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What Happens When You Hire a Doctoral-Level Employee?

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  You hired someone with a doctorate. What exactly did you expect them to do? Doctoral education is not simply about earning a title. It is years of learning how to research complex problems, analyze information from multiple perspectives, identify patterns, evaluate evidence, manage long-term projects, and develop solutions. As a result, doctoral-level employees often see challenges differently. They ask questions. They gather data. They look for root causes rather than symptoms. After collecting enough information, they will usually begin offering recommendations and proposing improvements. Don't mistake this for arrogance. They are not trying to show anyone up. They are not trying to take over. They are not trying to impress leadership. They are doing exactly what they were trained to do. Organizations spend considerable time and resources recruiting highly educated professionals, yet, sometimes become uncomfortable when those professionals begin applying the very ...
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Further Misuse of Terms

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  As I watch the job market, follow the news, and scroll through social media "influencers," I find myself thinking about how we misuse certain words and phrases. I am Gen X. That means I absolutely understand the value of respect, but I am probably not what many people today would consider politically correct. My generation could throw hands, curse you out, and tell jokes that would probably get us canceled in today's environment. We were far from perfect. What we were not, however, was rude. Lately, it seems that being rude is being confused with being politically incorrect. They are not the same thing. Being politically incorrect means saying something that challenges social norms or accepted conventions. Being rude means treating people poorly, showing disrespect, or behaving without basic courtesy. My generation also understood something that seems to be missing today: consequences. If you ran your mouth recklessly, there was a good chance you would have to...
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The continued misuse of words

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  Today, I am going to look at the word controversial . “Controversial: describes something that causes prolonged public disagreement, debate, or strong opposing views. It applies to topics, actions, or people that spark intense discussion and lack a general consensus”— Dictionary.com. “Root: stems from the noun controversy, which means a prolonged public dispute.” “Common examples: often used to describe polarizing policies, public figures, or debated art.” — Cambridge Dictionary There are certain people in the news right now publicly displaying abhorrent and antisocial behavior, yet the media keeps calling them “controversial.” I am not sure why. There is nothing controversial about simple rudeness, cruelty, or a complete lack of basic respect for others. (There is another term I could use, but I am keeping this PG.) At some point, we as a society need to stop romanticizing or excusing bad behavior under labels like “controversial,” “unfiltered,” or “not politically...
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Higher Education’s “Accidental Leadership” Problem

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  Why institutions must begin treating leadership development and institutional memory as strategic priorities Dr. Flavius A. B. Akerele III Adapted from a keynote presentation delivered at the 12th Annual California International Conference on Management and Leadership at Alliant University (May 2026). Higher education institutions excel at developing disciplinary expertise, academic knowledge, and professional specialization. Yet many institutions still rely upon surprisingly informal systems for developing leaders. Faculty, staff, and administrators are frequently promoted into leadership positions based upon technical expertise, longevity, or operational success without receiving structured leadership preparation beforehand. Leadership often develops reactively rather than intentionally. I refer to this as the “accidental leadership” model. This approach may have evolved naturally over time, particularly during periods when institutions were smaller, organizational structures w...
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When Hiring Processes Break Their Own Standards

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  In today’s hiring landscape, we often talk about innovation, candidate experience, and organizational values. But there is one area that does not receive nearly enough attention: Process integrity. Recently, I participated in a multi-stage interview process for a role that included three clearly defined phases. Like many professionals, I approached each stage with intention, preparation, and respect for the organization’s time and expectations. The process began well. Communication was clear, expectations were outlined, and I was invited to complete the next phase: an assessment component designed to evaluate how I think, plan, and approach real-world scenarios. I completed the assessment thoroughly and submitted it as requested via Google Drive links. From there, the process changed. After some time, I received a final decision indicating that the organization had chosen to move forward with another candidate. The message referenced a “holistic review” of applicants ...
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Follow‑Up Post on Ghosting

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  Last week I wrote about the rise of what many professionals are calling “professional ghosting” in hiring, multiple interviews, presentations, executive panels… followed by silence. The conversation that followed surfaced another issue that deserves attention.  How does this trend affect experienced professionals later in their careers?  Many seasoned leaders quietly acknowledge a dynamic that rarely gets discussed openly. Not necessarily overt discrimination, but a series of assumptions that can subtly shape hiring decisions: • Concerns about salary expectations or benefit costs • Assumptions about adaptability to new technologies or systems • The perception that a highly experienced hire might disrupt existing leadership dynamics • The belief that someone with decades of experience may not stay long None of these assumptions are typically stated directly, b ut they often exist in the background of search committee discussions. Ironically, these same professionals...
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The Rise of "Professional Ghosting" in Hiring

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  A growing number of professionals are reporting a similar experience: • Multiple interview rounds  • Executive panels  • Strategic presentations  • Weeks of silence  • Or a generic rejection email after significant engagement  At the finalist level, this is no longer an isolated occurrence. It is becoming a pattern. The question is not whether hiring is competitive: it is. The question is what hiring behavior reveals about organizational leadership. What’s Driving This? 1. Overengineered Hiring Processes  Search committees, layered approvals, compliance reviews, executive sign-offs. When too many stakeholders are involved, communication ownership becomes unclear. 2. Risk Aversion & Decision Paralysis  Budget uncertainty, shifting priorities, internal candidate considerations. Silence often reflects internal hesitation more than intentional disregard. 3. Automation Culture  Applicant Tracking Systems streamline work...
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