by Christopher D. Lee, Ph.D., SPHR
Cagkan Sayin/Shutterstock
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Question: How long should I stay in a leadership position before moving to another role within the same university? I have an opportunity to make a lateral move to another department but am unsure about whether to apply.
Answer from Christopher D. Lee, Ph.D., SPHR: How long should one stay in a leadership position before moving to another? This involves analyzing multiple variables that provide an overall commentary about one’s qualifications and career profile.
There is an internal and an external view of the question. Internally, one must ask if the position is rewarding from three different perspectives: feelings, learning, and economics. Externally, the analysis involves one’s success and how one’s current and future positions fit within that career trajectory. Furthermore, the view of changing leadership positions is a bit more nuanced.
Sometimes, life circumstances, like the birth of a child, simply require one to seek out opportunities for increased earnings. If economics are not solely at play, one should ask how much they are fulfilled in their current role and if the new role provides enough learning, growth, and career opportunity.
All three factors are always at play, but usually an imbalance in one draws professionals into the marketplace. Changing positions is disruptive and is always risky. One may not be as successful in a new position, the supervisor and coworkers may not be as amicable and supportive, or you might have to relocate, change commutes, or make other lifestyle changes.
Many of the factors might also apply even if one is changing positions internally within a college or university. Think about parking. Changing jobs on the same campus can mean a different experience and lifestyle, given the variables such as parking, walking, start and end times, days in the office, and different expectations from supervisors.
The external view by potential employers involves the types of changes one makes in their career as well as how long one stays in each position. First, employers tend to be more critical of candidates who change jobs frequently. Their view is that they will not stay in the role long enough to get a sufficient return on investment in training.
So why hire and invest in them?
There is no universal standard for how long one should stay in a position without being seen as a job hopper. Three or four years is generally considered the minimum, though younger generations assume less is okay, and older generations generally view the standard as more.
The level of position may come into play as well. Shorter stays in senior positions where efforts tend to have a longer success horizon are viewed with less favor. Separately, changing one job or even two in a very short time horizon sandwiched between longer stints may seem less disruptive than when there are two or more short stints in a row.
Short stints are viewed more positively if one is getting rapid promotions. If one is deemed to be a star performer and is recruited into different roles ahead of one’s peers, this can be advantageous.
If this is the case, it would be a good idea to explain this rapid growth in one’s cover letter, to highlight the point and dispel any misperceptions. Additionally, from an external point of view, lateral moves are considered positively if they broaden or strengthen one’s abilities. This factor also applies to gaining experience in similar roles at different types of organizations. This should also be noted in the cover letter.
Leadership positions are a unique category of work, and the same variables apply – but in different ways. If leadership is defined generically as a middle management position, the factors previously discussed are largely similar.
If leadership means executive positions such as vice presidencies, provost positions, and presidential cabinet membership – the so-called C suite – the normal rules don’t apply.
In all good humor, the words “don’t apply” have multiple meanings. Oftentimes those moving to executive positions within an organization are invited to apply, are nominated, or are promoted to recognize meritorious efforts or tremendous potential.
If one is not a known quantity having distinguished themselves well, and someone who has an executive sponsor (a senior leader who can confidently convey to other leaders your exceptional skill, experience, and accomplishment), an application is less likely to be successful.
Senior leadership positions are particularly challenging, taxing, and impactful. As a result, other leaders are reluctant to take risks on someone who is not proven. This is why an executive sponsor, mentor, or advocate is important. However, similarly, and as indicated above, the time one spends in any position, leadership or not, is less important if one has a track record of noteworthy success.
