Lessons Learned

William G. Bowen is president emeritus of the Andrew W. Mellon Foundation and Princeton University. His many books include the acclaimed bestseller The Shape of the River: Long-Term Consequences of Considering Race in College and University Admissions and Crossing the Finish Line: Completing College at America's Public Universities (both Princeton).

"[Bowen's] advice on how to be a successful leader of a university is invariably spot-on."--Alan Ryan, New Statesman "This is a sensible and sensitive account of the job... These are lessons learned sometimes the hard way, and Bowen is quite prepared to admit it."--Sir Drummond Bone, Times Higher Education "William G. Bowen somehow makes many of the things that drive nonacademics crazy about universities--tenure, specialization, faculty politics, student protests--seem necessary and even a little bit wonderful."--Justin Fox, Harvard Business Review "For readers interested in senior administration in higher education, Lessons Learned is a valuable and distinctive addition to available literature. Written with wit, humor, candor and clarity, the volume offers an engaging and thoughtful guide to the nuances of presidential leadership. His humility and collaborative spirit resonate throughout, making the work as inspiring as it is practical."--Michael Steven Williams, Teachers College Record "The essential manual for university presidents... More than a memoir and less than a handbook, it distills presidential experiences into useful maxims and advice with examples of both successful decisions and unfortunate missteps... Bowen's well-written, authoritative counsel will be helpful to university presidents and administrators as well as leaders in other complex organizations. It could easily be used for exemplar case studies in leadership, organizational management, and business administration courses. Highly recommended."--Jane Scott, Library Journal (starred review) "This illuminating book written by a former president of Princeton, one of the world's top-ranking universities, demands to be read by anyone interested in good leadership, academic or otherwise, and in higher education... [T]he principles he writes of are too fundamental and too good to be ignored by any university administrator with a heart. Think fund-raising. Think freedom of speech. Think uniting members of a university community... An invaluable guide."--Louis Lee, South China Morning Post "This book is well worth reading and with less than 200 pages it does not take long to read. The personal reflections of the former Princeton President are clearly and concisely presented and the lessons learnt are those you would expect from any good university leadership."--Bernard O'Meara, Australian Universities Review "This book should be read by all Australian Chancellors and Vice-Chancellors and those aspiring to these roles."--Bernard O'Meara, Australian Universities Review "[T]he more I read the more familiar Bowen's observations became. The most important lesson arising from this book for me is that there is a generic culture to universities."--Emoke Szathmary, Caut Bulletin "[T]his book could provide valuable guidance to any administrator in education or manager in some field far removed from college life. Certainly, any new college president should devour this book, and keep it handy."--Angela P. Dodson, Diverse Magazine "The lessons that President Bowen cites in this book are thoughtful and wise, which any academic leader or aspiring leader could learn a lot from."--Dian-Fu Chang and Hsiao-Chi Chang, Higher Education "Both students of higher education and those who are new to a role that regularly works closely with a university president will gain insights from William Bowen's new book Lessons Learned... Bowen's candidness and humility throughout the book contribute to making these reflections engaging."--Clinton M. Stephens, Baywood Reprints

• CHAPTER ONE: Preamble and Context 1 CHAPTER TWO: Governing 7 The Trustees and the Resident Campus Community 8 Consultation and Decision-making on Campus 16 The ROTC Debate as an Illustrative Case of Shared Governance 21 CHAPTER THREE: Administering 24 Building an Effective Administrative Team 24 Structuring Interactions 30 Compensation--for Administrators and for the President 32 CHAPTER FOUR: The University in Society: "At a Slight Angle to the Universe" 35 Basic Principles 35 The Proposed Boycott of J. P. Stevens 42 Divestment and South Africa 44 Freedom to Speak--and to Hear 46 Handling Dissent and Invoking Discipline 53 CHAPTER FIVE: Setting Academic Priorities: Annual Budgeting 59 Process 59 Principles 61 CHAPTER SIX: Setting Academic Priorities: Strategic Decisions 66 Coeducation 67 Investing in the Life Sciences 73 Graduate Education and Professional Schools 76 Strategic Decision-making in General 81 CHAPTER SEVEN: Building the Faculty 84 Recruiting and Retaining Faculty 84 Reviewing Tenure Recommendations and Salary Proposals 91 Faculty Diversity 95 CHAPTER EIGHT: Undergraduates: Admissions, Financial Aid, and Inclusiveness 98 Diversity and Financial Aid 99 Affi rmative Action and Race 101 Socioeconomic Status 106 Athletic Recruitment 109 Religious Divides: Jewish Students 112 Residential Life 115 CHAPTER NINE: Fund-Raising and Alumni Relations 119 Knowing Your Needs--and Your Donors 120 The Robertson Foundation Saga 124 Alumni Relations in General 127 Contending with Hostile Groups 129 CHAPTER TEN: Life in a President's Offi ce--and When to Leave 133 Partners, Colleagues, and Friends 133 Deciding What Not to Do as Well as What to Do 136 On Leaving 140 CHAPTER ELEVEN: Epilogue: Why Colleges and Universities Matter So Much 144 Acknowledgments 149 References 155 Index 161