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I met one of the giants of higher education as a master’s student at Indiana University in 1986. His name was Herman B. Wells. A few years earlier, he wrote a book about his 25-year career from 1938 to 1962 as president called Being Lucky. With typical Indiana modesty, he argued that he was a fortunate product of a moment, and not that what he did led to the transformation of a small college to a world-class university. While acknowledging hard work and determination as factors, he somehow managed to downplay his towering defense of academic freedom as manifest in the work of the Kinsey Sex Institute (yes, located in conservative Indiana), growing the campus from 10,000 to more than 30,000 students, and his championing of civil rights and opportunities for students of color.
I share this reflection as the concept of “luck” has been on my mind as we start a new academic year. Is an organization’s circumstance a function of luck, fate, or powerful “others” (i.e., an external locus of control) or of an outgrowth of the choices we make as a community with the belief that we have the power to change our circumstance (i.e., an internal locus of control)?
Whereas we are subject to the vicissitudes of a political state and federal context for our existence, and arguably we got “lucky” by launching WP Online at the start of a pandemic, I do not subscribe to a fate explanation for where we are today any more than Herman Wells did behind his Hoosier humility. Creating luck involves a combination of preparation, persistence, and an open mindset. While luck is traditionally seen as something random or outside of our control, putting oneself in the right situations and seizing opportunities increases the likelihood of fortunate outcomes. People who view challenges as opportunities and are willing to step out of their comfort zones attract more opportunities. In summary, making one’s luck is recognizing that hope is not a strategy—creating and executing a plan is, and recalibrating as circumstance may unfold.
As I will elaborate in my Academic Affairs Address on Friday, September 6 (12:30 - 1:45 p.m. via Zoom LINK HERE), and the Deans will as well, our 2024-25 priorities for Academic Affairs are as follows:
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Continue to execute on the University Strategy Plan in the pillar areas of (1) adult learning, (2) alternative credentials and certificates, (3) attrition, and (4) decolonization.
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Continue to execute on the University Branding & Identity Plan, notably faculty mentors and enhanced career and experiential learning opportunities for students in courses and curriculum.
- Pursue the goals associated with the new UCC, namely social mobility and social justice, aligned with in-demand needs and expectations of employers and society.
- Identify new or expanded opportunities for distinction in what we offer and how we offer it, such as through allied health courses, certificates, and degree offerings; the responsible deployment of generative AI, and the expansion of external partners. At the same time, to be attentive to our program array and its vitality as well as to the nurturing of faculty skills and talents.
- Continue to steward resources carefully while expanding opportunities for resource generation, particularly through grants, contracts, non-degree offerings, earmarks, and philanthropy.
As the president pointed out in his State of the University Address, there is much to be pleased about in our current circumstance, but many headwinds confront us. We can’t stay still and wait for whatever comes; we must seek to shape our destiny and make our luck.
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