Passing the Gavel: Reflections on Leadership and Growth
Leadership transitions are essential to the vitality of any organization, fostering fresh perspectives and continued growth. Tonight, I was honored to pass the gavel to the new Board Chair of Great Oaks Career Campuses (GOCC). It was a moment filled with excitement for the future and deep reflection on the journey that brought me here. Serving as the first African American Board Vice Chair for two years and then as Board Chair for the past two years has been an extraordinary privilege, allowing me to represent our 36-member school districts and contribute to our Career Tech and Workforce Development Initiatives.
Reflecting on this transition, I recognize that leadership roles come with challenges and opportunities. My path to this position was not without obstacles. Historically, certain policies and selection processes created barriers that limited leadership opportunities for many qualified individuals. Understanding the need for change, I committed myself to fostering a more transparent selection process that ensures all eligible members have the opportunity to serve in leadership roles.
A Rich History
Great Oaks Career Campuses is one of the largest career and technical education districts in the United States. With a $100 million budget, it has provided career development, workforce training, and economic development services to individuals, businesses, industries, labor groups, and communities in southwest Ohio since 1970. The programs and services offered by Great Oaks impact thousands of lives annually.
Covering over 2,200 square miles, GOCC offers a broad spectrum of services. These range from career development support for students in grades K-12 across its 36 affiliated school districts to technical foundation courses, cooperative education programs, and career technical training for high school juniors and seniors at its four campuses. Additionally, Great Oaks provides part-time programs for adults through its Adult Workforce Development Division. Career changers and those entering or re-entering the workforce receive assessment and counseling services, while full-time programs prepare individuals for high-demand fields such as dental assisting, automotive technology, aviation maintenance, IT, construction, and HVAC. Community employers also benefit from GOCC’s assessment, testing, and customized training services, which enhance workforce effectiveness.
Understanding the Leadership Selection Process
In 2016, I pursued the Vice Chair role unsuccessfully, which awakened in me a desire to understand the selection process better. I observed a lack of clear selection criteria, stemming from years of leadership selection based primarily on the willingness to serve. Without specific criteria, the selection process had significant shortcomings. In response, the Nomination Committee introduced metrics based on Board attendance and tenure—an important step toward establishing a structured and consistent leadership selection process.
In 2018, I once again pursued the Vice Chair role unsuccessfully. Similar to 2016, I presumed that each nominee met the established qualifications. However, the absence of interviews or direct discussions about our skills, aspirations, and experiences meant that the evaluation relied solely on written applications. This approach heavily emphasized attendance and tenure, making a single missed meeting, regardless of the reason, a decisive factor. This raised important concerns about how candidates were assessed and whether the process provided a comprehensive evaluation of an applicant’s leadership potential.
To promote continuous improvement and transparency, I respectfully requested that the Nomination Committee share the following information with the full Board to facilitate an open discussion about refining leadership selection:
A detailed written analysis by the Nomination Committee outlining the metrics used to evaluate each candidate and the rationale for the final selection.
A copy of each applicant’s complete application as reviewed by the Committee.
A copy of the current criteria for serving as Chair/Vice Chair.
This request was not just about personal reflection—it was about strengthening the selection process for future leaders. By evaluating the existing approach, we would ensure that leadership opportunities remained accessible to all qualified individuals and that selections were based on a comprehensive assessment of candidates' skills, experiences, and commitment to GOCC’s mission.
A Year of Review
Upon reviewing my request, the Nomination Committee acknowledged that they had limited information concerning each candidate in the selection process and agreed that as an organization, we could improve. In response, the Board tasked me with leading an ad hoc committee to examine the historical selection process, review current practices, and develop recommendations for a more comprehensive assessment.
Over the next year, I collaborated with my peers to analyze and refine the process. We invested significant time debating, researching, and studying best practices from other districts. Our efforts culminated in the development of new selection criteria that provided a fairer evaluation of leadership candidates. After a thorough review, we presented our recommendations to the Board, which unanimously approved them. This marked a significant step forward in ensuring that candidates were assessed on their full range of contributions rather than just attendance and tenure.
My Time to Lead
In 2020, I was encouraged to apply once again for the Vice Chair role. I hesitated, reflecting on my prior failed attempts and the fact that my intent in revising the process had never been self-serving—it was about ensuring fairness for all candidates. However, after receiving encouragement from many of my peers, I decided to submit my application.
The newly adopted criteria allowed the Nominating Committee to fully assess each applicant’s qualifications. Additionally, the selection process now included interviews to further evaluate candidates’ readiness to lead. The committee noted that the revised process removed subjectivity and introduced a more objective, merit-based selection approach.
This time, I was successful in my bid for Vice Chair, later becoming the first person of color to serve as Board Chair in Great Oaks’ 50-year history. More importantly, my efforts led to a lasting change, making the selection process more transparent and paving the way for future leaders to be chosen based on a comprehensive evaluation of their qualifications and leadership potential.
Looking Forward
I remain deeply committed to the mission of Great Oaks Career Campuses and will continue seeking opportunities to serve. Leadership is not about titles or positions—it is about impact. While outcomes may not always align with our expectations, every experience offers an opportunity to grow, learn, and contribute in new ways.
As we move forward, I encourage my colleagues and future Board members to engage in meaningful discussions about leadership development and succession planning. By fostering an open and transparent selection process, we can create an environment where all individuals with a passion for service have the opportunity to lead and make a difference.
It has been an honor to serve, and I look forward to witnessing and supporting Great Oaks Career Campuses' continued success. The future is bright, and together, we will ensure that our organization remains a leader in career and technical education, workforce development, and community impact.
Check out the history of Great Oaks Career Campuses.
Living Life with Intention
-Mary
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