Higher education leadership search committees are faced with an uncomfortable reality: it is increasingly difficult to find superior candidates. In addition, once a position is filled, another pain point often emerges - the average number of years that a leader stays in a particular position continues to decline. What was once considered questionable or marginal tenure in a role is becoming increasingly common and accepted. It is no less concerning, however - three years, for example, remains a very short time to demonstrate substantive leadership impact.

This smaller pool of qualified candidates - some of whom then go on to have relatively short tenures after assuming their positions - impacts on colleges and universities in two direct, significant ways. First, the process of conducting searches needs to be more strategic and rigorous, and second, institutions must learn how to grow leadership talent with more purpose and care.

In a paper just published by the Korn/Ferry Institute, titled titled "Tackling Higher Education's Leadership Scarcity", David C Mead-Fox - senior client partner in the Boston office of Korn/Ferry International who specialises in executive-level searches - argues that to compete for the best talent, universities must rethink and refocus their executive recruitment and leadership development efforts.
Full paper downloadable from the Korn/Ferry site

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