Why Political Savvy is Crucial for Higher Ed Leaders

Dr. Wayne Burton
Member
The Registry

[Editor’s Note: This article originally appeared in HigherEdJobs on March 3, 2021]

Aspirants to leadership positions in higher education, especially in the public sector, must possess the skills to navigate the political sector from whence cometh their primary financial and regulatory support. Yet, few graduate programs train students in political advocacy, sending them out ill-prepared for a key component of their responsibilities.

I begin this article with a true story to illustrate my point.

Former Massachusetts Governor, Deval Patrick, signed my copy of his excellent memoir, “A Reason to Believe” following a ceremony honoring community college students in the Massachusetts capital a few years ago. He quizzically asked about the folded piece of paper I had inserted in the book at the page I directed him to sign. “Oh,” I obliged, “that’s a description of a $20 million dollar grant we hope to get from the US Department of Labor in support of workforce development programs at the Commonwealth’s fifteen community colleges.” “How can I help?” he asked, as I had hoped.

“As you have a good relationship with Secretary of Labor, Solis,” I suggested, “you might give her a call and tell her it’s a great idea and a good proposal.”

“I’ll do that!” he promised. And later his office called to say he had done so.

In public politics, it’s never certain what factors play in important decisions. But we did get the grant and through our institutions, many students benefitted. No doubt, Patrick would have helped anyway had he been otherwise asked. But catching his attention creatively improved chances of a timely intervention.

I tell this story as illustrative of the three keys to productive political advocacy: having on-going, mutually beneficial relationships with key political players.

On-going

My positive relationship with Governor Patrick began when we hosted one of his campaign events at our urban campus when I was president of North Shore Community College and he was running for governor of Massachusetts. During an informal chat before the event, we discussed the important role our institutions played in economic development, especially in a minority-majority city where the event was held.

Following his victory, he invited me to serve on his transition team which recommended a new administrative structure for all levels of education in the Commonwealth and helped select the first commissioner of higher education. Later, I became a member of a group advising his economic development leaders and co-chaired his Workforce Development Committee as he developed an economic development plan for the Commonwealth. I also represented higher education as his appointee to his Autism Advisory Commission, one of his and my strong interests. I drafted the piece on the role of community colleges in serving students with intellectual disabilities.

The point is, at the moment a leader needs specific help, like a boost for a grant application or some other thing, such a request should come via a pre-established, on-going, trustful relationship. If she or he only sees you when you want something, their enthusiasm for your cause will be diminished.

Mutually Beneficial

Especially as a community college president in a state flush with highly esteemed private institutions, I could not compete on prestige. But I could compete well on utility. I tried to be useful to key political leaders showcasing their ideas, providing venues for events (not fundraising), and probably most importantly, having a key staff person represent me to their key staff whom they could call on if their boss needed help. I authorized her to provide whatever assistance she believed appropriate. Whether they needed me to stand with them when unveiling a key piece of legislation, providing a venue for a regional conference, or something much smaller. Through her, I was there for them so they would be there for me within reason, both legally and ethically.

I was the helpful mouse to the grateful lion as described by Aesop, who summarized that parable with his lesson, “A kindness is never wasted.” This truism is as true in the political jungle as it is on the Plains of Africa.

Key Players

Especially as a college president, the demands for time far exceed those available, so hours must be carefully budgeted. Too much time spent off-campus annoys those demanding your presence on it. Hanging out in the statehouse excessively can cause those in power to wonder why such a high salary is warranted for those supposedly running a college. One should know their political environment. Identifying key players is essential to effectively influence policy and shape funding decisions.

Some are obvious, such as those holding committee chairs and others in leadership positions. Some are not so obvious such as key aides that the principals turn to for advice. Being a player means they turn to you and your staff when seeking help or information. Expend your precious political time with those who can effect the outcomes you seek.

In conclusion, performing well as an institutional leader not only promotes success for your institution, it causes you to be respected in political circles also. Your influence correlates directly with the respect accorded to your organization. Once that level of organizational success is reached, think creatively when navigating the political world in which you operate and influencing those making key decisions to your mutual benefit.