This book invites readers to contemplate careers in administrative leadership. Drawing from knowledge acquired as president of Kansas State University, and from his multifarious experiences at other universities and in government service, the author takes the reader through the cycle of a presidency--from the decision to apply, to life after resignation. This book responds to questions the reader should ask, such as: (1) How are 21st-century state universities perceived? (2) How would one fit into a specific university and its leadership position? (3) What should one expect in the selection process? and (4) What should one be sure to know--about the university's programs, key people, money, priorities? There are many other issues the reader will need to deal with once appointed and these are addressed here too. Among the topics covered are critical first steps, and when, where, and how to take them; steps the appointing authority or one's predecessor can take that will help ease the transition; and other issues one will surely face. The book explores management concepts and practices specifically applicable to universities, offers examples that will help the reader prepare, and outlines the relationships that are most critical to success--and how one keeps them positive and helpful. Equally important, it explains where state university money comes from, and in what proportions, as well as ways to manage those sources to get needed funds. Finally, it covers ways in which one can handle a demanding management job and still enjoy good family relationships and good health. Following a foreword by Harold Wechsler; and a preface, this book is divided into the following nine parts: (1) Perspectives; (2) The Knowledge Base; (3) Early Actions; (4) The Management Function; (5) Sectors and Issues; (6) Focus on Funding; (7) Tending Relationships; (8) Tending Yourself; (9) The Closing Acts. A list of additional readings; and an index are also included. (Contains 34 endnotes.)