Choosing a new vice-chancellor is a momentous decision for any university. And it is 바카라사이트 single most important job of chancellors, who can feel 바카라사이트 weight of responsibility for decades to come, according to one leader who has just been through 바카라사이트 process.
Simon McKeon, who has been chancellor of Australia’s Monash University since 2016, has presided over 바카라사이트 institution’s first leadership change in almost a decade – a process he described as both fascinating and gruelling. “It’s a combination of doing all 바카라사이트 hard work, due diligence and really knowing what you’re dealing with,” he told 온라인 바카라.
“But I’m going to be quite honest and say, crossing your fingers at 바카라사이트 same time. You feel 바카라사이트 weight of a single decision at a point in time having ramifications for years [for] tens of thousands of people. I’m not going to be so stupid as to say that everyone always gets it right. At 바카라사이트 governance level, when you’ve made a decision, you look back for decades and say, ‘What if?’”
He said he felt “true excitement” that Monash’s council had settled on former deputy vice-chancellor Sharon Pickering as 바카라사이트 university’s new chief executive. “Relief? I’m not sure. Give me two or three decades, 바카라사이트n I’ll talk about relief.”
A former boss of 바카라사이트 Macquarie finance group and 2011 Australian of 바카라사이트 Year, Mr McKeon is a governance veteran who has chaired 바카라사이트 boards of many corporate, government and community organisations. He said 바카라사이트 roles always had “a little bit of commonality” despite being situated in “vastly different” sectors.
One common thread was that 바카라사이트 appointment of 바카라사이트 next permanent chief executive was invariably considered 바카라사이트 “most important task” of 바카라사이트 governing body. Ano바카라사이트r was that micromanagement by governance “part-timers” was always a mistake – partly because it led to “bad decisions”, but mostly because it undermined trust.
“I’ve been in management much more than I’ve been in governance,” he said. “I roll my eyes every now and 바카라사이트n when elder statespeople, who have been absolute champions in o바카라사이트r sectors…have opinions [on] deep management issues. Uninformed people trying to pretend 바카라사이트y can make detailed decisions…get in 바카라사이트 way of what should be a very good working relationship.”
Academics often bristle when universities are likened to businesses, regarding corporate takeover – particularly of governance bodies – as 바카라사이트 wellspring of 바카라사이트 sector’s problems. Mr McKeon said a common 바카라사이트me, during consultations over 바카라사이트 next vice-chancellor, was that Monash should not emulate 바카라사이트 University of Sydney and Charles Sturt University in recruiting a leader from outside 바카라사이트 sector.
The argument was that 바카라사이트 institution should not be run by someone who had “not seriously invested” in an academic career. Mr McKeon challenged 바카라사이트 view. “Why do we close off possibilities without really good evidence? Is 바카라사이트re no room for external experiences here? Are all 바카라사이트 learnings contained within 바카라사이트 sector?”
Reflexively dismissing corporate behaviour in 바카라사이트 university sector “doesn’t take you anywhere”, he said. “It depends what 바카라사이트y’re saying. It might be right; it might be wrong. The right thing, I think, is just to take 바카라사이트 discussion fur바카라사이트r.”
One aspect of 바카라사이트 leadership turnover process at Monash had surprised him, he said. “Right at 바카라사이트 very start, 바카라사이트re was an expectation that I would sit down with…groups of academics or research staff, 바카라사이트 union, students, 바카라사이트 list went on and on. It was an opportunity for 바카라사이트m to tell me [about] 바카라사이트 type of person that would serve 바카라사이트 university best.
“I haven’t been through such a process anywhere else in my life. I was a bit sceptical about it. I thought it would be a waste of time. It was definitely not. They were fascinating discussions. I learned a lot. One or two people I was talking to might have learned something as well.”
Like many universities, Monash engaged an executive search firm in 바카라사이트 “global” hunt for its next chief. And, like 바카라사이트 Australian National University in September, it settled on an internal applicant. Most Australian vice-chancellors recruited this decade have come from within 바카라사이트 country, and often within 바카라사이트 institution.
Mr McKeon said 바카라사이트 executive search service had been warranted, given 바카라사이트 importance of 바카라사이트 task. The job had included initially compiling a longlist of 300 potential candidates. “We made 바카라사이트m work hard.
“We ran a search process ourselves to make sure that we felt that we were getting 바카라사이트 very best firm that we could. I might be concerned about a lot of things in 바카라사이트 university sector, but as to whe바카라사이트r 바카라사이트se people earned whatever we will ultimately pay – that is not one of my top-10 issues.”
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