ELON News
President Lambert joined business executives at a forum on preparing for change.
with less-than perfect solutions, and even experiencing failure.
On learning from failure
Model civility and values at Elon for students to take into the world
The executive discussants lamented that today’s generation of university students have been raised in a toxic environment — culturally and politically — and exposed to precious few examples of courageous leadership. Participants noted that the quality of civil discourse in America has eroded and that a partisan sound-bite culture has replaced serious debate about the central issues of our times. Today’s students have grown up in an age when media shamelessly promote outrageous celebrity behavior, religious institutions have been scandalized, materialism has been celebrated above spiritual grounding, and national leaders have demonstrated flaws of character that have caused a generation to question, “Who is deserving of my trust?” What did our executives suggest Elon University might do to counteract such powerful cultural forces? Simply, to
Indeed, the topic of failure received considerable attention in our group discussions. One executive recounted the story of an Elon graduate whom he had hired who lost a major client early in her business career and took the loss very hard. The executive wondered if this young person, despite an impressive résumé filled with academic, leadership and international accomplishments, had ever experienced a major setback or failure in her entire life and whether she had developed sufficient resiliency. Forum participants noted time and again how important it is for Elon to prepare resilient students — young people who do not shrink from challenges, who recover from setbacks, who do not fear failure. An ideal university education will offer real challenges and the mentoring students require to learn to negotiate ethically a demanding world that will inevitably offer some President’s CEO Roundtable disappointments.
Teach entrepreneurship
The executives urged Elon to teach the tools of entrepreneurship, and I am pleased that the recent major gift from parents Ed and Joan Doherty to found the Doherty Center for Entrepreneurial Leadership will help us to do just that, not only in the Martha and Spencer Love School of Business, but across the University. Executives noted that Elon students must be “flexible, nimble, agile, resilient, and willing to take risks” in order to succeed in a globally competitive world where the pace of change is extraordinarily fast. Elon graduates must have the entrepreneurial knowledge and skills to turn solid ideas into sustainable ventures.
participants
W. Thomas Amick ’69 – Aldagen Inc. A. Christine Baker G’88 – Capital Bank William Creekmuir – Simmons Company Louis DeJoy – New Breed Inc. Bruce A. Edwards – Exel Inc. John Gaither – Reichhold Inc. Allen Gant Jr. – Glen Raven Inc. Robert M. Henritze ’80 – The Henritze Companies John R. Hill ’76 – Pinnacle Advisory Group Inc. George J. Kilroy ’73 – PHH Arval Brad Smith – LabCorp Christopher P. Martin ’78 – The Provident Bank Lee McAllister – Weaver Investment Company Thomas J. McInerney – ING Americas Jim Melvin – Joseph M. Bryan Foundation Jeanne Swanner Robertson – JSR Inc. Matthew J. Szulik – Red Hat Inc. Kevin A. Trapani – The Redwoods Group Debora J. Wilson – The Weather Channel Grant Yarber – Capital Bank
live our core values each day, expressed through Elon’s mission statement and the Honor Code. An Elon education is rooted in the historic tradition of the United Church of Christ and based on ideals of global citizenship, service to others, personal integrity, the exercise of freedom of thought and liberty of conscience, and concern for the common good. The visiting executives reminded me that our greatest contribution as a University community is launching more than 1,000 graduates into the world each year to live out these values.
Conclusion
I wish that each of you could have been an observer of our invigorating and thoughtful CEO Forum discussion. You would have been impressed, as was I, with the quality of minds present. Many who participated travel the globe regularly and brought insightful international perspectives to bear on this discussion; all recognize what a special university Elon is and want to see it remain innovative, ever-evolving and responsive to a changing world. For me personally, such a stock-taking exercise was a tonic, an opportunity to see Elon afresh through the experienced and wise eyes of those who lead other complex organizations. I am most humbly grateful to all who joined this extraordinary two-day conversation. Leo M. Lambert President
Magazine of Elon
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