When Susan Albertine accepted the position of vice provost for undergraduate studies at Temple University, she gave up the security of tenure to take a “leadership position that I thought was very compelling. It was a risk worth taking.” When a new president came on board, however, she and her colleagues were informed that they would be let go. They were not altogether surprised. The president had reorganized his previous institution, and the practice is not uncommon. “He wanted his own people, his own organization. In my case, it wasn’t a matter of direct conflict or any sense that I was held to be less than competent in what I was doing. I was just not his choice, and I don’t think I would have worked well with him either,” Albertine says.