1) Reporting to the Provost for all matters, and working with the President and Alumni Relations and Development on fundraising, the next Dean will provide strategic direction and organizational leadership for Graham and serve as a member of the Universityâ™s leadership team.
2) In fulfilling these essential roles, the Dean will work closely with academic departments, fellow divisional and school Deans, Dean of the College, and University leadership to foster a collaborative intellectual environment, support faculty and students, bolster current programs, and conceive new initiatives.
3) A faculty-led committee has been formed to advise the President and Provost on this search and will be assisted by the executive search firm Russell Reynolds. Confidential inquiries, nominations, and applications may be directed to the firm as indicated at the end of this document.
4) To lead the next phase of the Graham School, the University requires a high-energy, visionary leader adept at balancing the traditional mores of academia with a deep appreciation and knowledge of how to engage broad, diverse audiences. He or she will provide intellectual leadership to the Graham School, fostering an environment for innovation, intellectual stimulation, and a rich sense of community for all participants.
5) The Dean will work collaboratively with other deans and academic leaders to expand the breadth and depth of education programs offered by UChicago in traditional (classroom) and non-traditional (online) formats. In addition, as the Dean of the Graham School, s/he will promote the mission and values of the school to both internal and external audiences.
6) The Dean will be a leader in the effort to develop and evolve the content and offerings of the Graham School.
7) The Dean will also understand the external landscape of non-traditional students, their ever-evolving demands and the various partnerships and relationships that will allow the University to reach and serve them in an effective and efficient manner.
8) Lead the development, maintenance, and growth of Graham School programs in concert with the University community at large.
9) Keep abreast of the ever-changing needs and landscape of the non-traditional student population through direct engagement as well as through relevant partner institutional networks.
10) Develop and fine-tune financial models to evaluate, monitor and guide successful economic outcomes for Graham, with appropriate consideration of the economic incentives for the Universityâ™s other schools, divisions and units.
11) Build relationships with deans and faculty across the University to get buy-in and build engagement with the new Graham model.
1) Functioning in a relationship-driven culture where intellectual acuity is highly valued, the Dean must balance leadership in this internal environment with ability to establish the University as a leader in the external world of non-traditional student education.
2) S/he should be able to communicate ideas and market demands in a way that can be understood and accepted by the broad academic community, and also communicate the Universityâ™s distinctive academic approach to the external market for such programs.
3) The successful candidate will rise enthusiastically to the challenge of executing this mission within the complex ecosystem of the University, and be energized by solving large multi-dimensional problems in implementing this new vision.
4) S/he will have the capacity to understand human and organizational dynamics and the proven ability to make progress and move forward.
5) The successful candidate will have the ability to assess current programs in a fair and comprehensive way, evaluate existing capabilities and performance levels, and develop an effective approach to build upon strengths and supplement gaps where they exist.
6) This will require the ability to motivate staff by providing leadership through a period of cultural and operational change, conveying a sense of enthusiasm and excitement in the new structure, and driving accountability while encouraging staff to work seamlessly within the structure and the personnel of the University at large.
7) The successful candidate will be faced with the dual task of developing a model that fits comfortably within the Universityâ™s culture and academic mission while at the same time leveraging market factors that influence the viability of programs.
8) S/he should have the imagination, creativity and communication skills to balance these two demands on an ongoing and dynamic basis.
9) Demonstrated ability to establish, manage, and maintain diverse and complex internal institutional and external relationships.
10) Demonstrated ability to effectively analyze and communicate the needs of various audiences in the design and implementation of tailored and customized programs.
11) Excellent management skills to oversee staff, financial resources, technology, and business development resources in a premier academic institution.
12) Exceptional communication skills: written, oral, presentation and interpersonal.
13) Demonstrated passion for commitment to outstanding quality, as well as high energy and motivation.
1) A graduate degree; a PhD
1) The successful candidate will have deep experience in fundraising, programming, and communications.
2) The candidate will have experience building programs and working collaboratively across large, complex organizations, demonstrated leadership and experience in skillfully balancing the needs of multiple interests, and the management experience needed to lead Graham into the future.
3) The successful candidate will have an established record of leadership in a dynamic environment with diverse and complex stakeholders, governance structure and market characteristics.
4) S/he will have a sophisticated understanding of operating within the framework of a leading academic institution, and will be a strong general manager capable of handling a broad spectrum of talents and interests.
5) Prospective candidates for this role could come from two potential backgrounds: Leadership role on the faculty or administration of a school considered a top provider of liberal arts-oriented continuing education. Leadership role in a large cultural or arts organization well regarded for excellence and innovation in programming and delivery.
6) Demonstrated managerial skills are necessary for this role.
7) 8+ years of relevant experience in leading and managing an organization at the senior executive/administrative level.
2) Cover letter
3) Professional References
NOTE: When applying, all required documents MUST be uploaded under the Resume/CV section of the application
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