Εδώ - Anatolia College

66 Institutional Governance and the Trustees of Anatolia College
In view of the current initiatives led by President Giesecke, the time is right for
the Board to commit itself to a program of reinvigoration and renewal, particularly
as Greece embarks on fundamental and broad societal review, including educational
reform.” (annotations to r.)
22. listing based on author’s review and reading of the anatolia Board of
trustees directory with his advance apologies for under-stating the talents of his
colleagues at www.anatolia.edu.gr. honorary, emeriti, and non-trustee committee
members are not included. It is only appropriate to add that parenting and mentoring
experience is not in short supply.
23. the esprit de corps was expressed in May 2011 by antonis Kamaras (’83)
in his interview with the author following his resignation as an anatolia trustee
(2005-2010) to join Mayor Boutaris’ team.
“I served as a Trustee of the Board of Anatolia for nearly as much time as I
spent as a student at the High School and I can say that I acquired, as a Trustee,
an education as valuable as the one that I did as a student. An education on how,
through civility and process, a group of men and women can achieve over time
great things together. An education that Europeans have been having at least since
De Toqueville noted, after his travels in the United States, the American genius
for civic action and collectively undertaken enterprise.
As a Trustee of the Board of Anatolia you learn to attain a delicate balance
which involves as much the disciplining of your ego as expressing and fighting
for those aims that you personally believe are in the best interest of the School.
You learn this because the Board rewards exactly this combination. It demands the
personal contribution of every Trustee, but it also expects that this contribution will
be realised in such a way so as not to destabilise the collective spirit of the Board.
From a longer term perspective you learn that this combination, even when it
involves good as opposed to perfect choices, is the most desirable for the overall
direction of Anatolia. It is the most desirable combination because, in this way,
the Board keeps itself in being as a group of people with diverse and complementary
experiences and perspectives - and Anatolia, due to the complexity of its mission,
needs to be served by such a group of people. It is also the most desirable
combination because such a group of people needs to enjoy continuity and cohesion
if it is to address the always long term mission of an organisation such as
Anatolia. In the same spirit, when significant decisions are taken for the future of