Last month, this space was used to comment on the beginning of the University's presidential search process. That editorial outlined some of the qualities that the University's eighth president should exhibit, with a particular focus on the financial aspects of the position. In the weeks since, the Special Committee on the Nomination of a President has hosted four public forums to gather student, faculty and staff input. The final forum to be held on Grounds will be this Saturday; a sixth will take place September 29 at the University's College at Wise.
Forum attendees thus far have mostly expressed interest in specific initiatives or raised concerns about single issues. Student participants, for instance, spoke about diversity issues, sexual abuse prevention and the need for more professors in the University's science departments. Faculty speakers zeroed in on recruiting and retaining top-caliber professors, but also mentioned extrinsic issues like globalization and how it will impact the University.
Some participants offered a more holistic perspective. One graduate student talked about the preservation of student self-governance and the need for the next president to understand and respect the boundaries of his position. More broadly, one assistant dean said the Committee's final choice "must always at heart be committed to the pursuit of knowledge."
One area that could probably use more attention is the preferred managing style of President John T. Casteen, III's successor. Although specific issues like diversity should be prioritized by the next administration, they have only limited value in helping the Committee differentiate among candidates. The role a prospective president sees for himself in the University community, however, can be an extremely useful guide for finding the best match. No matter how important a particular project may be to the next president, his ability to optimize the University's resources will ultimately decide his success as a leader.
Although selecting a carbon copy of Casteen would be neither possible nor desirable, several aspects of his administrative model should be replicated. During his tenure, Casteen has demonstrated an avoidance of micromanagement, a commitment to installing qualified professionals in high-level positions and a willingness to empower his colleagues and entrust them with real decision-making responsibilities. Some of these capable individuals include Provost Arthur Garson, Dean of Students Allen Groves, Chief Students Affairs Officer Patricia Lampkin, Senior Vice President for Development and Public Affairs Robert Sweeney, Chief Financial Officer Yoke San Reynolds, and Chief Operations Officer Leonard Sandridge. Many other members of Casteen's administration have demonstrated equally sound judgment and competency in their positions.
The next president need not be a "hands-off" delegator, but he should recognize that there are certain tasks a president is best suited for, and dedicate his energy and talents to those matters. As the Committee starts evaluating its applicant pool in the coming months, it must decide what kind of leader makes the most sense for the University. Projects and specific goals are important, but carry no weight unless the person in charge knows how to manage them.
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