Stop Managing Your Dean, and Start Showing Your Work
Universities now operate like corporations.
Budgets, enrollment, and metrics dominate conversations that used to be about
scholarship and teaching.
You’re managing budgets, people, and strategy.
But nobody ever taught you how.
So let’s borrow something that works from the corporate
world:
Stop managing your dean. Start showing your work.
The Problem with “Managing Up”
If “managing up” makes you cringe, you’re not alone.
It sounds political. Manipulative. Everything you went into academia to avoid.
You’re right to resist that language. You don’t manage
your dean.
Your job is to lead your department well and make sure the right people know
what’s happening.
Why Deans Feel Distant
Your dean isn’t ignoring you; they’re overwhelmed.
Ten departments. Ten priorities. Ten contexts.
That’s maybe two hours a week to focus on yours.
They’re juggling strategy, budgets, faculty issues, and their own next career
step.
When you assume they know your work, they don’t.
When you don’t communicate, they can’t advocate.
“A dialogue leads to connection, which leads to trust, which leads to engagement.” - Seth Godin
Without that dialogue, chairs burn out and departments drift.
Managing Up Misses the Point
Most chairs avoid “managing up” to stay above politics.
But the result is silence, no updates, no visibility, no shared context.
Your dean doesn’t see the work you’re doing or the
challenges you’re facing.
And no, “no news” isn’t good news.
Many chairs also skip regular one-on-ones or come
unprepared.
Those meetings devolve into venting, not strategy.
And because we’re taught “bring solutions, not problems,”
we hide the issues our dean could actually help us solve.
Sometimes, what you need isn’t autonomy, it’s a strategic
partner.
Think Like a Partner, Not a Protégé
You don’t need flattery or politics. You need clarity and connection.
Ask yourself:
- What
pressures is my dean under?
- How
can I reduce their mental load?
- What
information would help them make better decisions?
Every dean is scanning for patterns. Help them see yours.
“The more senior you become, the more you’re brought in for your ideas rather than what you can do.” - Joanna Bloor
If you want resources and visibility, think and act beyond
your current role.
Show Your Work Instead
Good work doesn’t speak for itself.
You have to show it.
Think about how you ask your own students to show their
work. It’s not just to verify the answer, it’s to understand their reasoning,
how they break problems down, and the principles guiding their choices.
Same here.
As a department chair, your job is to make your thought process visible.
- How
you’re approaching challenges
- How
you’re prioritizing
- How
you’re aligning with the institution’s goals
That’s leadership communication.
Communication Is the Work
Many chairs hold back out of courtesy:
“My dean’s busy. They don’t need all this detail.”
But ask yourself: when was the last time you felt
over-informed at work?
Exactly.
“Whether they read it or not, flood your superiors with information that is documented – projections, evaluations, reports on progress, status updates.” - Bill Walsh
You can’t always know what your dean wants to know.
Err on the side of transparency.
Over-communicate before problems erupt.
The Three-Step Framework for Chairs
Here’s how to show your work without politics:
1. Share Your Plans
Don’t ask “Can I…?” or “Should I…?”
Say “I plan to…”
This signals initiative, not permission-seeking.
Example:
“I plan to restructure our undergraduate curriculum to better align with industry needs and improve retention.
I’m meeting with our top three partners this month and will send you a draft proposal in three weeks.”
You’ve shown thinking, ownership, and a timeline.
Your dean can now guide instead of micromanaging.
2. Share Your Progress
Update, update, update.
Use BLUF (Bottom Line Up Front) to respect their time.
Include:
- What’s
going well
- What’s
not
- Where
you need input
- What’s
next
Example:
“Meetings with our three industry partners are complete. All want to host co-op students starting next fall.
Challenge: We need two new technical courses. Options include an adjunct hire, CS partnership, or online license.
I plan to meet with the CS chair next week and bring you a recommendation by month-end.”
Short, clear, actionable.
3. Ask for Feedback
When the work’s done, close the loop.
Share results. Reflect on lessons. Ask what could be
improved.
Example:
“The curriculum restructure is approved. I learned that I should engage cross-department partners earlier.
Any feedback on how I managed the process? I plan to apply these lessons to our graduate program next.”
That’s visible learning and leadership maturity.
The Business of Higher Ed
Universities are businesses, whether we like it or
not.
Retention, graduation rates, and budgets are now key metrics.
Every student who leaves affects reputation and revenue.
Your dean is accountable for both.
Corporate managers get trained to handle this complexity.
Chairs don’t.
You can’t fix the system overnight, but you can operate within it like a leader.
The Shift That Matters
Stop managing up. Start showing your work.
You don’t need politics. You need partnership.
You don’t need permission. You need visibility.
Through proactive communication, show your dean that you:
- Understand
the institution’s challenges
- Can
break problems into actionable steps
- Are
ready to lead strategically, not just administratively
Do this consistently:
- Share
your plans.
- Share
your progress.
- Ask
for feedback.
Good work doesn’t speak for itself; it needs a voice.
Make sure yours is heard.
Want more help improving how to show your work as a department chair? Let's talk.
You're great at the work. Let's make it visible.
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