What is The Leadership Initiative, and how did you come to work there?

The Leadership Initiative resides in the Office of the Provost. Through Public Partnership and Outreach (PPO), the office serves the land grant mission of Texas A&M University by providing services that establish and support partnerships between the University and its stakeholders. This includes on- and off-campus groups, faculty, administrators, local and regional communities, international peer institutions, industry, former students, and faculty. The University’s purpose statement is “to develop leaders of character dedicated to serving the greater good.” 

Though numerous opportunities exist for students to participate in leadership-related activities, the Provost created the Initiative with the goal of being deliberate in the academic focus of leadership throughout the undergraduate curriculum. This resulted in the creation of a university-level leadership minor that provides students the skills and knowledge needed to become leaders. Successful completion of the minor’s requirements requires the student to demonstrate the ability to apply ethical frameworks to varied settings and situations, respect others, and do what is right even if it is more difficult.

What does an average day look like for you?

Initially an average day meant bringing together the relevant parts of the university’s academic community to create a learning outcome and measurable minor that would gain faculty senate approval. Since then, an average day requires increasing awareness of the minor’s availability to students, faculty advisors, departments and colleges of the university. This often also includes outreach to numerous student organizations on campus where students already are engaged in leadership and service activities to market the minor. The end of the curriculum requires a three-hour capstone experience that requires a leadership practicum which is coordinated through the Initiative. The PPO community engagement creates opportunities for students to complete this capstone experience.

How are you coping in the face of the COVID-19 pandemic?

As is the case with the rest of the world, coping with the challenges created by COVID-19 has impacted college student life, not only in terms of academic instruction delivery but also social distancing requirements limiting group activity. Fortunately, technology has helped fill the void.

What do you enjoy most about your current position?

I most enjoy having the opportunity to interact with college students. Their thirst for knowledge is palpable. Concepts such as improving critical thinking, coping with navigating change, engaging constructively in difficult dialogues, and developing an appreciation for inclusion, equity and social justice are but a few of the topics today’s college students face. Interacting with college students, especially undergraduates, on these levels is both satisfying and challenging.

Do you have any favorite memories of your time at Dentons?

I have many fond memories from my days at the firm. Having been involved in a leadership role during the firm’s geographical growth from 2004 to 2012, though not without difficulties was quite exciting. This was particularly true as we began to merge cultures. My years encompassed what had been a Chicago-based organization—Sonnenschein Nath and Rosenthal—with two offices in California, two in Missouri, New York City and Washington, DC, shifting to a global focus spurred by the union with our London-based counterparts creating SNR Denton. I returned to Texas just as we added our Canadian partners to the mix. The merger of these cultures while maintaining a client-focused commitment to service remains a fond memory. Most of all, relationships built with many former colleagues remain rewarding nearly a decade later.

Are there any aspects of working in a law firm that you miss?

The aspects of working in a law firm that I miss least are “working by the hour” and the annual end of the year collections process. There’s got to be a better way to run a railroad! It is a business model that may have outlasted its usefulness. Though it can be replicated in other environments, working with individuals who willingly became team members when we had to assimilate the necessary skill sets to meet a client’s needs was an aspect I enjoyed.

Do you have any advice you would give your younger self?

The advice I would give to my younger self—and advice I give to my older self—is to not be impatient but to take one step at a time. That means staying in the moment, improving and being aware of what’s going on around you. It is a constantly evolving process. The choices we make reveal the true nature of our character.