In response to increasing financial pressures, Oakland Community College instituted a policy in the 1970s to reduce the number of college administrators as a means of saving staff costs. While student enrollments increased from 11,700 in 1970 to 24,000 in 1980, the number of administrators fell from 84 to 32. This reduction was realized through the consolidation of job functions, a commitment not to fill jobs which were vacated, and a policy of eliminating services to the college and community that could not be justified financially. This policy, termed rational retrenchment, can be successfully implemented at other colleges if certain measures are taken, for example: (1) presidential and top-level leadership must formulate a rational plan of reduction; (2) a communication network within the institution must incorporate multiple means of informing staff of changes; (3) a strong, efficient, and effective personnel office must be developed to coordinate changes; (4) for larger institutions, a comprehensive computer services department is essential; (5) a training plan for utilizing support staff in positions previously held by administrators should be developed; and (6) an atmosphere should be created for promoting change in a climate of trust and openness. The element that should be guarded against in a policy of rational retrenchment is "leader burnout" arising from overwork. This can be minimized if executive leaders monitor their colleagues' welfare on a regular basis. (HB)