The Newsletter for Chairs of Theological School Boards
Vol. 1 No. 11
In the book of 1 Chronicles, the author describes a difficult time for David, as he was on the run from King Saul, whom he would succeed. The people who rallied to help David included those from the tribe of Issachar “who understood the times and knew what Israel should do.”
Leaders always need those types of people around to help us discern the times and guide us into what we need to not only know but also do.
In the summer issue of In Trust magazine, you’ll read the views of plenty of people who I think are those people, including the Rev. Dr. Frank Yamada, the executive director of the Association of Theological Schools. In an interview with us, he notes the stress and strain on leaders and the shortening tenures of executive leaders in the field. He also points out there has been a historic turnover of leaders in accredited theological schools.
That’s concerning for any number of reasons, as the churn of people at the top can create very serious issues for long-term sustainability. The question that comes out of that story for me is this: What do you do to help your executive maintain their tenure so they can be effective for the long-term?
That is a question the In Trust Center has long considered. One of the key elements of a leader’s success is the relationship between the executive and board, as well as the way change is made at the top. Here are some pieces that may help you and your board think through things.
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With gratitude for all you do in theological education,