Another cycle is about to be repeated at the University of Tennessee: the selection of a system president.
Luck has not been with UT, as six men have held the president's position over 11 years. The average time in office for a UT president is less than two years, and when John Petersen, the last full-time chief executive, left the post after five years, the five others had spent on average slightly more than 12 months in office.
As the board of trustees prepares to launch its next selection process, there are two repeated themes.
First, that having to conduct the search in public hampers the candidate pool. One can only imagine how much better the past 11 years would have been if the choices had been made outside of public scrutiny.
Second, that homegrown is better. The failed presidencies at UT have not resulted from the presidents being outsiders. In fact the outsiders have been hampered by decades of deep-seated resentment toward anyone who believes all good things do not emanate from Knoxville. Long gone are the glory days of the Big Orange fleet of airplanes flying to Nashville to teach state lawmakers about higher education. The problems at UT and the inability to recruit and retain a president are not traceable to the fact that the person did not live in the state, is not a Knoxville alum, failed to attend Big Orange football games or does not know the words to "Rocky Top."
(Note: See Lane Kiffin file -- sorry, he wasn't the president, merely a head football coach.)
With the board of trustees developing a recruitment plan in June for an October selection, it is appropriate to share some thoughts on the process.
If the UT presidential search were a baseball game, the three strikes, you're out already occurred. The other team would be at bat. But there was a version of the game played years ago on sandlots where a stand-in could ask for the third strike.
Step in but watch the curve ball.
Since a search firm will be hired, knock off the list the firm that has been used for the past three choices. Build in a performance requirement, and if the next president survives only a few years, require the search firm to return a portion of its payment.
A reason offered for the delay in the search is the higher
education reforms. A small trustee group and perhaps the search firm may find a session with Gov. Bredesen beneficial to understand future expectations. Both groups may realize that someone who is "closer to home who knows the ins and outs of the unique UT system" may not possess the breadth of knowledge to create a top 10 research institution in Knoxville and a top-tier system across the state that increases the state's number of college graduates.
On the surface there may be some awkwardness in having a few of the board interview the titular head of the board. But Gov. Bredesen has not shown an unwillingness to state his position, and if there is one place that is needed, it is in defining the expectations for the next UT president.
At least one lesson has been learned.
The spouse of the president (male or female) should be included in the consideration. Similar to Bill and Hillary Clinton, you receive two for the selection of one.
Then there is the issue of the job description.
Does the president need to be steeped in academic research and understand the ins and outs of the antiquated tenure system? Or should the president have traits that resemble a corporate chief executive officer who knows how to manage a business (a college is one), has exceptional leadership skills, and knows how to hire the right people to fulfill the academic mission of a statewide system? Or some combination of both.
The struggle continues between the academic purists and those who advocate for more business acumen. After a series of failed attempts, perhaps it is time for a change or at least a reconsideration.
A potential job description might include a vision to adapt new approaches to improve education in Tennessee with UT. Creating an environment that encourages educational excellence and rewards entrepreneurial approaches to teaching. That identifies the keys to successfully attaining national stature and statewide leadership. That creates opportunities for financial support that encourages intellectual expansion. That sets the tone for leadership, achievable goals and standards of ethical behavior and recruits the best and brightest students, faculties, administrators and backers.
A lot of accountability will go a long way, and that comes from more than whether someone is homegrown or recognizes shades of orange.
To reach Tom Griscom, call 423-757-6472 or e-mail tgriscom@timesfreepress.com.