The Toolkit for Provosts is an excellent read for new and aspiring provosts, indeed for any higher education administrator. Case studies and scenarios embedded within each chapter effectively draw the reader in and will resonate with most executive leaders. Potential interview questions for the candidate to ask (CH 1) are especially valuable for faculty members exploring the move to administration, as well as bits of advice such as “the biggest danger a provost has in this area [of personnel] is trying to solve a problem too quickly” (CH 5). Guiding questions also help potential candidates think through their motivations and potential challenge areas, so that the book is particularly useful for those considering making the leap.

Jenifer Cushman, PhD, Chancellor, Penn State Beaver

This book is a ‘must read’ for every provost and provost aspirant! The extensive use of the ‘scenario’ and ‘case study’ formats to structure potential situations that provosts may encounter will be especially helpful in stimulating consideration of a rather full-range of options.

Another attractive feature is that chapters contain a relatively short description of the content of the particular chapter. This ‘preview of coming attractions’ helps the reader quickly determine whether to delve further into the topic, or defer further consideration at that time.

For the past 15 years or so, I have mentored colleagues who were considering opportunities as deans, provosts or presidents. The insights and perspectives provided in the book would have been particularly valuable as they contemplated further pursuit of those positions.

Richard C. Warder, PhD, PE, dean & professor, Mechanical Engineering Emeritus, University of Memphis

This book reveals the joys and challenges, stresses and benefits of the provost position. The many examples provided in case studies and scenarios fit a wide variety of campuses, as well as provost types, and give the reader much to consider. While the authors do not provide the “right” answers for the cases and scenarios, the differing approaches offered give readers an opportunity to think through what solutions they feel best suited to their leadership type and to understand what the potential outcomes of such choices might be. Along with the extensive exemplars, the authors provide a number of philosophical and practical pieces of advice for those new to or considering the provost position. These include such things as the challenges associated with communication, about which the authors say note that people hearing things they like are much more likely to judge the communication as effective than those hearing things they don’t wish to hear; and the need to establish your own ethical boundaries or “uncrossable lines” before they are ever challenged; as well as hiring, working with direct reports and faculty groups, and collaborating across divisions. While a reader won’t find a “how to” or all the answers here, it will stimulate the sort of thinking that is a necessity for those newly inhabiting or pondering a move to the role of provost.

Lorin Basden Arnold, PhD, past provost, SUNY New Paltz