Michael E. Engh, S.J., President
Santa Clara University
California Mission Room
19 November 2009
The President I Strive to Be
Thank you for the introduction. And thank you for the many gracious welcomes since my arrival. One stands out: In El Salvador, it was el mero mero.
I appreciate your invitation to address the leadership in training for the University.
The University owes you an immense debt for your hard work, your dedication, your concern for campus life and the well-being of students and colleagues. Your efforts, your concern, your talents, and training – they reassure people that capable leaders, learning leaders, are in charge.
Upon arriving at Santa Clara 11 months ago, certain friends and acquaintances provided me books on leadership. The First 90 Days, Heroic Leadership, and The Legacy of a Leader come to mind. Perhaps you have had the same experience: well-meaning people whose gifts unconsciously suggest that you may not have one whit of a sense of how to do your job!
As you heard, prior to my arrival here, I served five years as the dean of the College of Liberal Arts at Loyola Marymount University with an office staff of 10, 150 full-time faculty, 90 more part-time faculty, and 1,800 students. I also spent two years in residence at an inner-city parish in east Los Angeles, where I assisted with Masses and the work of this activist parish.
Prior to that, for six years I served as rector of the Jesuit Community at LMU, where 50 Jesuits resided, and a 24/7 infirmary served elderly or ill Jesuits from Southern California. The college was easier to lead than the Jesuits, even with a vow of obedience!
Each of these different leadership roles brought different responsibilities. What they required in common were certain traits of leadership I wish to share with you. I begin by giving you some examples of leaders.
Examples of Leaders
Francis of Assisi was a charismatic person who communicated through his personality, his actions, and his words a message so timely that it stirred people’s interest, inspired their generous response, and held their allegiance. He knew his followers, gave them nicknames, and drew upon their talents. Francis animated the friars who flocked to the new order, and led them through incredible growth in numbers. Stories about him proliferated: as a singer, as a person generous to a fault, and as one willing to be perceived a fool. He preached and lived peace. His love of nature and animals has since earned him the renown as patron saint of the modern environmental movement.
AND – he was a terrible administrator. He was so disorganized that another took his place.
Administrative skills define another kind of leader – a leader who can meet a budget, secure resources and donations, supply goods and services in a timely manner, and manage a project or an institution. These skills inspire confidence, reliability, and a sense of security that the leader knows what he or she is doing.
Barack Obama: A modern example of a leader is Barack Obama – a charismatic speaker, world traveler, and international celebrity. He is one attuned to the public limelight and the stage. He knows how to work crowds and convey his message of hope and optimism. How effective will he be? We do not know yet. He may succeed in Congress. At present, however, he has the attention of the world and the support of millions of our fellow citizens.
Dalai Lama is a modern leader of another kind – a moral leader without a country or a corporation, yet immensely respected for his personal integrity and pursuit of peace. He preaches a message of non-violence, of respect for fellow human beings, of human rights for those suffering injustice. Intelligent and astute, he leads by an example of simple living and by preaching his message of peace.
Qualities of Leadership
Keeping in mind these different styles of leading, let me offer reflections that are closer to our own experience; reflections on qualities that have served me well in my life.
1. Vision. In every position I have held, people expected me to have a vision of what I wanted to accomplish and what I needed to accomplish that goal. When interviewing for this position, I was asked, “What is your vision of Santa Clara in 10 years?” People expect that from us as leaders. People want us to appeal to their idealism, to their better side. They want to be proud of their leader. They are proud of their work, and seek a leader that shares this pride
I have seen repeatedly that people are willing to sacrifice to attain shared goals. They will go the extra mile. People who work in higher education institutions are usually people who possess certain ideals and values. They like young people and believe in the power of education. They contribute to the improvement of society by their contributions to the educational enterprise, and should be recognized for their altruism.
They also should be stirred to action, and continually reminded of the educational mission at hand. That means that decisions need to be explained as mission-driven and rooted in the common goals we share. People need to see the connection between what they are asked to do and what the organization is attempting to accomplish.
2. As the leader, I have to be the one who keeps an eye on the bigger picture. I have to communicate concern for every player, every participant. I also have to understand the details, but work at the macro level. For me, the listening sessions many of you attended in the past two quarters provided invaluable information. These gatherings allowed me to hear how this institution functions at its many levels. Because I cannot walk the halls as much as I would like and see where people work, the sessions allowed us to meet over coffee. With full staffing in my office now, I have resumed gatherings, but as morning or afternoon coffees.
My style is to delegate responsibility, support people, provide resources, back them up, and hold them accountable.
One of my goals is to empower people to develop to their fullest potential and create new leaders wherever possible. I encourage professional development by sending people to conferences and workshops. I had to do the same, and now model for the staff my belief in the value of such enrichment and development. I must keep in mind the goals of the year, the priorities we have set for ourselves, and remind people of what we set out to accomplish.
3. Budget Management. One veteran vice president of finance once told me when I was dean, “No margin, no mission.” Without a margin of profit, we are crippled in what we have set out to accomplish. Without that margin of profit, we cannot attain our educational goals. We must understand finances, or find people who do. In Luke 9, Jesus sends the disciples out with no purse or belt, telling them to accept whatever is given. I smile when I read this. This works well for certain individuals of faith, but can be almost impossible for complex organizations, like a university!
I am not ruling out Providence – God has been good to us. God gave us minds and intelligence so that we can serve more people in a sustained manner, and provide workers with on-time salaries and benefits.
One classmate from the Novitiate, Fr. Greg Boyle, works with youth at risk. Homeboy Industries serves hundreds of ex-gang members trying to turn their lives around. The repeated crisis situations try the patience of his chief financial officer. It is a tough operation when it depends on foundations, government grants, and charity. They missed meeting payroll twice this summer, even after layoffs. They work hard, and they think hard, to keep the doors open.
My words of wisdom to you when it comes to budget management: Manage your finances; study income and expenses; and understand investments. If you do not, find someone who does – someone who is trustworthy, respected, capable, and honest.
4. Set a good example for your staff. I presume that we all act in a professional demeanor, follow HR regulations and the law, and treat people with respect. We never lose our tempers, or cut corners, and we always smile! Model good leadership for others to trust and to emulate. Show your appreciation for a job well done, particularly in these tough economic times. I shall never forget how much simple hand-written thank you notes were so prized by staff and faculty, taped on their computers or displayed in their bookcases.
One old dean impressed me with his efforts to recognize faculty achievements. When a faculty member published a new book, he would tell that person, “take your spouse to dinner and send me the bill.” This week, Dean Atom Yee hosted a scholarly achievement recognition reception. A senior faculty member wrote that it was the first time he had ever been publically honored for his scholarship. The point I wish to make is that we can all find ways in our various positions to recognize the accomplishments of our staff and colleagues.
Pay attention to morale. I learned that a dean’s office staff works hard. One summer, we had several special projects given to us “from the folks on high,” in addition to our regular work. After weeks of dedicated labor, I noticed the staff dragging and getting snappish with one another. I announced that the next day we would close the office at 3 p.m. for “Staff Development.” I asked a few people to bring in various items, and we had margaritas and snacks. This was repeated a month later as “Margarita Monday,” which led to “Waffle Wednesday.” I first got the idea from one of the long-time administrative assistants who served 35 years as secretary for the Dean of Men. On Fridays, they closed the office at 4 p.m. and found a suitable beverage to adjust their attitudes. Her remembrance: “They did not pay us much, but we sure had fun.”
- When you model care as a leader and you show concern for hard workers, they respond.
- You also model care for your staff when you hold people accountable for their work. This means setting down in writing clear expectations for your staff; following all steps of verbal warning when necessary; and writing up a person for shortcomings after they have been warned. Warnings can lead to termination; but often, this is a relief for the rest of the staff.
- By the way that you care for yourself, you model how others should take care of themselves. Take that day off to which you are entitled. “Mental health days” for hard workers are important signals to the staff that the boss is in touch with her or his needs. Being in touch reassures the staff that you will also be aware of and sensitive to their needs, so that they can care for themselves.
5. Finally, each job drove me to prayer. I needed God for peace of mind, for comfort, for reflection. I drew strength for the call to be a servant, to serve the needs of those entrusted to my care. I have come to believe strongly in the “grace of office.” God gives us what we need, particularly in the direst of circumstances. The patience, the right words, the extra ounce of energy or compassion – they will be there when we need them, if we are attentive and aware.
Thank you for your ear today. Let me close by sharing a few resources that have helped me in my vocation as a priest, educator, and administrator.
- “More Than a Desk Job: The Spirituality of Administration,” Ann M. Garrido, America (6 July 2009), 22-24. Discusses four points: Greatness of vision, Love Blindly, Courage, and Embrace Death (Dying a thousand deaths for the good of the whole. Death to ego. Die to control).
- "Experience Based Leadership and Management Principles," Frank A. Campanella (1996). A dozen principles of leadership and management, a list that has helped me in developing my approach to leadership.