinated by your Onboarding Staff and Presidential Transition Partner, if available. This tour allows you to get out and about, meeting a broad swath of campus and community constituents.
You visit faculty and staff in their own spaces and places (including remote ones), giving them a chance to tell you a story or ask a question. In turn, this allows you to respond with emerging observations and early answers that communicate your interest and awareness—without prematurely committing you or the institution to actions you’re not yet ready to confirm.
You will also attend receptions, lunches, and socials with internal community members, donors, alumni, parents, and community VIPs. It’s wise to have a “knowledge escort” walk you around the room, making introductions and helping you connect the dots between established interests and potential impact.
Most new presidents use the first 12–18 months to assess their direct reports. At universities where significant change is required, the president must have a team of senior colleagues willing and able to not only support but also lead the anticipated transformations.
Real-Life Example
During one presidency, I spearheaded a boutique fundraising campaign to create a “Possibility Fund.” This fund awarded small grants ($500–$2,500) to faculty, staff, and students who proposed high-impact, low-cost improvements to university life. It was a meaningful way to reward creative ideas and log in a few early wins.
