COLLEGE AND UNIVERSITY administrators simply can't be everywhere at all times, ensuring the right things are said and done. We need help from the troops in promoting the institution's brand, and that requires keeping employees well informed. At St. Edward's University in Austin, Texas, we subscribe to the "everything speaks" model. Everything on campus-from the smile on the receptionist's face and the bright flowers lining the walkway, to the cleanliness of cafeteria utensils and the maze of phone loops-says something about your institution.
AS A UNIVERSITY PRESIDENT who happens to be a clinical social worker and has worked on college campuses for the past 25 years, I would like to share some thoughts with fellow presidents and campus administrators in light of the Virginia Tech tragedy.
The global competition for skills and jobs is escalating, especially in computer science, math, and engineering. According to the Council on Competitiveness, about 70,000 of the one million U.S. college graduates each year earn engineering degrees. China and India produce 6.4 million graduates a year, nearly one million of which are in engineering.
Little did I know that, when I received my acceptance letter from Western Michigan University on October 21, 1989, as a 17-year-old, there would be more to this letter than just my welcome into college.
Past performance is no guarantee of future results. This rule applies as easily to schools wanting to ensure a thriving future as it does to mutual funds. It also reflects a principle that spurred a complete, five-year rebranding effort at Chicago's Harrington College of Design.
I arrived in New Orleans last summer as only the ninth president of Dillard University, one of America's oldest historically black colleges. I could not imagine that, two months later, my campus would be under eight feet of water and my students relocated to institutions all over the country.