Elson S. Floyd, president of the University of Missouri system, will assume his role as the 10th president of Washington State University this summer. Floyd, 50, who will succeed President V. Lane Rawlins, plans to begin meeting with university and state officials in early February. To give faculty and staff a clearer picture of who Floyd is, WSU Today provides the following summary of a recent interview.
(Editor’s note: For a schedule of Floyd’s February visit see http://www.wsutoday.wsu.edu/completestory.asp?StoryID=3599. Details of his education and experience are listed at the bottom of this article.)
WSUT: You prefer to be referred to as Elson S. Floyd. What does the S stand for?
ESF: The S stands for Sylvester. My father, who passed away about eight years ago, is named Elson Floyd. So the S served to distinguish between the two of us.
WSUT: What did your father do for a living?
ESF: My father was a brick mason and my mother worked in a factory, and neither one of them graduated from high school. So, I count myself very, very fortunate in a lot of ways.
They had four sons and all of us graduated from college, and in my circumstance I went beyond that.
They had no real concept of what college meant, although they knew that college really did paint the path for growth and opportunities that they were not able to realize. And they inculcated that in all of us.
Floyd talks with WSU Regents and university representatives
WSUT: You have worked at the University of North Carolina, which has an enrollment of 183,000 students, and the UM with 63,000 students. Does a move to WSU, with a much smaller enrollment of 23,000, concern you?
ESF: The smaller enrollment doesn’t concern me at all. It really enables me to focus more keenly on the students, making sure that they have the best experience possible. I’m not at all concerned about the smaller student population.
WSUT: What draws you specifically to WSU?
ESF: Returning to Washington is very much a homecoming for me. (Floyd then referred to his previous positions with Eastern Washington University and the state’s Higher Education Coordinating Board.) …. So it is a place I am very familiar with. I have wonderful friends and colleagues here, and it’s one of the geographic regions of the country that I’ve always had a desire to return to, with the right opportunity. And to me, this is exactly the right opportunity.
There is so much growth that is occurring in Washington, especially in the western part of the state, and what we must and should do is to really focus on ways that Washington State University can be an economic driver for the growth and vitality of the state. That is going to be a significant priority and we’ll talk a lot about that (in the months ahead).
Agriculture continues to be a very strong part of the economy in the state and, because of WSU’s land grant responsibilities and obligations, we will play a significant role in that regard.
WSUT: How would you describe your management style?
ESF: Collaborative. I believe in forming very strong partnerships with colleagues with whom I work. I also believe in leadership by example, in that I won’t ask anyone to do anything that I wouldn’t do myself. And that makes me much more centered in terms of my work, engagement and association with my colleagues.
WSUT: At the University of Missouri, your top priorities were stated as accessibility, affordability and accountability…
ESF: Yes, and those will continue to be priorities (at WSU) and, I think, they must be global priorities for education in general. We will focus a lot on accessibility, accountability and affordability in all that we do.
But the other part that I will talk to my colleagues and others in Washington state about is economic development, economic vitality and growth. I want to make sure we’re doing everything we can to help fuel the vibrant economy of Washington state.… This will not be at the expense of teaching, research, service and outreach at the university. But we must be a full and complete partner with the governor and other stakeholders in adding to the economic vitality of the state.
WSUT: Regarding accessibility and affordability — one of your major priorities at UM has been keeping the cost of tuition down. Do you see yourself addressing that issue at WSU? And, how would you weigh that issue?
ESF: We always have to think about the relationship between tuition and state appropriated dollars .… We need to do all that we can to keep the cost of education affordable and within the reach of students and parents. And that will be a significant priority.
One way to help achieve that is to be as efficient as possible in everything we do. We will never be wasteful of the resources entrusted to us by the citizens of Washington. And we’re going to do that through the highest quality academic programs imaginable.
WSUT: At the UM, in order to keep tuition costs down, you instituted some major cuts in administration and staff at the system level. Although it’s always unpleasant to make cuts, looking back, would you do that again at the UM?
ESF: Absolutely, absolutely. We had to reduce our administration in order to keep our tuition as low as we possibly could, and we’ve done that in a very efficient way. I believe we have not lost any administrative productivity. If I were to continue here, there is probably not much more from an efficiency standpoint that I could glean from that. But, yes, we fundamentally had to do it based on the economy of Missouri and some of the other expectations associated with the university.
It would be premature to say that I would make administrative cuts at WSU. I have no way of knowing at this point in time if that is an approach we need to take. Those types of decisions will occur over time based upon consultation and very thoughtful review of the administrative structure of the university.
WSUT: Given recent interviews during the presidential search process, what do you perceive as your assigned priorities as set out by the Board of Regents?
ESF: I’m going to spend quite a bit of time over the coming months talking with various constituent groups …. I want to get a better sense from them in terms of priorities and expectations of me, and where this university needs to go. There is no doubt that the strategic plan developed by President Rawlins is a very solid and strong plan. We will continue to implement that plan with an even greater focus on globalization.
Secondarily we will continue a robust pursuit of research, especially at the graduate and professional level.
WSUT: Given the interview process you just went through, do you see your focus at WSU as being more of an internal or external management president?
ESF: It’s going to be a combination of both. If I had to lean one way or the other, it will be much more external. The way WSU is organized, there is a provost and executive vice president. The role of the provost is to handle internal university matters. That will free up my time to focus primarily on external related issues — alumni relations, legislative affairs in the state as well as in Washington, D.C., and obviously fund raising is a significant part of any president’s portfolio.
WSUT: As is true of most colleges nat
ionwide, one of WSU’s goals is to increase diversity among faculty, staff and students. The 2002-2006 enrollment statistics at UM show an advancement in that regard. Given your experience at UM, are there any strategies you would suggest that might be helpful at WSU?
ESF: I am very proud of the progress WSU has made in this regard, but there is always room to grow. We must make sure the institutional environment is open and receptive to people of diverse backgrounds. Thus, an environmental scan would be helpful in determining the overall climate. We need to find appropriate ways to recruit and retain faculty, students and staff throughout the university. If the overall climate is welcoming, then everyone will benefit. Additionally, we must find ways to hire the graduates we have educated to meet our diversity standards. I will have some specific ideas in this regard to discuss with the faculty upon my arrival.
WSUT: There’s an old philosophy that says, “If you’re not making mistakes, you’re not taking risks, and that means you’re not going anywhere.” …. What do you see as being two or three of the biggest challenges or mistakes that have confronted you as an executive and what did you learn from them?
ESF: If I were to look back at my administrative career, I’d say I need to understand patience a bit more. I tend to come in with a very robust agenda and wanting to accomplish that in the shortest amount of time. But I need to perhaps slow the pace a bit more.
And as I look back on my time here in Missouri, I should have exercised a bit more patience. I arrived here at a very difficult time in which finances and resources were at their lowest point for the state, and obviously appropriations were not being allocated to the university, so I had to do quite a bit early on.
My experience has afforded me the opportunity to understand that very well, and that gives me a privilege as I come to Washington State University. Because of how fundamentally strong the institution is, based on the work of President Rawlins and his incredible team, there is nothing broken, in my judgment.
That gives me a unique opportunity to reflect upon where the institution is and to consult quietly and extensively with all the constituents associated with the university and to really paint out a path that is collaborative and reflective and does exemplify the excellence of WSU. So, I’ll have the luxury of time when I arrive there, that I have not had at my previous positions.
WSUT: The state and educational institutions do not always move at the speed of light…
ESF: I tend to liken it to dinosaurs and gazelles. We tend to be much more dinosaur-like and less gazelle-like, (big laugh) but that is fine….
WSUT: So, given that you tend toward a “very robust agenda” that you want to accomplish in as short amount of time possible, and the fact that the state and higher education are “more dinosaur-like” — what strategies do you employ to work around that dichotomy?
ESF: I plan to spend the first two months or so in conversation with faculty, students, staff, administrators, alumni, donors, legislators and the statewide community. My goal is to learn more about WSU and to determine the needs and priorities of constituencies and stakeholders, which will lead us in the development of an action-oriented strategic plan and approach for the university.
Within the context of this, my organizational structure will be relatively flat with a lot of interaction with the key decision makers. This is the only way I know to focus on the right issues and to make the appropriate strategic decisions which will determine our path for the future.
WSUT: Shortly after coming to work at the University of Missouri in early 2003, you made it a goal to visit each of the state’s 114 counties. How many did you get to in the past four years? Do you foresee a similar goal at WSU? (The good news is, there are only 39 counties here.)
ESF: I have visited roughly half, 56 counties, thus far. I would very much like to do the same thing in Washington. I will seek to include faculty on the tour as well. In this way, we can talk about the role of WSU in the state, highlight the work of our faculty, and showcase their research and its impact on improving the quality of life. This is the appropriate role for the state’s land grant research university.
WSUT: Has coming up through administration side of education made working with faculty more challenging?
ESF: No, I have had very strong relationship with faculty at all the institutions that I have been affiliated with — University of North Carolina, Western Michigan University and the University of Missouri. If you were to pick up the phone and call faculty at any of them, they would say I had a very strong relationship with them and that I keenly registered the issues that were confronting faculty.
I understand the dynamic relationship associated with the university broadly and the role that all of us must play to produce the highest quality educational experience imaginable. And obviously the faculty is at the center of that.
WSUT: With your training and expertise is in administration, how do you perceive the concept of shared university governance?
ESF: What that means is that when we make a significant policy decision for the university, we will do it in a collaborative way. And that collaboration will include the following constituents — students, faculty, staff and, depending on what we’re focused on, it may include alumni. But shared university governance is something that I take pride in, and it will be a fundamental part of my administration.
That process will include transparency of the work we are engaged in — absolute and complete consultation with faculty, students and staff in what we do from a major policy decision perspective. It is not intended so much for them to make the decision, but it is to inform them of the decision that is being made and to solicit their input and their involvement in the final formulation of it.
WSUT: Currently there are a multitude of national policies and issues being dealt with concerning higher education. Is there an issue or policy on the national level that is of most concern to you, one that you feel passionately about?
ESF: Higher education across the country is struggling right now with a number of issues. One we’ve already discussed is accountability. Another is institutional productivity and how it is measured. Those were major issues the Spellings Commission Report was focused on, and that will continue to be at the forefront of national agendas associated with higher education.
… We have to be careful here, because the nature of a college or university is so individualized that we can never abandon what we must do at the heart of each local institution.
I believe very strongly that national policy can indeed inform much of what we do, but it really should not guide us. It has to be based on the unique culture, the ambiance and the esprit de corps that we have at the local level. So, we need to be very, very cautious of those types of federal mandates.
WSUT: When you’re not working what do you like to do?
ESF: I really enjoy outdoor sports a lot, and that is one of the attractions of returning the state of Washington. It is a remarkable place that values and appreciates the environment, and there are so many things to do.
Water sports are a special affection of mine. White water rafting is something I enjoy a lot. When I was there before I would take periodic trips down the Snake River. I also sail and very much enjoy it. Gol
fing is something I appreciate, but don’t have enough time to play as much as I would like… And looking at the plans and site for the new WSU golf course, that should be fabulous.
I have to admit, I do not fish, but I would love to learn.
WSUT: What do you read when you’re just reading “solely for pleasure” – to take your mind off of work?
ESF: I read a lot. As for pleasure, the following works are some examples of what I am reading now: “The Audacity of Hope,” by Barack Obama; “The Innocent Man: Murder and Injustice in a Small Town,” by John Grisham; “The Seat of the Soul,” by Gary Zukav; and the “Tortilla Curtain,” by T.C. Boyle.
WSUT: What have been two or three of the most influential books in your life or career?
ESF: So many people have been reading “The World Is Flat,” that really does talk a lot about where we are. Early on in graduate school, “Future Shock” was one of the books that really did paint where we’re going to end up as a nation and country and world. And I continue to focus on those types of works that really paint an image of where we are now and where we are going in the future.
WSUT: Would you consider yourself to be a futurist in that regard?
ESF: Yes, very much so. As I look back at my work and activities, there are a lot of things that were at the cutting edge of change. For instance, when I was at the University of North Carolina at Chapel Hill in the late 1990s, I served as the principal architect associated with the laptop (computer) requirement, which mandated that all the incoming freshmen have a laptop. It seemed to have been a bit revolutionary at the time. Now it’s much more status quo.
Under my leadership, Western Michigan University was the largest campus in the nation to go completely wireless at the time. So, I think what we accomplished was very futuristic, and I’m very proud of work and activities that we accomplished.
I tend to look down the road a ways. For instance, here in Missouri we worked very hard on a proposal that would provide undergraduate students with a flat or guaranteed tuition for four or five years. Although it had its opponents and we were not able to get the endorsement of others of that concept, people across the country now are beginning to look at a flat tuition or guaranteed tuition rate.
So in some ways I think I have been at the forefront of some significant trends associated with higher education. It’s simply a reflection of where we need to be as an academy and of my work, and I’m really proud of that.
WSUT: Do you have role models that you look up to in higher education?
ESF: I have a lot of colleagues across the country that I consult with in different ways. It sort of depends on what their expertise is and the issues that I am confronting at the time. And that’s how I believe that relationships are formed. You rely on individuals for the expertise they have and the perspective that they bring, and so there is a plethora of individuals with whom I tend to consult on a regular basis. I try to focus on individuals with a selected set of experience and solicit their advice when confronting issues.
WSUT: You’ve been president at Missouri for four years. Ten years from now when faculty or staff members mention your presidency, what one thing do you think they will remember most?
ESF: I think they will remember the collaborative style and the turn-around of the hospital system here that I was instrumental in. And I think they will recall a kinder, gentler environment associated with the university under my presidency.
WSUT: When you say kinder and gentler, could you expand on that a bit? What does that look like?
ESF: I think understanding the importance of people, their value and contributions that each and every one of us brings to the equation. That would be the legacy that I will leave here at Missouri.
WSUT: Private funding is an issue that continues to grow as state allocations nationwide continue to diminish in proportion to overall educational costs. The need for large private donations is becoming increasingly important. What have you seen that helps draw those large donations?
ESF: I have no doubt that the state will do all it possibly can to provide base or core funding that is necessary for the university, but, if we are to achieve true excellence and uncompromised quality in all we do, it’s going to take private gifting and philanthropy.
What happens in the private fund raising environment is fairly simple. There is a difference between being average or mediocre and being excellent. What we have to do is to convince those philanthropic organizations and individuals to make those major investments. That means focusing on quality and excellence and finding just the right fit between their interests and the university’s needs.
Doing that is just an incredible experience. When you are sitting across the table with a donor talking about their needs and the institution’s needs and trying to find that ideal fit between where they want the institution to go and where the institution desires to go, it is magical. That’s excellence, and that’s quality, and that is what fund raising is all about.
WSUT: You say it’s magical, but it sounds like there is a delicate line there.
ESF: What you have to have is absolute and complete alignment between the institutional priorities and ways that we can engage private donors, or other philanthropic organizations. It takes a long time to cultivate those relationships and then being able to find the right match or fit between the institutional needs and priorities and donor expectations.
WSUT: From what you have seen, are faculty concerned about the trend toward more private funding?
ESF: Oh, I think faculty have benefited significantly as a consequence of this process. You have any number of endowed professorships or endowed chairs. Most of those positions come as a consequence of philanthropy. So they benefit. They understand the importance of private contributions coming into the institution, and how those resources fuel their research and teaching. So, I think there is an understanding about it.
Sometimes faculty members as well as others believe that university presidents spend too much time on private fund-raising initiatives and perhaps not as much time on campus. But we can strike a balance, and I’m not concerned at all about striking that balance.
WSUT: Your bio notes that while you were president of Western Michigan University, you were a “tenured faculty member.” Were you a member of the teaching faculty?
ESF: Not an active member of the teaching faculty.
My career path has been nontraditional in that I have never been in the teaching ranks from a full-time perspective; however, I have taught on an adjunct or part-time basis.
WSUT: What topics have you taught?
ESF: Educational leadership, organizational behavior. Those are the areas that I have special expertise in.
WSUT: Is there something you would like faculty and staff to know to help set the stage for your upcoming transition?
ESF: It would be a fairly simple message; that is: I really do understand the academy fundamentally well and the importance of doing everything that I can to provide an environment for members of the faculty to engage in their teaching, research and service. I will strive to enable and encourage the administration to give faculty the tools that are necessary for them to do what they do best, and then I’l
l get out of their way and allow them to do precisely that.
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CAREER HIGHLIGHTS
Positions
* Dec. 13, 2006, named 10th president of Washington State University, effective summer semester 2007
* 2002-present, president of the University of Missouri’s four-campus system
1998-2002, Western Michigan University, president and CEO
* 1995-1998, University of North Carolina at Chapel Hill, chief administrative and operating officer and the senior official responsible for business and finance; human resources; auxiliary enterprises; student affairs; information technology; university advancement and development; and enrollment management.
* 1993-1995, Washington State Higher Education Coordinating Board, executive director
* 1990-1993, Eastern Washington University, vice president for student services, vice president for administration and executive vice president
* 1988-1990, UNC system, assistant vice president for student services, overseeing student affairs and academic affairs policy for the 16-campus university system
* 1978-1988, UNC at Chapel Hill, deanships in the Division of Student Affairs, the General College and the College of Arts and Sciences.
Education
* B.A., political science and speech, UNC at Chapel Hill
* M.Ed., adult education, UNC at Chapel Hill
* Ph.D., higher and adult education, UNC at Chapel Hill
Recent Awards
* 2005 Communicator of the Year Award, given by the Mid-Missouri Chapter of the Public Relations Society of America (PRSA)
* 2004 James C. Kirkpatrick Award given by the Northwest Missouri Press Association for public service
Salary
* 2006 UM $371,000
* 2007 WSU $600,000
