I have been on almost every academic promotion and senior appointment panel at a previous university for the past ten years. I have also been an external panel member for other universities and worked in executive recruitment for senior academic roles. I’ve made it my sad hobby to gather and organize interview questions for academics and some great (bad) answers to them.
Since I’m not a statistician and used to work in academia, I can’t say for sure if these questions are statistically representative or if you will actually be asked any of them in your interviews. However, I could make a good guess based on my qualitative brain. All findings are anonymised.
These interview questions are mostly for senior academics and executive positions, but any academic who is moving into a leadership role may find some of them useful and adapt them to their own situation.
If you are the interviewer, we also have some tips for how to run a good academic interview panel. Table Of Contents.
No need to answer all of these questions, and you shouldn’t be expected to be good at all of them. Focus your answers on the areas that are in the job description, and anticipate the obvious interview questions.
Please try to answer these questions in two minutes or less. If your answer is long and rambling, it means you don’t really know the answers, you aren’t organized in how you think, you weren’t ready for the question, you are nervous, or you talk too much. Also, you won’t have as much time to answer other questions, which means you won’t be able to show off your real strengths.
Landing an interview for the role of Chief Academic Officer (CAO) is a significant accomplishment. As the captain responsible for steering an institution’s academic ship, you’ll be tasked with overseeing all aspects of curriculum, faculty, educational research, and student success. With such a critical leadership position up for grabs, the interview process will be rigorous.
Hiring managers will want to assess not only your capabilities and experience, but also your vision for enhancing the organization’s learning environment. They’ll expect you to demonstrate strategic thinking, leadership skills, and a passion for academic excellence.
To help you put your best foot forward, I’ve compiled 30 of the most common CAO interview questions along with tips and sample responses. Mastering these will prepare you to highlight your qualifications and depth of expertise during your upcoming interviews.
Leadership and Strategy
These questions aim to gauge your leadership capabilities and strategic planning skills in an academic setting
1. How would you describe your leadership style and approach as a CAO?
Interviewers want to understand your overall leadership philosophy. Highlight skills like collaboration transparency, data-driven decision making and a focus on continuous improvement. Provide an example that demonstrates your approach in action.
Sample Answer: My leadership style as a CAO is collaborative and transparent. I involve faculty, staff, and other stakeholders when shaping academic strategies. This ensures diverse viewpoints are considered and everyone feels invested in new initiatives. However, I’m also comfortable making tough calls when consensus cannot be reached, keeping students’ best interests in mind. A key priority is using data and benchmarks to inform all decision making and drive continuous improvement. For instance, when developing a new STEM program, I engaged department heads in the planning process while benchmarking student outcomes against similar programs at peer institutions. This allowed us to design and launch an innovative program that significantly boosted graduation rates in STEM subjects.
2. How would you go about developing a strategic plan for an academic institution?
This question tests your strategic planning process. Interviewers want to know that you can analyze goals, data, and resources to create an effective roadmap aligned with the organization’s mission and vision. Discuss how you would identify objectives, gather input, benchmark, and communicate the plan.
Sample Answer: My approach to strategic planning begins with a deep analysis of the organization’s current state, including its vision, academic performance and offerings, competitive landscape, and available resources. Next, I facilitate sessions with stakeholders – faculty, students, administrators, etc. – to gather perspectives on strengths, weaknesses, and opportunities. Using insights from the analysis and stakeholder input, I work with academic leaders and the institution’s governing body to develop a list of 3-5 strategic priorities for the next 3-5 years. For each priority, we determine goals, actions plans, resource needs, and success metrics. Before finalizing the strategic plan, I benchmark against plans from peer institutions to identify any gaps. Once complete, the plan is shared through various channels to secure buy-in from the community. Clear communication and inclusive collaboration set the stage for effective execution.
3. How would you handle resistance or objections to a major academic change you feel is necessary or important?
CAOs often have to make unpopular decisions that can be met with resistance. Interviewers want to know you can communicate persuasively, address concerns tactfully, and secure stakeholder buy-in when implementing critical changes. Share your strategies for managing conflict and overcoming resistance.
Sample Answer: Implementing academic changes, even necessary ones, can be challenging when facing resistance. My approach is to first understand objections and the root causes behind them. I arrange forums where concerns can be voiced transparently. Next, I present a clear case, backed by research and data, for why the change is crucial for students or the institution overall. I’m always willing to adjust aspects of the plan to address valid concerns while preserving the overall goal. When opposition remains, I propose piloting the change with a small group to allow resistors to observe the impact firsthand, which often alleviates anxieties. Maintaining open communication and providing ongoing evidence of positive outcomes are key to overcoming resistance.
4. How would you handle a situation where a faculty member is not meeting expectations?
The CAO must uphold standards among faculty. This question reveals your conflict management style and ability to make tough calls when needed. Share how you’d work to improve the employee’s performance while being fair and keeping the institution’s best interests in mind.
Sample Answer: If a faculty member is struggling, I would first meet with them one-on-one to understand the situation. Perhaps they need more training or resources. If poor performance continues, I would establish clear expectations and deadlines for improvement. Next, I would ensure the appropriate department heads work closely with the instructor to provide coaching and monitor progress. If there is no improvement after a reasonable time period, disciplinary procedures would begin, per institutional policy. However, I always make determinations based on fair, well-documented evidence, and provide opportunities for the faculty member to respond to concerns. While upholding standards is crucial, I balance this with understanding when handling these sensitive situations.
5. How do you typically foster innovation within an academic institution?
CAOs spearhead innovation that enhances learning. Interviewers want to know you can cultivate creativity and forward-thinking among faculty and staff. Discuss strategies like rewards programs, communities of practice, sabbaticals, or professional development.
Sample Answer: To drive innovation, I promote a culture that embraces creativity, new ideas, and healthy risk-taking. One strategy is hosting regular brainstorming workshops where cross-functional staff can exchange ideas for enhancing academics and the student experience. I also make sure innovative achievements are recognized and celebrated publicly. During faculty reviews, I look for demonstrated curiosity and creative thinking. I encourage sabbaticals that provide immersive professional development opportunities related to new methodologies. Funding faculty grants for piloting inventive teaching approaches is another tactic I leverage to spark innovation. With these initiatives, combined with leading by example, I aim to make innovation a collective responsibility institution-wide.
Academic Leadership
Expect questions that assess your experience and approach in key areas of responsibility for the CAO role, including curriculum, faculty management, and student outcomes.
6. Walk me through your approach to developing or revising an academic program or curriculum.
This reveals your process for designing effective, up-to-date academic programming. Discuss how you determine needs, set goals and requirements, benchmark, implement changes, train faculty, and measure success.
Sample Answer: When developing a new program or revising a curriculum, I take a systematic, collaborative approach. First, I spearhead a needs assessment by examining institutional data and trends, gathering input from faculty and students, and benchmarking peer institution offerings. Next, I work with academic leaders and faculty to establish program goals, requirements, and learning objectives aligned to student and workforce needs. We utilize backwards design to develop the program structure, course content, and assessments. Before launch, I ensure all faculty receive extensive training on the new curriculum and pedagogy. Post-implementation, student surveys and performance data are analyzed to gauge program effectiveness and identify improvement areas. I also establish an advisory council of employers and alumni to provide ongoing feedback. This comprehensive process allows us to build quality, relevant programming.
7. How would you go about recruiting, hiring and retaining excellent faculty members?
This question reveals your knowledge of talent acquisition and retention strategies. Discuss sourcing methods, your hiring process, and techniques to keep top faculty engaged.
Sample Answer: Attracting and retaining high-caliber faculty is a top priority for me. To recruit faculty, I leverage sourcing channels like academic associations, conferences, social media outreach, and employee referrals. During hiring, I ensure candidates deliver a sample lecture and meet with students and faculty, beyond standard interviews. I assess teaching skills, expertise, and cultural fit. I strive for diversity in all hiring. To retain top talent, I advocate for competitive pay and benefits. I also nurture development through mentor programs, sabbaticals, and conferences. Faculty are encouraged to innovate and provide input on academic matters. Recognition programs and funds for special projects also boost engagement. By making faculty integral to the institution’s success, I’m able to build and retain a stellar academic team.
8. How would you handle a situation where a student has an issue or concern with a faculty member?
CAOs must resolve issues diplomatically while being fair to both students and faculty. Discuss your conflict resolution process while demonstrating student-centered thinking.
Sample Answer: If a student has an issue with a faculty member, I first meet with the student to understand their perspective and ensure they feel heard. I then discuss the situation with the instructor to get their side. With both viewpoints in mind, I mediate a discussion where they can express their concerns and work towards a resolution. If needed, I implement an action plan addressing the root cause – perhaps additional training for the faculty member or learning accommodations for the student. However, my goal is always a win-win outcome built on mutual understanding. I also stress keeping communication channels open. Maintaining a professional, student-centered approach allows me to resolve faculty-student conflicts effectively.
9. How do you ensure teaching quality and consistency across the various academic departments or programs?
The CAO must develop strategies and systems to uphold strong instruction across all disciplines and courses. Discuss techniques like assessments, training,
You might instead consider…
- I saw that you are trying to reach [goal] after carefully reading your strategic plan.
- In this role, the most important national and global policy issues are [name them].
- These are the opportunities arising from above
- These are the threats / considerations
- This is what I have experienced and achieved previously
- Here are some [amazing chances/changes] I could bring to [this role].
- I know how to make and use strategy because, for example [specific example of a strategic innovation; role on strategic committee, actions and results]
What not to say….
- I always wanted to live in [insert college location, mentioning that my last school was close to Byron Bay, which is why I came here]
- I need to get away from my current institution
- At the place where I work right now, there are some real issues.
- I see this as the perfect stepping-stone to [ultimate job]. “Too ambitious” and “won’t stay” are already being said by the interview panel, even if it is true.
- Because I didn’t get a promotion
- There is a reason I didn’t get a job at the better school up the road.
- I hate my boss
Our Chief Academic Officer Answers Your Questions
FAQ
What questions to ask a CAO in an interview?
How do I prepare for a COO interview?
What are the duties of a chief academic officer?
How to prepare for Chief People Officer interview?
What questions do you ask a Chief Academic Officer?
The interviewer may ask this question to learn more about your experience working with a group of employees. As chief academic officer, you will likely work closely with teachers’ unions and their members. In your answer, explain how you plan to collaborate with the union to achieve goals for students.
Why does a chief academic officer ask a standardized test?
The interviewer may ask this question to see if you are familiar with the standards of their state or country. This is because many chief academic officers need to be aware of what students in their district are learning and how they’re performing on standardized tests.
What does a Chief Academic Officer DO?
As a Chief Academic Officer, you’re expected to foster an environment of honesty, trust, fairness, respect, and responsibility. Your ability to articulate strategies that promote these values indicates your level of commitment to maintaining high academic standards. Example: “Promoting academic integrity requires a multi-faceted approach.
What degree does a Chief Academic Officer have?
Education: A Chief Academic Officer typically holds an advanced degree, with a significant portion possessing a Master’s or Doctoral Degree. Relevant fields of study include Education Leadership, Curriculum Development, or Educational Administration.
