Business Black Box

11 QUESTIONS
[1] What was your first job?
For my first job, as a kid I carried out cases of soda pop
for customers at my dad’s pop shop in Warren, Michigan. I’d
carry a wooded case of 24 twelve-ounce bottles of pop and
get tips. A quarter or 50 cents was huge. And during holidays
like the Fourth of July, I could make $25 in tips. A fortune.
[2] What are some of the skills you developed
early, that you’ve found essential now?
I think the most important skill is to sit back and listen to what
people have to say, and to model civility. It is not often that
people all agree on the same thing at the same time. Creating
conditions for people to hear each other, respect various
perspectives and to engage in a civil dialogue, recognizing that
everyone is after the same thing—the best for the institution—
has been an important lesson and operating principle for me.
[3] What vision do you promote for your
staff, and how do you get them to tap into it?
Higher education institutions are unique in their commitment
to shared governance. Everyone I talk to feels a deep sense of
commitment and loyalty to Wofford. So, several things come
to mind. Invest the community in the creation of a vision of
Wofford, listen to them and their aspirations, create channels
of communication through shared governance, and be direct
with everyone—trust them as I want to be trusted.
[4] What’s your most difficult responsibility,
and how do you deal with it?
I think the most significant responsibility that one has leading
an organization is responsibility for all those who work for the
organization. Decisions that one makes impact the livelihood of
others, so they—decisions—individually and collectively must be
made with great care. Importantly, decisions that advance the best
interest and mission of the institution, educating and transforming
the lives of young women and men, will most effectively ensure
and sustain all of those associated with the institution.
[5] What do you struggle with?
I am not sure “struggle” is the right word, but a great
challenge at the moment is managing time and tasks. There is
good reason to use a phrase like “drinking water from a fire
hose” when starting a new position. There is a lot to learn,
and one must pace oneself and understand that there is time
enough ahead to do the things that one wants and feels need
to be done.
[6] What is one of your favorite hobbies?
I enjoy cooking. It is relaxing, creative, it involves a variety
of skills, and I can realize great fulfilment in eating the end
result… assuming it turns out well.
[7] What was your biggest failure as a
professional and how did you recover?
I think a better approach is to reflect on learning opportunities
I have had. For example, early in my administrative career I
can think of a decision or two that was made quickly, perhaps
too quickly. Ultimately, I believe the decisions were right,
but I probably could have laid the groundwork a little better.
Now when you make a mistake, I believe it is necessary to
acknowledge it, take ownership, and change direction. No one
benefits from heading down the wrong road.
[8] If you could be in any career other than
academics, what would it be and why?
This may sound corny, but I am a great football fan. I’d love
to coach. But it is much easier to be an armchair coach….
[9] What is one challenge you are currently
working to overcome?
The opportunity before us at Wofford is to harness the energy
and enthusiasm to take a great institution to even greater
heights. Mobilizing students, faculty, staff, administrators,
alumni and friends of the college to imagine what Wofford can
be in the future is an opportunity that does not come around
often. When it does, we must take advantage of the moment.
[10] What is your vision for Wofford College?
Wofford will distinguish itself as an institution defined by
excellence in all of its dimensions—from the curricular and
co-curricular learning that students will experience, to the
support and services provided by members of the community.
And Wofford will distinguish itself as an institution that
truly transforms the lives of students, creating for them new
horizons of ideas and opportunities in their lives that they
never before imagined possible when they arrived.
[11] You have extensive background in
international relations, especially regarding
the Middle East. What is the one thing you
want people to understand about our current
international standings in the world?
I think it is important to realize that no matter what we
may think and feel about our place in the world, American
leadership has been complex and at times contradictory.
The impact of our role in the world has often been felt
and perceived by people whose experiences and history is
considerably different than our own. We would benefit from
putting ourselves in the position of others, to understand their
perceptions, hopes and dreams, which more often than we
might imagine are closely aligned with our own. We should
never forget that the U.S. is the most powerful nation in
the world, and so every interaction, every policy, around the
world is defined by an unequal power relationship between
us and others.
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Q4 2013 // Business Black Box
91