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You have found a leadership opportunity, and you believe you are a good match for it, and now you are ready to apply. Like most applicants, you will give careful thought to your cover letter and your CV, tailoring them to the position, strategically highlighting your talents, and expressing enthusiasm. After putting in the work, it is tempting to spend less time on the final aspect of your application package — the list of references. This is a mistake. A strong and strategic reference list can be the difference between getting the position and being passed over.
In the early part of the search process, the reference list plays a key role in rounding out your application materials, giving important information to the committee about who you are and who will speak on your behalf. In the later part of the search, when reference calls are made to learn more about finalists for the position, your referees have a big impact on whether or not you get the job. Think of your reference list as a committee of witnesses who can paint a three-dimensional picture of your personality, your experiences, and your talents. The better you select and prepare your referees to play a specific role in your overall application, the stronger their individual and collective testimony will be.
Before a single reference call is made, the list of referees you submit sends a message to the search committee about who you are and what you value. Choosing a diverse pool of references gives life to your claim that you enjoy working with diverse populations. References from various aspects of your career attest to your breadth and experience. If you are applying to an institution that focuses on access and inclusion but all of your references are working for elite institutions (or vice-versa), you are not making it easy for the search committee to picture you in their world. Think carefully about what the list conveys, and be strategic in how you curate it.
The search committee will be asking probing questions of these referees and looking for examples of your ability to set a leadership agenda, engage others, inspire change, create resources, and so forth. A graduate school mentor or someone who sees you primarily as a scholar or teacher may not be able to speak to these qualities and experiences. Your most effective references are people who have seen you use the skills that are key to this position. If they are also familiar with the target institution or institutions of its type, that is even better.
When you submit a list of references, consider annotating it to assist the search committee in focusing their reference questions. For example, after listing a name and contact information, you might note, “Dr. Smith can speak to strategic changes I led during the time he supervised my work as dean of the science division at State University.” Or, “Dr. Patel chaired the faculty senate while I was chair of the history department at Highland College. She can provide insight into the ways I successfully navigated shared governance processes to make positive change.” Or, “Ms. Jackson was student body president during my tenure as associate provost at Evergreen University. She can talk about the ways I relate to students and encourage student engagement and leadership.” Your referees will be asked a variety of questions, of course, but these notes will help guide the conversation towards areas about which this person has direct knowledge.
When asking someone to serve as a reference, it is useful to describe the position and say “would you be willing to give me a strong reference?” This allows them to decline gracefully — always better for you than to have a so-so reference in your list. If they agree to be a reference, it is important to let them know the kinds of things you are hoping they will address, including aspects of your leadership style that are especially relevant to this position.
The most disastrous reference calls I have conducted are ones where the referee was surprised or didn’t have much information about the applicant’s fitness for the position or about the position itself. Send each referee a copy of your CV, your letter of application, and the position description. Let them know if you become a finalist. This will help them be well prepared when they get a call.
Reference calls can also go awry if the referee isn’t very dynamic or expressive. Short answers, flat storytelling, and unimaginative uses of language often give a negative impression of the applicant even when the substance is generally positive. A great referee will be emotionally involved in the conversation and go beyond a one- or two-word response when asked to talk about you as a colleague and a leader.
If there is a potential “blot” in your record, a referee who can speak to it in a positive light can be helpful in reassuring the search committee. If you have a gap in your resume or there’s a negative story about you in the press, I recommend including a referee who will address it head-on. Someone who knows the real story about the reasons you left a position or the context surrounding the controversial decision you made can be a valuable partner in helping the search committee understand your perspective on the situation. Avoid anyone who has an interest in spinning the story. You want a person who can credibly and knowledgeably speak the truth on your behalf.
Building and sustaining relationships throughout your career means that you will have a wide range of potential referees. Shaping the list to meet the special requirements of a particular position is an important, albeit often overlooked, part of winning the next job.
