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It emphasizes careful messaging, regular sharing of non-confidential Cabinet discussions, effective board interactions, and delegation with accountability. The guide also covers change management, meeting preparation, problem-solving rationale, and succession planning to strengthen college/district operations.",{"@graph":69,"@context":122},[70,84,105],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/the-college-ceo-position-advice-for-the-new-ceo/583753/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":99,"encodingFormat":97,"isAccessibleForFree":100,"interactionStatistic":101},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/the-college-ceo-position-advice-for-the-new-ceo/583753.png","ImageObject",300,407,{"name":92,"@type":93},"Connor ","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-11-05","2026-10-15",true,{"@type":102,"interactionType":103,"userInteractionCount":24},"InteractionCounter",{"@type":104},"ViewAction",{"@type":106,"mainEntity":107},"FAQPage",[108,114,118],{"name":109,"@type":110,"acceptedAnswer":111},"How should a new CEO handle written communication with the college community?","Question",{"text":112,"@type":113},"Use careful wording so messages emphasize the developmental or informational nature of issues rather than implying decisions. 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San Antonio College  \nA PUBLICATION BY THE COMMUNITY COLLEGE LEAGUE OF CALIFORNIA  \nThis report was made possible by contributors to thereport including the following individuals: Scroggins, Bill President and CEO of Mt. San Antonio College and Sacramento: Community College League of California  \nFor general information, please contact the Community College League of California at [CCLC@ccleague.org](CCLC@ccleague.org)  \nThe College CEO Position—Advice for the New CEO 2018 | Community College League of California  \nTable of Content  \nWritten Communication  \nRegular College Operations……………………………………………………………………………4  \nBoard of Trustees………………………………………………………………………………………4  \nExternal Environmental Scanning……………………………………………………………………...5  \nInspiration and Visioning………………………………………………………………………………5  \nCommunity and Partners……………………………………………………………………………….6  \nWhen NOT to Write……………………………………………………………………………………6  \nOral Communication  \nAudience and Messaging………………………………………………………………………………6  \nSpeech 101 (Death by PowerPoint)……………………………………………………………………7  \nImportance of Face-to-Face……………………………………………………………………………7  \nTransparency  \nPolicy and Procedure Development……………………………………………………………………8  \nFiscal Status and Budget Development………………………………………………………………...8  \nSource Data and Analysis………………………………………………………………………………9  \nStrategic Planning and Accountability………………………………………………………………..10  \nLeadership  \nAre you the Boss?…………………………………………………………………………………….10  \nVisioning and Direction………………………………………………………………………………11  \nBalancing Business Necessity and Human Needs……………………………………………………12  \nManaging Delegation and Accountability……………………………………………………………13  \nListening and Speaking……………………………………………………………………………….14  \nDeveloping Professional Relationships……………………………………………………………….14  \nYour Evaluation……………………………………………………………………………………….15  \nSuccession Planning……….………………………………………………………………………….15  \nProblem Solving  \nBest Prepared in the Room……………………………………………………………………………16  \nManaging Change: Knowing the Culture……………………………………………………………..17  \nKnowing the Result Ahead of a Meeting……………………………………………………………..17  \nTiming is Everything…………………………………………………………………………………17  \nDeliver Rationale with the Decision………………………………………………………………….18  \nGive Praise, Take Blame……………………………………………………………………………...18  \nCollege/District Operations  \nLabor Negotiations……………………………………………………………………………………19  \nEnrollment Management……………………………………………………………………………...20  \nProgram and Curriculum Development………………………………………………………………21  \nWorking with the Board of Trustees  \nPolicy Governance Not Micromanagement…………………………………………………………..22  \nWorking with Individual Board Members……………………………………………………………22  \nCommunication of Board with Others………………………………………………………………..23  \nManaging Board Meetings……………………………………………………………………………23  \n2  \nThe College CEO Position—Advice for the New CEO 2018 | Community College League of California  \nIntroduction  \nOverseeing the operations of a college and/or district combines the elements of a financial wizard, a logistics magician, a political demagogue, a Baptist preacher, and a prognosticating soothsayer. It’s particularly challenging for new CEOs. The following is advice for such new CEOs and for those just interested in a shared perspective. The layout begins with a topic title and subtitles for each area and then a few personal recommendations and examples. Finally, a few scenarios test your mettle as a CEO.  \n3  \nThe College CEO Position—Advice for the New CEO 2018 | Community College League of California  \nWritten Communication  \nRegular College Operations. As a CEO, members of the college community often take what you say as a decision even when your intention is to inform. Written communication about college practices should thus be worded carefully to emphasize the developmental nature of the issue. One of the most effective ways to accomplish this is to regularly publish the non-confidential discussions which you ","cbCaiiOLwojGfEqe","https://ap.wps.com/l/cbCaiiOLwojGfEqe","pdf",242812,27,"English","# Written Communication\n## Regular College Operations\n## Board of Trustees\n# Oral Communication\n## Audience and Messaging\n## Speech 101 (Death by PowerPoint)\n## Importance of Face-to-Face\n# Transparency\n## Policy and Procedure Development\n## Fiscal Status and Budget Development\n## Source Data and Analysis\n## Strategic Planning and Accountability\n# Leadership\n## Are you the Boss?\n## Visioning and Direction\n## Balancing Business Necessity and Human Needs\n## Managing Delegation and Accountability\n## Listening and Speaking\n## Developing Professional Relationships\n## Your Evaluation\n## Succession Planning\n# Problem Solving\n## Best Prepared in the Room\n## Managing Change: Knowing the Culture\n## Knowing the Result Ahead of a Meeting\n## Timing is Everything\n## Deliver Rationale with the Decision\n## Give Praise, Take Blame\n# College/District Operations\n## Labor Negotiations\n## Enrollment Management\n## Program and Curriculum Development\n# Working with the Board of Trustees\n## Policy Governance Not Micromanagement\n## Working with Individual Board Members\n## Communication of Board with Others\n## Managing Board Meetings","[{\"question\":\"How should a new CEO handle written communication with the college community?\",\"answer\":\"Use careful wording so messages emphasize the developmental or informational nature of issues rather than implying decisions. Regularly share non-confidential Cabinet discussions to support transparency and invite feedback.\"},{\"question\":\"What approach is recommended for communicating with the Board of Trustees?\",\"answer\":\"Encourage trustees to make direct inquiries and ask questions in advance about board agenda items. Even when others have the answer, route questions through the CEO so delegation and responses remain coordinated.\"},{\"question\":\"How does the guide suggest improving transparency and credibility?\",\"answer\":\"Publish non-confidential Cabinet discussions and share structured communication at multiple levels, such as summary bullet points, linked detailed documents, and background resources. This increases constituent involvement and strengthens credibility with representatives.\"}]","THE COLLEGE CEO POSITION - Advice for the New CEO | PDF",1792048284,68]