Formally installed as Wittenberg’s 14th president during an inaugural ceremony steeped in tradition and reflective of the university’s mission, Laurie M. Joyner, Ph.D., looks to engage the full constellation of constituencies as she leads the university in delivering on its promise of providing a first-rate liberal arts education for the 21st century.
By Karen Gerboth ’93. Photos by Erin Pence ’04.
A particular book always tops the list of Laurie M. Joyner’s favorite reads: Heroic Leadership: Best Practices from a 450-Year-Old Company that Changed the World. She has read it three times, and it still holds a special place in her heart. “Every time I read the book, I am reminded of how we must be true to ourselves in all that we do,” Joyner says.
Written by Chris Lowney, a former Jesuit seminarian-turned-successful investment banker, the book offers inspiring insight into the values that define the Jesuits – self-awareness, ingenuity, love and heroism – and how, in essence, those values, once understood, make whole-person leadership possible in any organization.
As Lowney writes, “Leadership is not a job, not a role one plays at work and then puts aside. Rather leadership is the leader’s real life.” And Joyner leads with that in mind.
The Path to President
A graduate of Loyola University New Orleans, with a B.A. in sociology, Joyner first experienced the transformative power of the liberal arts and faith-based learning in her own college years. “I am grateful for all the sacrifices my parents made so that I could attend Loyola University New Orleans as it was my own faith-based education that changed my life by helping me discover my passion and purpose in the world,” Joyner said. “Indeed, the seeds that were planted and nourished during my undergraduate years continue to shape the way I live my life both personally and professionally.”
Joyner also credits her parents for teaching her siblings and her the values that now shape their lives: “the importance of faith, family, lifelong learning, meaningful work and service to others,” as those values have influenced her leadership style, sense of self and professional pursuits.
“My personal and professional behavior and decision-making are guided by an integrated sense of values,” Joyner said. “I am collaborative by nature, transparent, data-driven and deeply student-centered.”
Conversations with Joyner confirm that as do her accomplishments. Prior to assuming Wittenberg’s presidency, Joyner served as vice president for planning and dean of the college at Rollins College in Winter Park, Fla., where she provided leadership for campus-wide strategic planning and student success initiatives, including a multi-year Student Success Agenda to improve student engagement, retention and graduation rates. Joyner even created the Office of Student Success during her tenure as interim vice president for academic affairs and provost at Rollins. Her efforts have since increased the first-to-second- year retention rate by three percentage points.
“I have found in my career that if I place students and the institution’s mission first, the results are always rewarding,” she said. “Having served as both chief academic officer and chief student affairs officer, I have also come to believe that if we are to truly deliver on the promise of providing a holistic educational experience designed to enhance the intellectual, social, physical and spiritual development of students, then we have to place the individual strengths, weaknesses and needs of those students at the center of our attention.”
Called to Serve
Unanimously elected by the Wittenberg Board of Directors as the university’s 14th president effective July 1, 2012, Joyner was drawn to Wittenberg for several reasons.
“Wittenberg was attractive to me for its commitment to the liberal arts within the context of an inclusive, person-centered academic community,” she said. “Educating students in the Lutheran faith tradition is also powerful because of its focus on both the intellectual and the ethical dimensions of student development. In this way, Wittenberg offers the promise of a transformative experience that recognizes learning as important for individual development as well as something to be used to enhance the greater good.”
Six months into her presidency, and Joyner continues to be excited by the passion expressed for the institution, the university’s commitment to excellence and the impactful relationships between dedicated faculty and students. She also deeply respects the post she holds.
“I was asked recently why I applied for (and then accepted) a presidency at a liberal arts institution with all the daunting challenges facing such organizations. I responded by saying something to the effect of ‘I cannot imagine devoting my life to any more worthwhile endeavor given that our colleges and universities help students discover their passion and calling in life.’”
Listening to the Wittenberg community and learning everything she can about the university have also clearly been priorities for Joyner during the last few months.
“The most important thing I have done is spend as much time as I can with those most closely associated with Wittenberg in order to learn about the impressive history, traditions and achievements of the university,” she said. “I have also read as much as I can about the history of Wittenberg, and I have engaged repeatedly with students, faculty leaders, alumni, members of the Board of Directors and community members.”
Such conversations and research have affirmed in every way why Joyner wants to lead Wittenberg at this moment in its history. They have also ensured that she understands the strengths and challenges facing Wittenberg.
“The president must help the campus community maintain a clear focus on institutional mission and values-based decision-making while articulating a powerful shared vision for the future that strengthens academic quality/reputation, clarifies distinctiveness, bolsters market position and represents best practices in financial management to firmly secure Wittenberg as a well-regarded and financially strong liberal arts institution in the higher education landscape moving forward,” Joyner said.
“Wittenberg needs the best thinking of community members working collaboratively through our governance systems to help craft a shared vision for the future that is true to our mission, responsive to the needs of students and financially sustainable over time.”
Creating a Sustainable Financial Future
For the students, staff, faculty, board members and alumni who have engaged with Joyner, her laser-like precision in identifying the heart of an issue often remains in their minds long after the conversation concludes. Members of the Wittenberg community clearly witnessed that in her first campus-wide forum this fall on the university’s current reality, a presentation she has since shared with the board of directors and alumni. In fact, the Wittenberg Alumni Board sponsored its first-ever Online Alumni Townhall, Dec. 12, which allowed Joyner to connect virtually with alumni around the world as she discussed the current state of the university.
Regardless of venue or audience, Joyner presents an open and honest assessment of the good, the bad and the ugly in terms of Wittenberg’s challenges.
“The challenges we face are not unique to Wittenberg, but the timeline for addressing them is upon us,” Joyner said. “Our collective sense of urgency should be heightened given not only the imbalance of our revenues and expenses over several years, but also the realities of a shrinking pool of increasingly price-sensitive high school graduates, a weak economy, low alumni participation rates and a limited endowment as compared to that of many of our peer institutions. As such, the board of directors and I agree upon the time-sensitive nature of the financial issues facing Wittenberg, and we have committed to work on a five-year plan to eliminate what we have determined to be a minimum $7 million annual financial gap.”
To assist in closing the gap, Wittenberg has already re-bid or re-negotiated a number of contracts, a practice that will continue each time one comes up for renewal. Additionally, the university has reduced the TIAA-CREF retirement match by 3 percent for all participating employees; initiated an academic program review process; delayed hiring for a number of open positions; commenced a retention initiative; pushed discussions forward of new or expanded academic offerings in potential high-demand areas; and reached out to alumni in 10 cities.
“We are also more systematically focusing on incorporating best practices in areas such as enrollment management and business services,” Joyner said. “Despite the range and pace of our efforts to date, which have already closed slightly more than $2 million of the $7 million structural deficit, we still must make the necessary decisions to achieve financial sustainability.”
At the same time, Joyner fully understands that cost reductions alone cannot solve the problem; revenue-generating ideas must also be on the table.
“We have also discussed a number of areas that offer opportunities moving forward, including: expanding academic offerings for traditional and non-traditional students in targeted areas; advancing opportunities for lifelong learning; initiating a Maymester term; strengthening pre-professional programs; creating innovative 3/2 programs; and embarking on an internationalization strategy,” Joyner said.
“I have also initiated conversations with faculty leaders about creating a campus-wide planning and budget committee to link planning, budgeting and assessment while also informing institutional strategic priorities. In addition, I am seeking the counsel of the Faculty Executive Board and senior leadership team as it relates to identifying a group of faculty and staff members to explore innovative curricular and co-curricular ideas with high-potential to enhance student engagement, learning and success while generating additional revenue.”
In keeping with her commitment to full transparency, Joyner has also promised to report back to the campus and alumni regularly on the progress being made toward closing the annual financial gap.
“I have absolute confidence in our collective ability to honor our mission, adapt to change, achieve financial sustainability and contribute to the needs of diverse communities as we continue to help students discover their purpose in the world,” Joyner said. “As we proceed with our work toward a sustainable financial model, I want to assure everyone that we will continue to do so in an open and collaborative manner with our mission and students firmly at the center of our deliberations.”
Servant Leadership
With half of her first year as Wittenberg’s 14th president now completed, Joyner’s passion for higher education, strong work ethic, enthusiasm for continuous development and strong sense of stewardship for the mission and financial health of the university only grow stronger as does her commitment to servant leadership.
“I strive to make a positive difference in the lives of others while working to unleash the potential of my institution to be the best it can be,” Joyner said. “Wittenberg is only as strong as the talented students, distinguished faculty, dedicated staff members and committed alumni that comprise the university community, and I want to encourage all of them to reflect deeply on the role they can play in our future success.”
To assist them, Joyner plans to make sure that she engages with every constituency regularly using a combination of traditional methods as well as new and exciting ones that allow the Wittenberg story to be heard, internalized and acted upon.
“I am both honored and humbled to serve Wittenberg at this important time in its history, and I am confident that together we will ensure that we continue to deliver on the promise of providing a first-rate liberal arts education for the 21st century.”