In a recent editorial, Tom Williams explores the idea of “troubleshooter” presidents who take the helm of a troubled postsecondary institution for a short period of time with the goal of turning it around. Williams profiles a number of interim presidents who have been hired to work with struggling institutions in the UK who shared their experiences and perspectives on leading in this environment. They reflected on the rewarding experience of helping an institution avoid a closure or merger, the intensity of this “emergency room surgeon” role, and the benefits of being a part of the local community when taking on a role like this. Other academics critiqued the idea of hiring presidents as “turnaround agents,” as the president is not always what needs replacement.
