So, You’re Thinking About Becoming a Department Chair? Here’s What I Wish I Knew

When I started my academic career, I envisioned a life filled with teaching, writing, and summers off, not one centered around managing people, solving institutional problems, or navigating office politics.

But for the past seven years, I’ve served as a department chair at two universities, once through faculty election, once as an external hire. I never intended to stay in this role so long, but like many who step into leadership, I felt a responsibility to finish what I started. Over time, I grew into the position. But I would have given anything for someone to tell me what to expect.

While my colleagues were helpful with logistics, nothing quite prepared me for the full experience. If you're considering the role or already have one foot in, I hope this gives you some clarity, or at least validation.

Start With a Plan

Most new chairs walk in with a mental checklist of fixes, outdated policies, clunky procedures, low morale. But before jumping into change mode, pause. Ask your colleagues what they value and where they hope to go. Share your vision and build a shared one. Every department has a history. Even one that looks healthy from the outside has baggage.

When I walked into my current role, I inherited a solid team, but also years of unresolved tensions, fragile programs, emerging programs with lots of kinks to work out, and a few burned-out faculty. Ask around. Understand what you are walking into. You may find a few unicorns and rainbows, but more often, you will find a few dumpster fires smoldering just out of sight.

Chances are, you will need to compromise, unless you are an incredibly persuasive salesperson. I never thought I was one, but I have had moments that made me feel I could sell a ketchup popsicle to an Eskimo in white gloves. Celebrate the small wins when you can, as they may seem few and far between. More importantly, be prepared to have some difficult conversations, and be ready to think outside of the box to come up with alternative resolutions that can bring harmony, even if it is not the exact path you planned to navigate.

If you are promoted from within, you know the players, but leading peers can be awkward. Some colleagues may have mentored you or served on your hiring committee. That is okay. Step confidently into the role. Use their experience as a resource, not a threat.

Expect some pushback. Every chair has at least one colleague who loudly disagrees with every decision. Set boundaries. Listen with empathy. Focus on the good of the department and lead with the integrity that you want in your leadership.

I tend to lead with kindness. Some may view that as weakness, but I see it as my greatest strength. Faculty who feel respected are more autonomous and more engaged, and that energy trickles down to students.

If you are hired externally, your first priority is building trust. Learn the history, ask questions, and get to know people beyond their CVs and beyond your department. When someone seems standoffish or skeptical, try to understand the reason behind it. People bring their experiences with them, and understanding those makes you a better leader.

Stuck in the Middle

As chair, you represent your department to administration and administration to your department. You are both an advocate and a messenger, the true definition of middle management, so leave your ego at the door and get ready to roll up your sleeves when you must. In my case, that means overseeing twelve programs, more than sixty faculty and staff, acting as a liaison with external accreditors, clinical affiliates and recruiting students and faculty.

Faculty come to you with problems, and you help them solve them. That is a relationship built on trust, and it is one you must earn and maintain. At the same time, you are expected to communicate and enforce decisions from above, even ones you do not always agree with. Crucial conversations can be painful to navigate but incredibly rewarding when handled with care and clarity.

Get Comfortable with Difficult Conversations

Difficult conversations are a constant in this role, whether it is a student struggling with professionalism or a faculty member resistant to feedback. They do not get easier, but you do get better at them.

The key is to lead with respect and clarity. Avoid vague language, and do not beat around the bush. Ambiguity creates more anxiety. Name the issue, listen without interruption, and work together toward a solution, even if it is an imperfect one. Your tone matters more than your script. Be direct, not harsh. Be honest, but not cruel.

When tensions rise, anchor yourself in purpose. What outcome are you trying to achieve? What does the other person need in order to feel heard, even if the answer is still no?

Sometimes, your role is to de-escalate. Other times, it is to hold the line. I have learned to pause before reacting, to ask follow-up questions, and to give people the dignity of a thoughtful response, even if we still disagree. Empathy and accountability are not mutually exclusive. You can, and should, have both.

Difficult conversations are not signs of failure. They are signs of engagement, of caring enough to address what is uncomfortable. The more openly you approach them, the more your faculty and students will trust that you are leading with fairness, not fear.

Get Ready to Put Out Fires

The first week of the semester is chaos. Double-booked rooms, LMS access issues, missing adjuncts, book bundles not delivered, and ten faculty trying to print thirty copies of six-page syllabi, with no copier paper.

That is just Monday.

No matter how carefully you plan, your to-do list will be hijacked by 8 a.m. You will need to reclassify your “do now” tasks to “delay” or “delegate,” or you will be working until 11 p.m.

You cannot eliminate chaos, but you can prepare for it. Build workflows and make quick guides, or have your administrative assistant help. Delegate wisely and respect the workloads of others. It is a balancing act, like walking a tightrope across the Grand Canyon on a windy day with a bowling ball in one hand and a feather in the other.

Take Care of Yourself

In my first few years as chair, I skipped meals, worked late, answered emails well into the evening, and internalized every problem. It caught up to me. Eventually, I learned to set boundaries and prioritize balance. You give your department peace, support, and room to grow, so you deserve the same.

I unplug when I can. I avoid blue screen time outside of work, except for the occasional rainy-day Sopranos binge-watching session. I cook. I garden. Nurturing my home and my land feels like a natural extension of the care I give others. It brings me peace and clarity. Find your own version of that and protect it.

Think Beyond Your Office

Even if you do not plan to become a dean or vice president, learn how decisions are made. Ask questions. Sit in on meetings. Build relationships with colleagues above you on the org chart. Even if you never move up, understanding the bigger picture will make you more effective where you are.

Get Excited

Some days, your office will feel like a customer service desk the day after Christmas. The praise will be rare, the problems nonstop. But chairs are uniquely positioned to shape the daily experience of teaching and learning. You can make a real difference for your students, your faculty, and your institution.

Be firm and fair. Be kind and approachable. Support your people without micromanaging. Celebrate their wins. Own your mistakes.

Your legacy will not be the budget you balanced or the policy you rewrote. It will be the work culture you created, and the people you helped thrive within it.

If you can do that, everything else falls into place.

Smile. Laugh when you can. Lead with purpose. You were chosen for a reason. Believe in your ability to lead, and enjoy the ride.