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The landscape of organizational transformation has accelerated significantly in light of recent geopolitical and cultural shifts, prompting many institutions to brace for a future marked by instability and uncertainty. Across various sectors, organizations are reevaluating their leadership priorities, management roles, and decision-making processes, particularly with regard to equity and climate challenges. The demands of this evolving environment are reshaping the C-suite, with certain roles being elevated and redefined. New positions such as Chief Medical Officer, Chief Remote Officer, and Chief Diversity Officer are emerging to meet the needs of remote and hybrid work. However, disparities still exist in the transition from middle management into the C-suite.
In 2022, the Council for Advancement and Support of Education (CASE) introduced a comprehensive strategic initiative, titled “Championing Advancement.” This plan aims to establish clear competencies and standards for the advancement profession, advocating for their dissemination across educational institutions globally. CASE is a not-for-profit membership organization with a commitment to advancing education as a transformative force for individuals and society.
Central to the CASE strategic plan is the imperative that institutional advancement enhances its understanding of diverse communities and fosters more equitable and inclusive environments for staff and students from varied backgrounds. To this end, CASE is focused on identifying and dismantling enduring systemic barriers through its Opportunity & Inclusion Center (OIC). The OIC plays a pivotal role in facilitating training, building advancement capacity, and nurturing a diverse talent pipeline at all professional levels.
Recognizing that middle managers must gain confidence and experience in their fields before advancing to more demanding C-level roles, the OIC emphasizes the need for targeted support. Those from marginalized identities—based on race, gender identity, or sexual orientation—often face heightened challenges in their professional journeys.
In response to these challenges, CASE created the Minority Advancement Institute (MAI).
Overview of Minority Advancement Institute (MAI)
Launched in 2006, the MAI program aims to enhance the management, leadership, and mentorship skills of professionals from diverse backgrounds within the advancement sector. The program supports individuals who demonstrate the potential to ascend to senior management roles, emphasizing diverse experiences and historically marginalized identities. Combining lectures, discussions, case studies, and small group activities, MAI fosters constructive dialogue among participants. So far, over 327 professionals have engaged with the program, with more than 20% currently in leadership positions.
Lessons from Successful MAI Participants
The OIC has gathered insights from MAI participants to illuminate their experiences and career progression.
When asked what they would have preferred to change in their preparation for C-suite roles while serving as middle managers, responses varied widely. Some expressed a desire for deeper insights into the operational aspects of advancement, which would have informed their future responsibilities. Others noted that their educational backgrounds equipped them with a fundamental understanding of business operations, thus easing some burdens.
Dino Hernandez, who has held multiple vice president roles after participating in MAI, highlighted the dual challenge of fulfilling his primary job while managing a team. He remarked, “Your time is managed very tightly on a daily basis. One day it is 90% fundraising and 10% management, and then the next day, it totally flips.”
Anita Walton, a newly appointed vice president, shared, “One of the hardest transitions was no longer being a specialist or having a laser focus on one specific issue. The transition required managing up and down the organization simultaneously.”
On the subject of mistakes they encountered as new vice presidents, MAI participants reflected on challenges in team building and in sourcing talented individuals. Some admitted underestimating the time and effort necessary to complete tasks effectively, realizing that the volume and pace of work are unrelenting.
The participants also offered valuable advice to middle managers aiming for leadership positions, summarizing their insights into five key strategies.
5 Ways to Move to the C-Suite
1. Follow the Money
Diverse professionals should be cautious not to be relegated to narrowly defined or unprofitable roles. To avoid getting stuck in the “frozen middle,” it’s crucial to develop a comprehensive understanding of the key profit-generating aspects of the organization.
2. Find a Sponsor
Sponsors can provide critical guidance and insights into the responsibilities of C-level leadership. Having someone who offers honest and constructive feedback is essential; many participants attested to the importance of sponsorship in their career advancement.
3. Connect and Commit to Your Profession
Every C-suite executive must have a robust network of influential contacts. This network is built over years of strategic relationship-building and is a key asset when vying for executive positions.
4. Kick the Imposter Syndrome
Middle management roles can draw scrutiny for various reasons, especially for those who do not conform to traditional profiles. Over time, self-doubt can insidiously affect confidence. It’s essential to cultivate a belief in one’s worthiness for C-suite consideration.
5. Digital and Technology Expertise is Table Stakes
All C-suite executives must adeptly navigate both digital and physical realms. Today, a keen understanding of how technology and data influence business contexts has become an essential skill.
Final Thoughts
Informed by these insights, CASE has launched the Executive Advisors Program, which offers guidance and serves as a sounding board to help diverse executives tackle complex challenges. This program connects newly appointed leaders from varied backgrounds with seasoned, experienced mentors, fostering authentic discussions rooted in a shared understanding of systemic barriers in advancement. The engagements created through this program advance both individual development and retention, benefiting executives as well as CASE member institutions.
While ascending to the C-suite can be difficult for those from diverse lived experiences, it is attainable through the right blend of sponsorship, networking, and skill development. Staying committed to personal growth may lead to unexpected successes in leadership roles.
Source
www.higheredjobs.com