I’ve served on dozens of search committees at all levels in higher-ed. When interviewing candidates for any type of leadership or administrative position (department chair, dean, provost, vice-president, president), the committees are often large and each member has the opportunity to ask only one question.

The same questions tend to recur:

“What’s your vision?”
“How do you make decisions?”
“Why do you want this job?”
“How do you deal with the challenges?”
“How do you manage conflict?”

These common queries are indeed important. But the candidates’ answers to them mean little if they don’t have a good answer to my question:

“Do you reliably answer your email?”

Higher Ed’s communication currency is email. We rely on it to share, request, and collect information. When you work for a leader who responds to your email promptly and reliably, you have access to the information and answers you need.

You similarly can inform your leader of things they need to know. All of that breaks down when you’re working with a leader who lets their email pile up. You can’t respond to others who are awaiting important information from you. You can’t implement decisions and initiatives that require your supervisor’s approval. Your own ability to do your job becomes compromised. Frustration ensues.

The “do you answer your email?” question often strikes committee members as trite and a waste of a question opportunity. I disagree. Knowing that I can rely on my leaders to stay in communication with me creates a solid foundation for our professional relationship. All the vision, intelligence, and creativity in the world mean little if a leader is not reliably in contact with colleagues.