I am the daughter of an exceptionally good high school athlete. Of all the genes that were passed down from my father, I got none of the athletic ones. Even though I could not play, I loved to watch sports with him. I particularly loved college basketball and March Madness. As a student of the game, I have consistently been captivated by the performance of point guards like Magic Johnson and Stephen Curry.

The point guard isn’t necessarily the tallest player, and often not the most prolific scorer. But they understand the game plan, have a wide array of skills, and can make smart adjustments in the moment. They can simultaneously communicate with the sidelines and focus down the floor. Once everything is set, they put the ball in motion and, if they have done their job well, good things happen. If the strategy gets bogged down, they reset their teammates or fill a gap themselves.

I have served as a chief of staff to five different presidents, each facing vastly different challenges. I think I loved the role because the chief of staff to a president or chancellor is the administrative equivalent of the point guard. They help the institution’s executive execute their strategy and assist the cabinet in getting to the right positions to fulfill their role. 

In a partnership or merger discussion, this role is essential. The institution’s chief executive now must not only take care of the regular day-to-day business of running the university, but they must also take on the additional burdens of designing a massive organizational change. An already daunting job just got even more complex.

The chief of staff is an essential partner in ensuring that the president or chancellor can balance the urgent daily demands with the important task of planning for the future. These servant leaders must:

• Ruthlessly prioritize the chief executive’s time to ensure that this scarce resource is focused on things that only the they can do.
• Ensure strong communication flow between all important constituencies and the chief executive. It is far too easy to fall into the trap of only listening to the loudest voices.
• Monitor relationships with key constituents to ensure that the chief executive has the pulse of their constituents, and that the right people are engaged at the right moment.
• Ensure consistency in chief executive communication. What is communicated about the current state of the institution must be consistent with where the institution is likely going.  Inconsistencies in communication create confusion and mistrust.
• Consider the human side of leadership.  In challenging times, when the work is hard, the chief of staff can help everyone who is “heads down” to remember that the work they are doing is for the ultimate benefit of their students and their community.  The chief of staff aims to help the entire team continue to find the joy in and remember the purpose of what they are doing.

The chief of staff is a critical extension of the chief executive in many circumstances, but especially during the consideration, planning, or execution phases of any major institutional restructuring initiative, such as a merger or acquisition. And they serve as an important connector to the rest of the executive team.

I’ll close with a quote from the GOAT himself. When once asked about the point guard role, Magic Johnson paraphrased a line from one of the greatest speeches of all time…  “Ask not what your teammates can do for you. Ask what you can do for your teammates.”

To learn more about SPH Consulting Group and how we can help your organization, contact office@sphconsultinggroup.com.

Writer: Karla Leeper, Ph.D., Consultant, SPH Consulting Group

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