No, not apple or cherry turnovers (although, they do sound yummy!) … I’m talking about turnover at the workplace. It’s to be expected, especially when new leadership is at the helm. Any new president, CEO, etc. has the prerogative to select his or her own executive cabinet. What I don’t always understand is how those high-level decisions translate to the professional/clerical/technical staff who make up the bulk of the workforce.*

*If there is any question about who comprises the workforce, I can tell you – as the former Staff Council chair, that staff members outnumber faculty by approx. 1,200 to 800.

A week ago Monday, ie, seven working days ago, we received word that the vice president of our division was being reassigned to another area, and we had an interim vp until a new one could be identified. I won’t speculate about the positive or negative ramifications of this decision; it is what it is, and nothing I think will affect the decision that has already been made.

What frustrates me is that after a week-plus, we have not received so much as an introductory email from our new, fearless leader. I don’t know about you, but if I was appointed as the interim head honcho of a division, the least I would do is email the staff to introduce myself and let them know what to expect. For instance, this interim vp currently lives in D.C., and it is my understanding that she will not be relocating. Geography wasn’t my major, mind you, but I know enough to understand that Washington, D.C., is quite far from Waco, TX. How often is this person going to be on campus? How does she prefer to be contacted? Will anyone other than her direct reports even be permitted to contact her? Will we continue to have quarterly staff meetings, and if so, will she be in attendance? What changes do we need to make to the routing form for proposals that have to be signed by the president (and have always been vetted through the vp)? Is she going to be my POC for sticky questions concerning gifts vs. grants, and if not, to whom shall I defer?

So many questions.

Zero answers.

Much anxiety.

In times of change, especially when the circumstances surrounding the change are shrouded in mystery, staff need to be bolstered on a morale level. They need to know that their jobs aren’t in jeopardy (or – if they are – that would be helpful information, as well). They need to know that what they do matters. They need to know that the new leadership a) knows what they do, and b) values their contribution.

It’s an awkward situation to be in as a supervisor. I feel obligated to give my team answers, yet I have none to give. I try to help them not feel discouraged and keep their focus on the tasks at hand, so that we can put our best foot forward.

For six-plus years, I have felt so blessed to have the privilege of serving in the roles that I have been placed in at this university. I pray that I will continue to have opportunity to lead and serve here. It is terribly disconcerting to not know what is going on, even within one’s own division. It is a bit difficult to lead when you don’t know your second-level supervisor by any means other than a press release, but I’m trying. That’s what a supervisor does – she sets an example. I pray that the one I set is worthy of following.