Presidential Searches in Higher Education: Strengthening the Process to Secure the Right Candidate and Support Their Success

Q: How long does a presidential search process take in higher education?

The typical presidential search process takes about 12 months from start to finish. It begins with the formation of a search committee and gathering stakeholder input (months 1–2), followed by candidate recruitment and screening (months 3–5), finalist interviews and campus visits (months 6–8), and final selection (months 9–10). The process concludes with contract negotiation (months 11–12). Many institutions aim for the new president to begin around July 1st to align with the academic year.

Q: What qualifications are required to become a university president?

Most university presidents come from academic backgrounds and hold a doctoral or terminal degree. Typical qualifications include executive experience in higher education or nonprofit leadership, strong fundraising and financial management skills, proven crisis management ability, effective communication, and a demonstrated commitment to shared governance. At highly selective universities, a track record in teaching and/or research is often expected.

Q: Who selects the university president and how is the search committee formed?

The Board of Trustees has ultimate authority to select the university president, often guided by recommendations from a presidential search committee. These committees typically consist of 12–15 members, including board trustees (4–5), faculty representatives (3–4), one or two students, staff (1–2), and an alumni or community representative. The committee chair—usually a board leader—appoints members in consultation with governance bodies to ensure diversity, transparency, and confidentiality.

Q: What are the most important personal attributes and past experiences search committees look for in presidential candidates?

Search committees and firms seek candidates with visionary leadership, demonstrated fundraising success, effective change management, financial and enrollment management skills, and crisis response experience. Equally important are interpersonal qualities such as emotional intelligence, empathy, political awareness, and the ability to build trusting relationships across diverse campus communities.

Q: How can stakeholders participate in the presidential search process?

Universities often invite stakeholder participation through listening sessions with faculty, staff, and students; online surveys gathering input on desired leadership qualities; and representation on advisory committees. Some institutions conduct 'open' searches where the campus community engages with finalists and provides feedback, while others hold 'closed' searches to maintain candidate confidentiality—especially for sitting executives.

A Growing Challenge in Higher Education Leadership

Across higher education, the role of the university president has always been a challenging one. But in recent years, it has become what some have called a “position impossible.” The data bear this out. The average presidential tenure has dropped from 8.5 years in 2006 to 5.9 years in 2022. A 2023 industry podcast puts it at a strikingly brief 3.7 years. For boards and campuses, this means costly searches, more frequent leadership transitions, and, at times, institutional drift.

Why Presidential Search Strategy Matters More Than Ever

The stakes of a presidential search have never been higher. Selecting the wrong leader—or conducting the right search in the wrong way—can leave a university vulnerable at precisely the moment when stability and strategy are most needed. When searching for a new president, boards and search committees may feel pressure to advance the kind of candidates that vocal groups want rather than identifying the type of leader the institution needs at this moment. The mismatch between stakeholder desires and institutional needs can make it difficult, if not impossible, for a new president to address what needs to be done in today’s “new normal.”

As someone who has served in the presidency at more than one university, I know, firsthand, that the search process itself shapes the presidency ahead. A search conducted without sufficient strategy, transparency, and foresight can unintentionally set up a new president for struggle rather than success. The chances of such struggle increase exponentially if the board wants and hires a particular type of leader when the campus wants another.

Understanding the Two Critical Phases of Presidential Search

In this blog series, I will explain the means and ends of specific phases: the stakeholder input phase and the announcement and launch phase. I will not only describe the “what is” but will also recommend “what should be.”

The Problem with Current Search Practices

In a nutshell, it is frequently the case that these two phases are not only treated as routine but also as “reassurance rituals.”

The stakeholder input phase becomes a stage for making nice with the campus community—offering people the chance to voice what they want, even when they may not have the full picture of what the university needs to survive and thrive.

The announcement and launch phase is similarly orchestrated to make the new president and the university look good. Flowery press releases, campus receptions, and community celebrations abound. Yet rarely are these moments used to call attention to the pressing issues awaiting the new leader.

Moving Beyond Superficial Search Exercises

A presidential search must do more than generate warm feelings or ceremonial consensus. When key phases of the search are exercised for comfort and optics, they miss the chance to ready both the institution and its incoming president for what is needed at this particular place at this particular moment.

To be clear, the search should prepare both the community and the candidate for the real work ahead—the tough decisions, the unpopular changes, and the strategic pivots that are often unavoidable.

The Essential Question for Search Committees

There is a question boards should ask before they even commence the search. It is this: if the university presidency is now seen as ‘position impossible,’ how can we reimagine our search processes to give both our incoming leader and our institution the best chance to thrive?

Three Recommendations for Improving the Higher Education Presidential Search

1. Leverage Board Authority and Direction

Best practices associated with the presidential search process require boards to engage directly in developing the leadership agenda and profile. The board has the presidential hiring authority and fiduciary accountability for the long-term direction of the institution. Before the search commences, trustees should be fully aligned on what they want this person to do and what qualities and characteristics they expect this person to embody.

2. Question Traditional Input

Many presidential selections are largely informed by the desires and comments of stakeholders who contribute input into the search process and by search committee members appointed to this critical committee. Much of the search process input comes from a genuine (albeit often narrow) vantage point. Few faculty- and staff-at-large have access to or training in the types of data that would allow them to develop an informed perspective of what the university needs from a fiscal leadership, community and fundraising, or technological perspective.

3. Rethink the Purpose of Key Stages

To identify and support leaders who are equipped to do today’s heavy lifting and campuses that are willing to help carry the load, there must be a fundamental shift in how we approach presidential searches. By reimagining these processes as strategic tools rather than ceremonial exercises, boards can better prepare their institutions, its leader, and the campus constituents at large for the changes necessary for long-term success.

3 Ways to Elevate Higher Ed Presidential Searches – Download the PDF

Coming Soon

Stay tuned for Blog 2, where I will examine how boards can move beyond an approach that generates only superficial stakeholder input to one that yields deeper, more honest insights into what the university requires in its next leader.

Frequently Asked Questions

1. How long does a presidential search process take in higher education?

The typical presidential search process takes 12 months from start to finish. The search begins with the formation of a search committee and the gathering of input from stakeholders (months 1-2). This is followed by candidate recruitment and initial screening (months 3-5), finalist interviews and campus visits (months 6-8), and final selection (months 9-10). The process concludes with contract negotiation (months 11-12). Many searches aim to have the new president start on or around July 1st to align with the academic year.

2. What qualifications are required to become a university president?

It is still the case that the majority of university presidents come from academic backgrounds. Common qualifications include a doctoral or terminal degree, executive experience at a university or nonprofit, proven fundraising ability, demonstrated financial acumen, proven crisis management skills, strong communication abilities, and a lived commitment to shared governance. Many highly selective universities require a track record in teaching and/or research.

3. Who selects the university president and how is the search committee formed?

The Board of Trustees has ultimate responsibility for selecting the university president; their decision is typically shaped by the input or recommendations of a presidential search committee. These committees are typically large and highly engaged: 12-15 members that include board trustees (~4-5), faculty representatives (3-4), a student or two, staff (1-2), and a representative from the alumni or community. It is best practice for the Committee chair (a board leader) to appoint committee members in consultation with governance bodies, ensuring diverse representation while maintaining confidentiality expectations.

4. What are the most important personal attributes and past experiences search committees look for in presidential candidates?

It is increasingly the case that search firms and search committees look for candidates who have demonstrated visionary leadership, fundraising expertise, change management success, financial acumen, enrollment management skills, and crisis mitigation. Relationship savviness, political awareness, emotional intelligence, and empathy are also highly valued in a world where more and more faculty, staff, and students feel vulnerable and underappreciated.

5. How can stakeholders participate in the presidential search process?

Many universities provide multiple opportunities for stakeholder participation. These may include the following: listening sessions with faculty, staff, and students; online community surveys to gather input on desired presidential qualities; and representation on search advisory committees. At some universities, the search is “open” such that campus members can participate in candidate forums during finalist visits and submit surveys after candidate interviews. At other campuses, the process is “closed” to protect the privacy of sitting executives who will need to go back to their home campus if they are not chosen during the search.