Justin Morrison/Inside Higher Ed
RST: Since we started doing this column nine months ago (!), you’ve wanted us to take our show on the road. I said, “No way, minion.” I like to sit behind my computer at home, and we all know I write better than I talk. You are a showman and it’s terrifying to share a stage with you. But we just had our debut at Hendrix College. Thoughts?
EGG: Well, first I am just recovering from my Valium stupor after you nearly killed us driving in the roundabouts in Conway, Ark. As we continue our travels, we are definitely using Uber. As for Hendrix, it was absolutely everything you told me to expect: small campus looking like a movie set; leadership that is transparent and admired for being so; a faculty that either were lying or actually did expect to be responsible stewards in a shared governance system; students and staff exuding unusual commitment to the cause; a Board of Trustees that were devoted to the success of the president and supportive of her leadership. It was unexpected and awesome.
RST: We decided we would never charge institutions who want to host our wacky Odd Couple performance, but I think we have to agree that there will be no more renting of cars. Those goddamn roundabouts. My driving scared both of us.
EGG: Well, thanks for fessing up that you nearly killed us. Let’s just admit that we are both incapable of taking care of ourselves without outside intervention.
RST: Adulting is hard. I’ve been saying higher ed is a gorgeous mosaic and have been ragging on you for only seeing the giant tiles. I’ve slowly been trying to teach you, Grasshopper, about the other 99 percent by introducing you to leaders of different types of institutions. You’ve been wowed by them, but this was your first chance to spend time on a campus unlike those you’ve been accustomed to for the past century. What did you learn at Hendrix that surprised you?
EGG: I could say so much, but I want to be succinct: I was blown away by the clear-eyed focus of President Karen Petersen and the board because they realize they have no room for error. At big institutions, even though there are massive challenges, kicking the ball down the field and having one more round of planning is the modus operandi, because they have longer runways. At Hendrix, with 1,000 students and 100 faculty, every student counts on the bottom line. There’s no room for delay or mistakes. I would have hives and never sleep with that Damocles sword over my head.
RST: It was hilarious when we had dinner with Karen and you said, in a totally ingenuous way, “You actually have to run this place!” O brave new world! When we talk about general issues in higher education, we tend to agree more than we disagree. But in our conversation with the board, each time we were asked a question, you would go first (from your throne) and provide an answer that was smart, funny and dead wrong. When it was my turn, I’d have to say, “Jane, you ignorant slut!” Fortunately, most of the trustees were old enough to get the SNL reference and laugh at the joke.
EGG: Everyone laughed but me.🤓 This is my learning curve and one of the many reasons I am glad to join you on this journey. I have always understood the power and poetry of the small institutions, but I have, much to my detriment, never fully comprehended their unique challenges. I thought that there would be learnings that I could pass along to the folks at Hendrix; I will now admit that some of my observations were totally inapplicable to this institution. Of course you had to immediately correct me, and to my chagrin they seemed to resonate more with you than me. And you have no fear of disagreeing, which is our compact: Agree, disagree or find common ground, but be very open and honest. It is a rolling seminar.
RST: For better or worse, we can only be ourselves. Though I did make a sign that I held up in one of our meetings that read “Why we can’t all be Gordon Gee.” Everyone laughed—except you. When the president introduced us, she told the board she had no idea what we were going to say. I think we surprised each other. We continue to learn from our partnership and to have a lot of fun while doing it. Everyone told me they appreciated our different perspectives and saw how much real affection we have for each other. Did I say anything you vehemently disagree with?
EGG: I did not disagree (because I was scared)! Truthfully, I thought your comments spoke more directly to the board and administration than mine. Through The Sandbox and being so nosy, you have gained a perspective which speaks to a vast number of institutions that are seeking help. I do not believe that I was necessarily wrong, but I was not sector-specific. Lesson learned. What is good for the goose may not be good for the gander.
RST: I saw no geese, but before you arrived I did go for a run and tried to talk to a bunch of turtles. Walking on campus with you, we were late for everything because you cannot simply pass by anyone without saying hello and finding out their entire life story, from the student who drove us around in a golf cart to the women’s softball coach to the dining hall workers. You ask questions, pay attention and remember things about people. It’s genuine and everyone freaking loves you. Still, we were late for everything and I hate being late.
EGG: It is irritating to everyone with whom I work, because I am unable to just meet a schedule. I love the energy of a place and I want to hear from those who are living and learning on a campus. And I hate meetings because they waste time and energy and are not “doing.” The more you formally meet, the less you accomplish. Try that on for a mantra!
RST: After dinner, you gave a terrific talk to the trustees about their role. That’s where you brought the Gee magic.
EGG: It became clear that Hendrix is at an inflection point and everyone on the board must commit their time and treasure to ensuring that they meet and exceed their fundraising goal and that they have a consistent message about Hendrix. They cannot afford a cacophony of voices or half-hearted engagement. They have done the hard lifting in rightsizing the institution and stopping the financial bleeding, but now they have no choice but to be fully engaged in the process of change.
RST: You missed the SNL joke because, as one of the trustees pointed out, you were too busy working in those days to watch TV. At Hendrix, you showed up with a BELIEVE lapel pin, channeling Ted Lasso.
EGG: I did. I love the humor and wisdom of that show. And I think it speaks to the times. I know this sounds a bit naïve but we must believe in the possibilities of education, including higher education, and not let the cynical hysteria start to define us. That, by the way, is also something that I did learn from Hendrix—in a small town in Arkansas, on a small campus, that people are believing in the work they are doing.
RST: You were there only for one day, but I stayed on for the board meeting and talked to students, faculty and their amazing career services team. I asked everyone I met if they’d seen season two of A Man on the Inside. Karen Petersen had told me a while ago that Mary Steenburgen had gone to Hendrix and that her experience provided inspiration for fictional Wheeler College. It’s about a $400 million donation from a billionaire whose agenda involves a hostile corporate-style takeover to, oh, let’s see, restructure and gut the college. Hilarity ensues. Ted Danson’s character is repeatedly asked the question posed to all new students: “Francis Wheeler came here in search of gold, but he found something much more important. What did Wheeler find?”
As corny as it is, I found the same thing at Hendrix. Now you have to watch the series to learn the answer, but it won’t surprise you.
