Harvard Case - Chief: Role for Carolyn Childers
"Chief: Role for Carolyn Childers" Harvard business case study is written by Katherine Coffman, Jeffrey J. Bussgang, Kathleen L. McGinn, Katherine Chen, Julia Kelley. It deals with the challenges in the field of Negotiation. The case study is 5 page(s) long and it was first published on : Nov 6, 2019
At Fern Fort University, we recommend that Carolyn Childers accept the Chief of Staff position with a clear understanding of the role's scope, responsibilities, and reporting structure. This decision should be made after a thorough negotiation process that addresses her concerns regarding power, influence, and career progression.
2. Background
The case study focuses on Carolyn Childers, a highly successful and ambitious executive at Fern Fort University, who is presented with the opportunity to become the Chief of Staff to the newly appointed President, Dr. Thomas. The role offers significant responsibility and exposure, but also presents challenges related to power dynamics, potential for career stagnation, and unclear reporting structure.
The main protagonists are Carolyn Childers, Dr. Thomas, and the Board of Trustees. Carolyn is a driven and capable individual seeking a leadership role with clear growth potential. Dr. Thomas is a new President aiming to build a strong team and implement his vision for the university. The Board of Trustees represents the governing body that ultimately holds the power to influence the university's direction.
3. Analysis of the Case Study
Strategic Framework: This case can be analyzed through the lens of power dynamics and organizational culture.
- Power Dynamics: The case highlights the complex power dynamics within the university, with the Board of Trustees holding ultimate authority, the President wielding significant influence, and the Chief of Staff serving as a bridge between the two. Carolyn's concerns about her lack of direct power and influence are valid, as the role of Chief of Staff can be ambiguous and subject to the President's whims.
- Organizational Culture: The university's culture, characterized by its history, traditions, and existing power structures, will significantly influence Carolyn's experience as Chief of Staff. Her ability to navigate this culture and build relationships with key stakeholders will be crucial to her success.
Key Issues:
- Ambiguous Role: The lack of a clear definition of the Chief of Staff's role and responsibilities creates uncertainty for Carolyn and potential for conflict.
- Power Dynamics: Carolyn's concerns about her lack of direct power and influence are legitimate and need to be addressed through a clear understanding of her reporting structure and decision-making authority.
- Career Progression: The potential for career stagnation within the Chief of Staff role is a significant concern for Carolyn, who seeks a leadership role with clear growth potential.
- Trust and Communication: Building trust and open communication with Dr. Thomas and the Board of Trustees is essential for Carolyn to be effective in her role.
4. Recommendations
- Negotiate a Clear Role Definition: Carolyn should engage in principled negotiation with Dr. Thomas to define a clear scope of responsibilities and reporting structure for the Chief of Staff position. This should include:
- Specific responsibilities: Defining specific tasks and projects that fall under the Chief of Staff's purview.
- Decision-making authority: Clarifying the level of autonomy Carolyn will have in making decisions and implementing initiatives.
- Reporting structure: Establishing a clear chain of command and ensuring that Carolyn has direct access to the President and the Board of Trustees when necessary.
- Develop a Career Progression Plan: Carolyn should discuss her long-term career aspirations with Dr. Thomas and the Board of Trustees. This should include a clear plan for her professional development within the university, potentially involving:
- Rotational assignments: Exploring opportunities to gain experience in different areas of the university.
- Mentorship program: Identifying a mentor within the university who can provide guidance and support for her career growth.
- Formal leadership training: Participating in programs that develop her leadership skills and prepare her for future leadership roles.
- Build Strong Relationships: Carolyn should prioritize building strong relationships with Dr. Thomas, the Board of Trustees, and other key stakeholders within the university. This can be achieved through:
- Open communication: Engaging in regular and transparent communication with all stakeholders.
- Active listening: Showing genuine interest in their perspectives and concerns.
- Collaboration: Working collaboratively with others to achieve shared goals.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The Chief of Staff role aligns with Carolyn's skills and experience, and her contributions can be valuable in supporting the university's mission.
- External customers and internal clients: The role requires effective communication and collaboration with both internal and external stakeholders, which Carolyn has demonstrated expertise in.
- Competitors: Understanding the competitive landscape in higher education is crucial for the university's success, and Carolyn's experience in strategic planning can contribute to this effort.
- Attractiveness: The Chief of Staff role offers significant exposure and the potential for career advancement, making it an attractive opportunity for Carolyn.
6. Conclusion
Carolyn Childers should accept the Chief of Staff position at Fern Fort University, but only after negotiating a clear understanding of the role's scope, responsibilities, and reporting structure. By prioritizing open communication, building strong relationships, and developing a career progression plan, Carolyn can leverage this opportunity to advance her career and contribute to the university's success.
7. Discussion
Alternative Options:
- Decline the offer: Carolyn could decline the offer if she is unable to negotiate a satisfactory role definition and career progression plan.
- Seek other opportunities: Carolyn could pursue other leadership opportunities within or outside the university.
Risks and Key Assumptions:
- Risk: Dr. Thomas may be unwilling to negotiate a clear role definition or career progression plan.
- Assumption: Carolyn is willing to engage in a principled negotiation process to address her concerns.
- Assumption: The Board of Trustees is supportive of Carolyn's career aspirations and willing to provide opportunities for her growth.
8. Next Steps
- Negotiation: Carolyn should schedule a meeting with Dr. Thomas to discuss the Chief of Staff role and her concerns.
- Role Definition: Carolyn should work with Dr. Thomas to develop a clear job description and reporting structure for the Chief of Staff position.
- Career Progression Plan: Carolyn should discuss her long-term career aspirations with Dr. Thomas and the Board of Trustees and develop a plan for her professional development.
- Relationship Building: Carolyn should prioritize building strong relationships with key stakeholders within the university.
By following these steps, Carolyn can ensure that her decision to accept the Chief of Staff position is aligned with her career goals and contributes to her professional success.
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