Shaping Tomorrow
Acknowledging 50 Years of Women Leaders in O∆K
It is my great privilege to serve as the new chair of the board of trustees. My sincere thanks to Peter Christiaans for his superb leadership this past year and his continued commitment to what is, I believe, one of the most unique and impactful leadership organizations in the country.
We are excited to present this issue of The Circle as a special issue covering 50 years of women in the Society. As you may know, O∆K began in 1914 and admitted only male members. During the early 1970s, the admission of women was vehemently debated at O∆K national meetings, coinciding with the advocacy of women’s rights in our broader American society.
At the 1970 and 1972 Biennial National Conventions, the members of the University of Alabama Circle began to advocate formally for the admittance of women into the Society. The Special Committee on the Possible Role of Women met in January 1973 and recommended changes to the O∆K National Constitution that would prohibit membership based on gender within the Society. The “Alabama Amendment” was approved during the 1974 convention. On that date, the first women members were recognized by O∆K – and you will be able to read some poignant reflections about the past in this issue, including from some of our first women initiates at the University of Alabama and from other universities, and one of our esteemed board members, who all were at the forefront of this important change.
Looking back, it might be hard to understand the controversy of admitting women 50 years ago. Fastforward five decades to our current state, where 74% of our members are women. Dr. Tara Singer served as the first woman president and CEO of O∆K, and now Dr. Jennifer Waller is leading our organization in this same role. Additionally, there are 11 women serving on O∆K’s 23-member Board of Trustees. Women make substantial contributions to O∆K and as leaders broadly, and I
invite you to read about them in an article on current leaders who symbolize some of the best of our O∆K members. Additionally, the majority of circle presidents (and circle officers for that matter) are women, and their voices are represented in this issue. They are the future women leaders in our society, and we appreciate all they are bringing to their respective campuses.
As your board chair, I am enthusiastic about the future of O∆K. One reason is our commitment to acknowledge diverse leaders. Women leaders represent one aspect of our diversity. While we celebrate the inclusion of women for 50 years, we also know that there is always more to do. O∆K is continuing along a course of inclusivity and belonging for a better tomorrow, where all are welcomed and acknowledged for their leadership contributions.
I hope you will enjoy this special edition issue of The Circle and its stories of past, current and future of women leaders in O∆K. As a society we have benefitted from the women leaders who are our members and look forward to what the next 50 years will bring.
Warm regards,
Michael T. Benson Chair, Board of Trustees Omicron Delta Kappa
Society and Educational Foundation, Inc.
The Circle® is a publication of Omicron Delta Kappa Society and Educational Foundation, Inc., and it has been published since 1923.
How to contact The Circle: The Circle, Omicron Delta Kappa
The Johnson Center for Leadership 224 McLaughlin Street Lexington, VA 24450 (540) 458-5344, odknhdq@odk.org www.odk.org
How to update your name or address: Please visit the O∆K website, odk.org , click on the members tab and submit your updated form. You can also email odknhdq@odk.org.
How to receive The Circle:
When you become a member of O∆K, a digital subscription to The Circle is included in your membership. You can access the digital version online at https://odk.org/news/thecircle/
Where to send a notice of a death: Please contact Michelle Dilk, michelle@odk.org, with the news of a recent death of any member of O∆K.
Publisher
Jennifer L. Waller, Ph.D., President and CEO Washington and Lee University, 2024
Creative Director
Amy A. Newman, Director for Communications and Marketing University of Louisville, 2023
Guest Editor
Anita Navarro, Ed.D. Virginia Commonwealth University, 1990
2024-25 Board Chair
Michael T. Benson Southern Utah University, 2012
Omicron Delta Kappa Society, the National Leadership Honor Society, was founded in Lexington, Virginia, on December 3, 1914. A group of 15 students and faculty members established the Society to recognize and encourage leadership at the collegiate level. The founders established the O∆K Idea—the concept that individuals representing all phases of collegiate life should collaborate with faculty and others to support the campus and community. O∆K’s mission is to honor and develop leaders; encourage collaboration among students, faculty, staff, and alumni; and promote O∆K’s ideals of collaboration, inclusivity, integrity, scholarship, and service on college and university campuses throughout North America. The Society’s national headquarters are located in Lexington, Virginia.
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08 20 23
On the Cover: Dr. Cathy Randall being tapped at the University of Alabama in 1974. 24 14
Women in Omicron Delta Kappa Years
Vol. 102, No. 2.
Chair's Letter
A message from Michael T. Benson
The Rise of Women in O∆K
Letter from the guest editor
Reflecting on 50 Years
O∆K’s pioneering women presidents and CEOs
The Alabama Amendment Personified Two Initial Inductees and their Inspirational Leadership Journeys
Profiles of the Present: Four Women and their Leadership Journeys
The Role of Advocacy in Diversifying Leaders
A Conversation with Jim Vickrey
Adapting for Tomorrow
Building a Sustainable Future
O∆K Circle Presidents: The Future of Women Leaders
1974: A Year of Change and the Rise of Women in O∆K Leadership
1990
Fifty years seems both a minute passed and a long time ago — 1974 was the year of the Watergate scandal and the resignation of former President Richard Nixon. The popular television shows were M*A*S*H, Sanford and Son, The Jeffersons, the Mary Tyler Moore show, and The Wonderful World of Disney on Sunday nights. Stephen King’s first novel, “Carrie,” debuted. Barbra Streisand topped the music charts with “The Way We Were.” We (or our parents or grandparents) were listening to ABBA, Queen and Rush. A TV film, “Wonder Woman,” debuted, setting the stage for the series with iconic Lynda Carter. Isabel Peron, Juan Peron's third wife, became President of Argentina after the death of her husband on July 1st, the first woman president in the world. And, women were first inducted into Omicron Delta Kappa, whereby, the contributions of women leaders on campus could be represented in the same vein as their male counterparts.
In 1974, I was five years old, blissfully unaware of the implications of any of these events. In 1990 when I was inducted into the Circle at Virginia Commonwealth University, I had no idea that women had only been a part of O∆K for 16 years. In my lifetime, the doors for women were starting to open more fully, though challenges for equity and parity for women remain. We owe the trailblazers a debt of gratitude. They are the reason that I have the privilege of serving as the guest editor for this important issue of The Circle, which celebrates 50 years of inducting women into this Society. You will meet some of them in the pages ahead.
It is important not to take the ability and support of women leaders for granted. I have worked for 25 years in academic medicine, the sector of higher education that includes medical schools. I remember the day when we admitted the first class with an equal split of women and men – the women in the hallway celebrated reaching gender parity. It was a hard-won battle that reflected the progression of the inclusion of women into the professions in our society, just as the induction of women leaders in O∆K had years before.
As much progress as has been made, it is our collective responsibility to ensure we maintain our support for women in leadership roles, and our challenge is how to become even more inclusive. Now, in my view, our next advancement is to recognize and include all genders and support leadership as part of any identity.
It has been a privilege and honor to serve as the guest editor for this issue and tell the amazing stories of women leaders — past, present and future — in O∆K. Thank you to Amy Newman, director for communications and marketing and Dr. Tim Reed, vice president for membership and operations, at O∆K. Also, I offer my sincerest appreciation to our volunteer writers and contributors, Ariana Alvarado, Bethany Spitzmiller, Dr. Ross D’Entremont, Dr. Jennifer Waller, Dr. Tara Singer, Dr. Jim Vickrey and Dr. Michael Benson.
As the Wonder Woman movie reminds us, "You are stronger than you believe. You have greater powers
Reflecting on 50 Years of Women in O∆K
As O∆K celebrates the 50th anniversary of women being inducted into the Society, we reflect on the remarkable progress and ongoing journey toward inclusive leadership.
In 1974, O∆K opened its doors to women, and today, female leaders comprise a significant portion of our membership, with 73% of initiates in the 2023-2024 academic year identifying as women. This milestone is not only a testament to the evolving gender demographics of higher education but also to the lasting impact of women in leadership roles within the organization. In this article, two pioneering women who have served as O∆K’s presidents and CEOs, Dr. Tara Singer and Dr. Jennifer Waller, share their reflections on the significance of this anniversary, their own leadership journeys, and their hopes for the future of women in O∆K and beyond.
Jennifer L. WaLLer
O∆K President and Chief Executive Officer (Washington and Lee University, 2024)
O∆K first admitted women in 1974 and promptly inducted 11 female members. In 2023, 55% of undergraduate students and 59% of graduate students identified as women. This past academic year (2023-2024), women were 73% of O∆K initiates, up from 69% in 2015. In addition to the induction of women leaders, we have now had two women CEOs of the organization, reflecting a broader
trend in non-profits. According to an April 24, 2024, article in the Harvard Business Review, “the nonprofit sector has long been female-dominated, with an estimated 70-75% of workers identifying as women. This makes sense considering that, much like professions such as nursing, teaching, and social work, the work of the nonprofit sector aligns with gendered expectations of women: caring for others (e.g., homeless shelters, food banks, animal rescues) and doing so selflessly (e.g., working for the greater social good, usually for less pay).” When you dig deeper, the
same HBR article noted that most nonprofit organizations with revenues over $25 million are led by men (53%). Even with all this progress, however, we cannot let up on the support of women leaders.
This sentiment of mission-driven leadership resonated with me as I reflect upon being the O∆K’s second female CEO. The previous CEO, Dr. Singer, and I have similar backgrounds; we both started our careers working in higher education, specifically in student affairs. I cannot speak for Dr. Singer, but for me, making the move to a nonprofit membership organization was an opportunity to lead an organization whose values align with my own. I love working with a team that is committed to our mission. I do know that Dr. Singer (University of Louisville, 1981) deeply loves this organization, and even now, after her retirement, continues to support us. Making a difference in an organization you love is something that matters, and a CEO role is uniquely positioned to do that. It is a privilege to serve and lead in this way.
life. As O∆K’s new CEO, I have been learning all about the Society. I have realized that as an organization, we have focused much of our attention on the collegiate circle experience. We have also left that experience up to the individual campus to create.
Leadership roles are often undertaken as part of a person’s career. I once read an article about careers being like a rock-climbing wall. The goal is to finish, but how you get there can vary. This resonated with me — there were times I was climbing straight up. However, I reached points where I needed to step to the side or move diagonally before I could continue to move forward. My advice is do not be afraid to change direction — just keep moving — eventually you will get to where you need to be. Reflecting upon my own leadership journey belaying that proverbial rock wall, “ongoing learning” comes to the foray.
O∆K is in a unique position to make a difference with all leaders, and especially women in leadership roles. As a leadership organization, I would like us to focus on creating an engaging member experience that is woven throughout a member’s time with the organization. For collegiate members, this experience includes opportu nities to learn and enhance their leadership development to prepare them for their post-graduation lives. After college, I envision members engaging with one another in a variety of ways, such as networking events, travel and online com munities that support leaders in their critical roles. As we think about the continuum of leadership, we climb together. Collectively, we can build an O∆K that not only upholds the highest standards of leadership, but also becomes a place where members are engaged throughout their lifetimes, supporting leaders during the next 50 years and beyond.
Tara S. Singer
O∆K President and Chief Executive Officer 2013-2023 (University of Louisville, 1981)
As an educator-turned-CEO, leadership and learning go hand in hand, and the best leaders are constant learners. We try to learn from making mistakes, asking good questions, listening to perspectives, reading widely and associating with smart people to understand the complexity of human
1996
SaLLy JoneS HiLL (Auburn University, 1988)
Foundation President 1996-2002
Although I professionally served Omicron Delta Kappa from 2013-23, my journey with the organization began when I was initiated into the Beta Epsilon Circle at the University of Louisville in November 1981. In college, I served as vice president and received a special award from the Circle as I graduated. Both my membership certificate and that award hung in my office for years, and when asked to be an advisor at the University of West Georgia, I happily said yes. Being a student leader and working with student leaders have both been such great joys.
1998
CHeryL M. HogLe (SUNY Plattsburgh, 1981)
National President 1998-2002
2010
BeTSy Bugg HoLLoWay (Vanderbilt University, 1991)
National President 2010-2012
Timeline of Women in O∆K Leadership
S. Singer (The University of Louisville, 1981)
Tara
2018
SaLLy K. aLBreCHT (Rollins College, 1975)
O∆K Foundation President 2018-2019
O∆K Board Chair 2020-2021
college campuses have changed, so has the organization’s membership, with more women being initiated into O∆K than men in recent years. This shift is not only a reflection of the student populations at member campuses, but it is also a verification of the numerous leadership roles held by women at the nearly 300 colleges and universities where the Society has circles. Additionally, the types of leadership celebrated by the Society have been expanded to recognize that not all leadership roles are hierarchal.
Reflecting on my time as a woman leader, I’ve been “the first” in a few categories. The first girl in high school to earn letters in football and baseball (as a trainer and statistician; I can’t tackle or pitch worth a darn). The first woman in my family to earn a doctorate. The first female alumni executive at University of Louisville, and the first woman president and chief executive officer of O∆K. The important thing about being a first is that you are not the last. It is wonderful that Jennifer Waller is leading our beloved Society into the future, and I know we will continue to thrive with her guidance and grace. l
2022
Sandra B. THurMond (University of Alabama at Birmingham, 1987)
O∆K Board Chair 2022-2023
2023
Celebrating 50 Years of Women in O∆K
Jennifer L. WaLLer (Washington and Lee University, 2024)
Current O∆K President and CEO
Pictured center: Tara S. Singer (University of Louisville, 1981) with Ron Ziegel (University of Louisville, 1981).
Women in Omicron Delta Kappa Years
THE ALABAMA AMENDMENT PERSONIFIED
Two Initial Inductees and their Inspirational Leadership Journeys
by Andrew Ross D'Entremont
Anew era for O∆K began as the 1974 National Convention concluded in New Orleans, Louisiana. After several attempts, circle representatives from across the nation passed a petition, the “Alabama Amendment,” to amend the O∆K constitution and formally admit women into the society. Two of the first female inductees, Dr. Kathleen Cramer and Dr. Cathy Randall, exemplify what this new era has brought to O∆K, its members and the nation.
During her college career, Cramer had always been on the outside of O∆K events, not anticipating one day being inducted and participating herself. “A complete surprise,” is how Cramer describes the moment in 1973 when two of her best friends shared with her that she would be inducted into O∆K in the Spring of 1974 (even before the National Convention formally passed the measures to include women). She recounts her admiration for O∆K’s consistent and prominent presence on campus: hosting events with speakers, faculty, and students; participating in school governance; and, working to better the community. Sharing Cramer’s feelings of astonishment at the news of her induction, Randall
During much of her career, Dr. Maria Fatum taught Comparative Languages.
“ In academia today, it’s better than [when I started on the faculty]. In some universities, there are more women than men in Languages. However, it is not that way everywhere — in every context — and women who are fighting for equality are not always appreciated or respected.
—Maria Fatum, (University of South Florida 1974)
remembers feeling a sense of accomplishment, not for herself, but for what her alma mater, The University of Alabama, achieved. Randall also expressed gratitude for those that recognized the importance and value of women inductees. She recalls that one of her friends, Bob Clements, a member of Alabama’s Iota Circle, came to her student government office in Fall 1973 or Spring 1974. During that meeting, Clements outlined Alabama’s push for women to join O∆K, and informed Randall that the Iota circle elected her as a member for when, and not if, O∆K decided to admit women.
Even though Cramer was twiceelected a student senator and a member of the President’s Cabinet for the student government, Cramer still did not believe she would ever be inducted, particularly after the Alabama Amendment to induct women had twice failed. Randall, also a prominent figure on Alabama’s campus, likewise hesitated to believe that O∆K would formally admit women. Indeed, the amendment failed in 1970 on procedural grounds, and even after being properly submitted to the 1972 National Convention, was “narrowly defeated, getting [only]
about 2/3rds of the votes cast.” A resolution was passed, however, “to explore with Mortar Board . . . [the] induction of women into O∆K.” The defeat of the Alabama Amendment notwithstanding, the University of South Florida formally admitted a woman, Roxanne Dow, into its circle in Spring 1972, which drew a formal admonishment from the national society in November 1972.
Ultimately, a committee on “The Status of Women in O∆K” met with the O∆K Executive Committee in January 1973 to evaluate the inclusion of women into the society. The committee, consisting of Charles Crawford, Richard Cunningham, Phil Cusumano, Tim Raines, and chair, Stephen Winters, issued its “Report of the Committee on the Status of Women in Omicron Delta Kappa” and recommended that membership into O∆K be opened to women. The Report emphasized that “it is unrealistic; more importantly, unprincipled and in opposition to the stated purpose of O∆K for us ... to maintain that the O∆K idea was to apply only to men.” Winters, of Florida State University, argued that denying women O∆K membership signaled
that day’s “inflexibility [which] produces tomorrow’s fossils” and that the “inability to adapt produces tomorrow’s extinction.” The Report proffered two amendments, “Amendment Number One” and “Amendment Number Two” to be submitted at the 1974 convention that would include in the O∆K constitution that “eligibility [for admission] should not be limited on the basis of race, color, religion, national origin, sex or any other qualification that does not stem from The O∆K Idea.”
The Committee’s amendments passed in 1974, thus paving the way for circles to induct women into the Society. Cramer recalls that day marked one of “pride for women across the country.” Because of O∆K’s prominence at The University of Alabama, Cramer knew that “other organizations would see what was right and exciting” and join in the change. Randall, sharing that view, also praised the work of three Alabama O∆K members, Joe Estep,
Tim Raines and Steve Berryman, who represented the Iota circle at the 1974 convention and helped pass the Alabama Amendment. Randall importantly notes that the initial push to induct women into O∆K, which began via conversations at the Atlanta National Convention in 1968, preceded Congress’s passing of the Equal Rights Amendment to Title IX in 1972. “Students across the country, and particularly at Alabama, recognized that admitting women was the right thing to do, irrespective of what Congress would later mandate,” Randall emphasized. Eventually, Randall’s earlier conversation with Clements proved prescient, as Randall and Cramer were formally inducted into O∆K on April 8, 1974, right before formal passage of the Alabama Amendments.
Fortunately for higher education, O∆K, and their communities, Cramer and Randall channeled their feelings of surprise, gratitude and achievement
“ asWorking a female engineer in
a chemical plant was tough – the men used to give me a hard time, and I got all the crummy jobs. When I walked through the doors it came with skepticism, but it has improved. My daughter works for the military as a civilian engineer and walking in the door she was accepted. It is important not to waste talent. Women have come a long way, but we have a long way to go. We have to teach women to believe in themselves.
—Carolyn Mello, (New Jersey Institute of Technology 1974)
Dr. Cathy Randall and Dr. Kathleen Cramer
into service. After Congress passed Title IX, the University of Alabama charged Cramer — then a member of the Student Affairs division after earning a doctorate in higher education — with implementing Title IX’s provisions across campus. She recalls that early in her career Dr. Joab Thomas, then the newly inducted president of the University of Alabama, came to her office and encouraged her to focus on improving the entire campus, not in the short run, but with an eye towards the long view. Thomas emphasized the need to “think big” and “take into account the perspective of all students.” Cramer took on the challenge; given her experience with O∆K, she felt prepared for the task. Throughout her career she worked with campus stake
eliminate gender barriers. She felt that her work in implementing Title IX was all the more important because she was “changing the world” by bringing to life the values of O∆K.
Cramer remained active within O∆K, working alongside its faculty representatives, helping to induct members for more than 20 years. One of her most memorable accomplishments was the establishment of the Foy-Omicron Delta Kappa Sportsmanship Trophy. The Foy Trophy, as it is commonly known, is presented to the annual winner of the Iron Bowl — the annual football rivalry game between Alabama and Auburn University. The institutions named the trophy in honor of James E. Foy, who served in administrative roles at each university. Cramer recounts that this
marked an important moment for O∆K and the campuses because O∆K students at Alabama and Auburn worked together “to focus on college relations of athletic rivals, in a way that brought honor to Alabama.” She noted that rather than “developing unhealthy competitive relationships,” the trophy provided a reminder that O∆K and its members should work together to engender healthy dialogue and competition among one another in ways that better both campuses.
Retiring as a senior associate assistant vice president for student affairs at Alabama, Cramer would later return for additional stints as dean of students and vice president for student life. She continues to work on behalf of The University of Alabama community, including serving as an organizer for the Tuscaloosa Sexual Assault Forensic Examiner Center and aiding with Alabama’s recent capital campaign. Numerous awards have been named after her including an annual scholarship created by the University of Alabama Panhellenic Association, which presents the award to a sorority woman who has
I made my career transition from industrial engineering and business to law to find a workplace where more of a meritocracy existed and have found that – you can’t fake it in the law. I have had conversations with women who are my sons’ age and ask them what their life is like, and it is better today. It took me a while to become convinced, and I take heart in that. It’s good news.
—Diane Ragosa, (New Jersey Institute of Technology 1975)
“made significant contributions to The University of Alabama Fraternity and Sorority community” and who shows scholarly excellence. Even today, one of Cramer’s favorite events at The University of Alabama is the annual “Tapping on the Mound” in which new O∆K members are inducted in front of the campus at-large.
Randall, who holds two doctorate degrees, one in higher education and another history, served The University of Alabama and the state of Alabama in a host of ways. She would go on to retire as the director of The University of Alabama Honors Program, which now bears her name as the “Randall Research Program,” and she emphasizes how her induction and later involvement with O∆K contributed to her work. Finding membership in O∆K to be an “enormous source of gratitude” for her, Randall also notes the “inspiration” she receives from the “male students who took on the charge in 1970 to induct women into O∆K.” Randall considered that inspiration a directive to accomplish “whatever is in her power” to help achieve “equal opportunity for all.” In adhering to that directive, Randall has worked with the Alabama Citizens for Constitutional reform to remove “racist language” from the Alabama Constitution, while encouraging current students to offer a welcoming presence to others of all demographics.
Currently the Chair of the Board of Pettus Randall Holdings, LLC, Randall has also chaired the Alabama Academy of Honor, which consists of the 100 most outstanding living Alabamians; she is a member of the board of trustees Alabama Women’s Hall of Fame; serves as a director of Alabama Girls State; and has been named one of the top 31 women graduates of the century from the University of Alabama. She
“ As a educatorlifelong
O∆K First Female Initiate
in secondary schools, the ‘good ol’ boys’ network existed and I saw friends passed over for [administrative] roles –it’s still out there. Never give up is what you need to do and continue to show good qualities. I was lucky enough to be teacher and coach of the year several times. I coached a state championship boys team. Good things do happen to people.
—Marcie Scholl, (University of South Florida 1974)
“when you gather students from across campus life who want to do good.” Institutions err, in Cramer’s view, when they do not support and consider students’ views. Cramer underscored that O∆K “ushered in a new hope” for what could be achieved when students create the groundswell, as students did in 1970. “Male students in 1970 pushed for important change. Imagine what male and female students can do today,” Randall mused.
To that end, Randall encourages all students to “Be Excellent. Be grateful. Be good. And Be ready. Say ‘yes’ when people call upon you to make a difference and seize each opportunity to make a positive difference.” With a specific encouragement for women, Randall underscored the need to possess confidence in oneself and to never shy away from difficult tasks. Cramer encourages students and O∆K members to continue looking for diverse perspectives and ways to better their campuses and communities. One of O∆K’s strengths, in Cramer’s view, is its purposeful inclusion of leaders from across campuses. By including “diverse opinions in a healthy and positive environment,” students can push for and make real change.
also sits on numerous other boards, including the board of directors for Alabama Power and board of advisors for Mercedes Benz USI. She has previously served on the Alabama Law Foundation and Alabama Governor’s Transition Team. Several entities have honored Randall with countless awards.
Both women, though, urged that all college campuses share a common denominator for success: the students.
“The sky’s the limit,” Cramer noted,
Fifty years ago, O∆K formally welcomed women into its ranks. Since then, women like Cramer and Randall have been leaders, role models and change agents — not only for the Society and other women but for entire communities. Just as they were inspired by the students who pushed to induct women in the 1970s, Cramer and Randall’s leadership, service and spirit are inspirational for the next five decades. l
Andrew Ross D'Entremont, a lawyer in Mississippi, is a 2018 inductee from the Iota Circle at the University of Alabama.
PROFILES OF THE PRESENT: Four Women and their Leadership Journeys
As female leaders have become more pervasive in society, women now lead in a variety of places and spaces. Profiles of the Present offers a glimpse of four women leaders in various industries: Denise L. Bennett, vice president of brand strategy at iHeart Media; Meghan Grace, an entrepreneur who leads her own higher education research firm; Judy Segura, mechanical engineer and thermal architect at Apple; and Elizabeth Kiss, the first female Warden of Rhodes House and CEO of the Rhodes Trust, who was also recently bestowed O∆K’s 2024 Laurel Crowned Circle award. Unified through the perspective of leadership as a journey, each profile is as unique as the individual and offers sage advice to current and future leaders garnered from these journeys.
Leadership In Tune with SERVICE
Denise L. Bennett has been a force for good in her professional and personal life. A music prodigy — playing five different instruments including the piano, trumpet, and flute — Bennett currently serves as the vice president of brand strategy at iHeart Media. Bennett began her education as a music business major at Indiana State University. She then obtained an MBA in Marketing and Media from Fordham University, where she now teaches as an adjunct faculty member.
Bennett’s work has led her to partner with many national brands, such as Walmart for its NAACP Awards, CarMax and WarnerMedia. She has served her community and nation in a variety of ways, including board chair of the
New York City WarnerMedia Black Professionals, board member of the African Services Committee and president of the New York City Chapter of the National Association for Multi-Ethnicity in Communications.
For Bennett’s hard work and service, numerous organizations have presented her with accolades, including 2019 The Network Journal's 40 Under 40 Achievement Award; 2020 Council of Urban Professionals (CUP) Technology Catalyst; 2021 Advertising Club of NY Rockstar Award and Black Women in Media Trailblazer Honoree; 2022 NAMIC Luminary Award; and the 2023 Cynopsis Top Women in Media Award and Fordham Gabelli School of Business Faculty Excellence Award.
and keep going.” Bennett terms this as “stick-to-it-ness” and tells inductees that if you want to be successful, you must have it.
Additionally, Bennett says that “it’s important to build your bridges before you need them,” and perform some personal introspection to recognize the hard work that inductees have already accomplished and their related achievements. “Enjoy your
Andrew Ross D'Entremont, a lawyer in Mississippi, is a 2018 inductee from the Iota Circle at the University of
Education Entrepreneur and GEN Z EXPERT
Bennett’s relationship with O∆K began at Indiana State, where she was inducted as a member in 2001. She was honored to join the society as she recognized it as “a premier organization for young scholars.” Her work with the Society, however, did not end at her undergraduate commencement; rather, Bennett tells how “O∆K has been incredibly supportive of her career.” Indeed, Bennett calls O∆K a “consistent force” of good in her career and life.
And Bennett has aided in further the good for others and their careers. She and O∆K work together to provide helpful conversations and mentoring for the current generation of O∆K inductees. The most important value that she believes students need to succeed? Perseverance. She wants students to recognize that life may give you some “hits,” but you must realize when to “get back up
Dr. Meghan Grace , an insightful and creative entrepreneur, has dedicated her career to research and the pursuit of knowledge, particularly in the field of higher education to better student life. Currently running her own research business, Grace partners with academics and scholars across the country to produce world-class research that will advance colleges and universities with a particular interest in “Generation Z” students.
Grace began her journey with O∆K while at the University of Arizona where Grace worked as a leadership coordinator, graduate assistant and the president of her master’s cohort. As the coordinator for leadership programs, she directed leadership programs for hundreds of first year students, refining curriculum needs and teaching collegiate leadership courses. Her academic advisor recognized Grace’s many accomplishments, values and skills and saw that Grace was a model example of an O∆K inductee. Grace was inducted in 2012 shortly thereafter as a member of the Society, quickly working her way up in the leadership of the Circle and becoming the alumni advisor for the University of Arizona’s Circle.
Denise L. Bennett
In her role with O∆K, she met with students, helped with recruitment and worked one-on-one with student leaders. She says that she “appreciated that a broad array of students joined O∆K and brought a diverse, interdisciplinary look into the leadership of the society.” Due to O∆K’s diverse leadership and skills, she set goals that would lean on the talents of the many in order to engage the Circle’s inductees.
After completing her master’s, she worked as a director for programming for Sigma Phi Epsilon Fraternity and a consultant before enrolling at Vanderbilt University. There, she served in the Dean of Students Office, aiding in planning and institutional effectiveness, through which she coordinated programs with numerous departments across the university to develop goals and implementation plans for better students.
“O∆K is a great opportunity to connect with people who care about the concept of leadership and the effectiveness of leadership,” Grace said and praised O∆K’s commitment to diversity of thought and backgrounds, highlighting that O∆K allows student leaders to “connect with people you would not otherwise,” i.e., students from different majors, in-and-out of Greek life, and clubs. She noted, “O∆K brings a diverse array of people to the organization and binds people through commitment to leadership. For those who really want to learn from the people in leadership, O∆K offers those opportunities and organic relationships.”
Learning from mentors is important, and Grace encourages students to find women mentors to mentor and guide them, particularly women in roles that they hope to fill one day.
along her O∆K journey and is excited for what the next fifty years of women leaders in O∆K will bring.
Scholar and Leader Preparing the Leaders of TOMORROW
Dr.
Elizabeth Kiss , the current and first female Warden of Rhodes House and CEO of the Rhodes Trust in Oxford, England, has lived a life dedicated to liberal arts, scholarship and service to society. Kiss was first initiated into O∆K at Davidson College in 1982. To this day, Kiss tries to elevate the mission of liberal arts colleges. In Kiss’s view, “liberal arts institutions make a difference — through professors and others — by helping students step into leadership and service positions.” During her own journey through liberal arts institutions, Kiss says she felt supported and was “encouraged to be a scholar and a student.” In August 2024, Dr. Kiss was bestowed O∆K’s Laurel Crowned Circle Award, which recognizes exceptional leaders. Award winners demonstrate the highest ideals of the Society: collaboration, inclusivity, integrity, scholarship, and service.
Meghan grace
When asked about how her journey started, she tells of Davidson College’s registrar, Professor Hansford Epes, who identified Kiss after her first year there as a potential Rhodes scholar candidate and encouraged her to apply. After receiving her degree in philosophy from Davidson College and a Rhodes Scholarship, she earned a BPhil and DPhil in philosophy from the University of Oxford. She served as the founding director of Duke University’s Kenan Institute for Ethics, which promoted an interdisciplinary approach to ethics and furthering personal, professional and civic engagement.
Agnes Scott College in Atlanta, Georgia, later named Kiss president, and during her tenure, the College became one of the most successful liberal arts colleges for helping low-income students graduate. Kiss’s ardor for higher education transcends liberal arts institutions, however, and she speaks passionately about the importance and future of higher education broadly. “Higher education is not only about the pursuit of knowledge and discovery; it also has a moral and civic mission, ” she argues. And while there are “competing visions of the core mission” of higher education, Kiss urges that colleges and universities recognize that they “have an obligation to prepare and inspire students to see beyond personal self-interest and consider how they can contribute to a greater good.”
To that end, while at Rhodes, Kiss and her colleagues bring all current Rhodes Scholars together for a Character, Service and Leadership program and retreat. Kiss sees the core meaning of “leadership” not as a noun linked to specific titles or roles, but as a verb describing how people can work with others to make a difference. To cultivate leadership, she encourages the scholars to reflect on their own core
values and on their strengths and weaknesses as they consider how they can become a better version of themselves. Each year, Kiss offers a lecture to the Rhodes Scholars on “shadows and light,” asking them to think about how they cast light onto others, while also urging them to think about how each of us has our “shadow side.” But rather than evade our shadows, Kiss says we should recognize, grapple, and manage them to become better leaders.
Kiss also recognizes that true leaders face hard choices and tough discussions in life. For instance, she is open about the difficult historical legacy behind the Rhodes Scholarship, noting that much of the original money supporting its creation stemmed from labor exploitation across Southern Africa, while giving little or nothing back to African peoples. Facing this reality head-on, Kiss and the Rhodes Trust are raising funds to endow 32 Rhodes Scholars a year for students from Africa. Quoting President Nelson Mandela, Kiss urges that we all should acknowledge past injustice and work to “close the circle of history.”
She wants higher education to help students “look at broader questions, create space for open debate across viewpoints and disciplines, and ask what is knowledge for?” Kiss stresses that it is not the role of institutions like the Rhodes Trust to comment on controversial political topics. However, she has qualms about the concept of “neutrality,” since she believes institutions of higher learning should forthrightly promote core values like truth, integrity, and citizenship. Kiss reasons that instead of claiming to be neutral, institutions should see their role as creating space for important debates over what is good and how it should be achieved. She commends O∆K as a preeminent example of an organization devoted to lifting
eLizaBeth Kiss
up these core values and encouraging young people to reflect on and embrace their broader responsibilities as citizens and change-makers.
Sharing some wisdom from her own leadership journey, Kiss says that if she could have done one thing differently, it would have been to “give herself more grace.” While at Davidson College, and immediately after, she was not sure what she wanted to do, and she often measured herself against others. Surrounded by brilliant individuals, she attempted to measure herself by what others were doing rather than what she wanted to do. Thus, she counsels leaders to reflect on their goals, aspirations and joys, and chart their own path. “Trust your heart; there are many, many ways to excel and lead; find what matters to you.”
Engineering Innovations and Service to OTHERS
For Dr. Judy Segura , mechanical engineer and thermal architect at Apple, leadership is all about the journey. From coordinating a household of eight siblings to mentoring young women in engineering, she has learned that leadership is not about simply holding a position, but rather a process in which the leader and those being led learn from each other and cooperate to accomplish mutual tasks. Along the way, Segura’s perception of leadership has evolved, from simply being the loudest voice in the room to someone who focuses on listening, understanding and acting in service to those she leads.
To her, leadership was once modeled as a system of domination in which those in power emphasized the penalties of non-compliance, but now her leadership experiences have led her to value cooperation. Her leadership philosophy now focuses on listening to differing opinions, personal growth and accomplishing mutual goals. Segura’s experiences with leaders in O∆K were instrumental in modeling this change. As an undergraduate student, she learned the value of being exposed to all different sorts of leaders who showed her how one can balance their personal and professional lives with their desire to lead and serve others. This, she says, helped her understand her purpose as a leader — not just to accomplish tasks, but to help pave a path for others to do their best work and to help both leaders and those they lead reach a better place.
Her advice to young women who want to be leaders is to focus less on a specific leadership position and more on the journey of becoming someone deserving to lead. This begins, she explains, with mastering the fundamentals of one’s discipline and not being afraid to work hard. While interdisciplinary skills are valuable, she says, nothing replaces the confidence of diving deep into an area of expertise, and this confidence is instrumental in any leadership position. She also emphasizes that young women leaders must rid themselves of their fear of failure to grow from their mistakes. “Women often feel the pressure to be perfect,” she explains, “but failure is inevitable, and ridding oneself of the fear allows for more opportunity to grow and learn what not to do.”
Finally, Segura stresses that there is no one set path to leadership and individuals can only define what leadership means for themselves by going through their own journey. By trusting oneself and focusing on the journey, young leaders can be more than just assertive voices — they can listen to diverse voices, lead in the service of others and accomplish mutual goals by proving themselves to be worthy of following.
For her leadership in the development of products that have changed the landscape of modern communication, Segura has been named the 2024 Pillar of LeadershipCommunications recipient. Dr. Segura is a 1991 initiate of the California State University, Fullerton, where she earned her bachelor of science degree in Mechanical Engineering and Physics. She also earned her Doctor of Philosophy in Mechanical Engineering from Stanford University. l
Ariana J. Alvarado (Bellarmine University, 2022) is a graduate student at the University of Louisville pursuing her Master of Arts in English with a creative concentration.
JuDy segura
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Since 1914, Omicron Delta Kappa has empowered collegiate and lifetime members on their leadership journeys. To continue this mission, we need your help. Your contribution is an investment in the leaders of today and tomorrow; we invite you to help advance leadership on our campuses and in our communities!
Gifts to the Annual Fund support O∆K's greatest needs. An unrestricted donation helps fund circle resources, member communications, leadership development programs, and more. Have a specific philanthropic interest? We also welcome gifts that support our core programs:
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The Role of Advocacy in Diversifying Leaders
WA Conversation with Jim Vickrey Q:
Let’s start with the big picture. How do you define leadership?
Vickrey: Leadership is what leaders do: They exercise non-coercive influence. It is the exercise of interpersonal influence in a given situation, directed toward the attainment of goals or objectives, which at the time of its exercise may or may not be shared by the leader and the led. That definition favors “democratic leadership” over “authoritarian” and “laissez faire” leadership and is the one, according to studies of group dynamics, that produces the best results. I favor democratic leadership because research and experience teach that it is most likely to produce positive outcomes and committed and satisfied followers, who are most likely to execute agreed upon solutions to problems.
Q:
What has been your experience in exercising leadership in support of women and minorities in higher education?
e all benefit from having individuals in our corner to advocate and serve as champions for our careers and in our lives. The following represents a conversation with Dr. Jim Vickrey, O∆K Board Member and longstanding leader in higher education who advocated for diversity during the 1960s and ‘70s. Q:
When and where did you become a member of O∆K and how did it enhance your leadership skills?
Vickrey: I was inducted into O∆K in 1962, while I was an undergraduate at Auburn University (AL). It was my first such national honor. It immediately put me in touch with campus leaders, students and others, that enhanced my own leadership status and gave me the confidence to become more active in the Student Government Association (SGA), fraternity, and campus life. Indeed, my AU experience was so rich and powerful that I found myself, by the end of the decade, being pulled into university administration at Florida State University (FSU), where I was working on my Ph.D. in Rhetoric and Public Address.
Vickrey: I learned early on that leadership requires that you know what your intrinsic values are before you step out as a leader. That was as true of being an SGA president as it was of being a university president. Most decisions, I found, make themselves if you get timely information from the right people and the issue to be decided is clear and you are the right one to make the decision. I taught and used a decision-making process that includes such considerations, and it never failed me. Oh, it didn’t guarantee that I made the right decision every time, but it did guarantee that I made it only when I had a consideration of all the relevant factors. Ultimately, most decisions evolve into a consideration of competing values – and that is where your own value system comes into play.
Q:
That is a very astute observation. Can you give an example of a time where you were in this position?
Vickrey: One morning when I was a university president, I met with the athletic directors (AD’s) for men’s and women’s sports about their budgets for the coming year. I asked each what their needs were and, in the course of discussing them with the Women’s AD, I asked how many new scholarships she would be requesting for next year. (She had many fewer than Men’s Athletics had.) She said three. I responded, “How many do you NEED? She said three would be good.“ “No,” I said, “how many do you
Then & Now
looking on incredulously, she replied, “Excuse me?” I said, “You now have the same number as the men.” My commitment to equitable treatment of faculty, staff, and students had been previously communicated, including in my inaugural address, they looked shocked, nevertheless.
That, I thought, was the only way to lead on equal opportunity in men’s and women’s athletics. I acted similarly later, when, after a study of men’s and women’s faculty salaries, comparing the same with credentials and responsibilities, I “equalized” the salaries of any female faculty member showing they qualified –- without angst and without a women’s faculty committee’s having to convince me to do so. When the right thing to do is clear, indeed being
what’s required within the limits of resources, which sometimes dictate the pace of doing so.
Q:
These are great examples. What other experiences do you have in ensuring that students and employees in higher education are treated equitably in institutional activities and programs?
Vickrey: First, that the challenge of treating all people fairly is a never-ending one; it is not “solved” in a semester, a year, a decade, or more. As soon as you think you’ve “solved” it, it reappears. Equal opportunity does NOT precipitate out of human relationships “naturally”; it has to be expected, prioritized, planned, and arranged for. That is one reason O∆K is so committed to DEI programs. Second, that the challenge
is also a legal one; even if colleges and universities didn’t want to do the right thing, they would still be required by law to do so, as they have generally since the 1970s. Third, that, while everyone claims to be for DEI, not everyone is willing to do much about it. I found that out in one of the hardest jobs I ever had at the University of South Florida in the 1970s.
As Assistant to the President and Director of University Relations at University of South Florida (USF), I was asked also to be equal opportunity coordinator in 1971 by President Cecil Mackey, who later served as president of Texas Tech and Michigan State Universities. He didn’t have to be convinced to provide such leadership. Neither did I. I threw myself into the job, creating the first comprehensive equal opportunity and affirmative action program in Florida public higher education and leading its implementation within the State University System. I conferred with federal officials to find out what was required, and I worked with counterparts at other universities to share what USF was doing, which was considerably ahead of most of them.
After working in equal opportunity for a time, one surprising aspect was that getting men to act rightly in support of women’s moral and legal rights was harder than getting their support for minority rights. I’m not sure why. Perhaps because most men grew up with women who were not professionals (mothers, sisters, aunts, cousins, grandmothers, etc.) and so they tended to relate to female colleagues similarly. Moreover, working for a female supervisor is not the same as “working with” female relatives. Many American men do not come to the issue with sensitivity and support of women.
Later at the University of Montevallo, I made ensuring civil rights for all a priority from the get-go of my decade there. As a result, when all of higher education was later sued in federal court to do what had been done in Florida, UM was excused via motion from the federal court action, because we had already done everything that was going to be required of us at the end of the decade-long litigation, saving thousands of dollars in legal expenses and angst. To achieve such results, you have to want to do the right thing, instead of considering it to be a bother and an interference.
Q:You’ve alluded to experience with strong women leaders. What were some early positive leadership influences in your life?
Vickrey: I grew up with a strong, working mother and sister. I saw how my mother struggled after my father died when I was 14, including struggling at work with male chauvinism. When I assumed leadership positions later, I did not have to be persuaded to treat men and women similarly. The same was true of equitable treatment of minorities. Why all male leaders do not operate similarly is something I’ve never understood, and I’m glad to be part of the leadership of O∆K, an organization that is committed to equal opportunity and equitable treatment of all in admission and activities without regard to ethnicity, gender, race, sex, sexual orientation, and the other proscribed considerations. l
Jim Vickrey is a 1962 collegiate initiate of the Auburn University Circle and member of the O∆K Board of Trustees. He is the retired professor emeritus of speech communication at Troy University and the former president of the University of Montevallo.
adapting for TOMORROW
by Jennifer Waller, Ph.D.
The winds of change are sweeping through Omicron Delta Kappa, requiring a vital evolution in how our esteemed society maintains its financial foundation. As the Greek philosopher Heraclitus wisely noted, “Change is the only constant in life.”
Organizations that do not evolve become extinct.
This spring, ΟΔΚ will introduce a structured ongoing membership dues system—a strategic shift designed to ensure our organization's sustainability and enhance the value proposition for members at all stages of their professional journeys.
What does this mean for you?
As an initiate of Omicron Delta Kappa, you will always be a member of our honor society. The adoption of a membership dues system does not change that. It creates an opportunity for members to engage with ΟΔΚ after they have graduated and left their campus circle. It also provides members with additional benefits such as access to exclusive ΟΔΚ events and travel and discounts on fitness and mental health programs. The value of these benefits will exceed the investment made for our members.
Building a Sustainable Future
Throughout its history, ΟΔΚ has relied on initiation fees from college students as the primary revenue source, with 63% of its income generated from these fees. As an organization, we are asking the individuals with the least amount of money to support the operations of the society. Implementing ongoing membership dues represents more than a mere financial adjustment; it embodies our commitment to creating a more robust and engaging community of leaders. This new model will enable ΟΔΚ to:
4 Expand professional development programming
4 Enhance networking opportunities across generations of leaders
4 Develop new leadership resources and educational materials
4 Maintain stronger connections with members
Investment in Excellence
This is not simply about sustaining our operations but about investing in the future of leadership. Every dollar contributed through membership dues directly supports programs that cultivate tomorrow's leaders and strengthen the bonds between members.
Members can expect to receive detailed information about the new dues structure and payment options in the coming weeks.
By embracing this change, ΟΔΚ demonstrates the very principles of leadership it champions: foresight, adaptability, and strategic thinking. In doing so, we secure our organization's future and enhance our ability to fulfill our mission of identifying, supporting, and connecting tomorrow's leaders. l
C ircle Presidents:
The Future of Women Leaders
by Bethany Spitzmiller
The past 50 years have witnessed a remarkable rise in women's leadership. From classrooms to boardrooms, women are shattering glass ceilings and reshaping the landscape of leadership. Women are redefining success and proving that leadership can be as wonderfully diverse as the women who serve as leaders in a variety of interests and roles. Looking toward the future of women leaders in O∆K, there is much to celebrate as these three circle presidents demonstrate.
Meagan etner & aLicia ryan
Alicia Ryan, a recent Circle president at the University of Baltimore in Maryland, provides a poignant example of how embracing authentic leadership can make a profound impact. When Ryan returned to school in her mid-thirties, she said she did not expect to have a typical college experience. However, being inducted into O∆K gave her a chance to become more involved on campus, and Ryan’s tenure as president has been marked by significant initiatives aimed at fostering community.
Under her leadership, the UBalt Circle organized events like Pack the Pantry during Homelessness and Hunger Awareness Week and the Stone Ethical Leadership Challenge. These initiatives not only strengthened the O∆K community but also addressed pressing social issues, demonstrating the power of empathetic and community-focused leadership. Ryan recently has been elected student government president, and in that role, hopes to make significant changes on campus and advocate for all students.
Ryan also recognizes the unique challenges women face in leadership positions. “Women have to be strong. They will be mansplained, they will be shot down, they will be spoken over or have their words stolen. In order to combat this and to not feel helpless, women need to speak up and speak loudly. … Women also need to support one another and amplify each other’s voices.”
Mikaela Edgar , past president and current vice president of O∆K at Fontbonne University in Clayton, Missouri, shares a similar commitment to inclusive leadership and understands the importance of unity among women in leadership roles. Her journey is particularly noteworthy as she became the first Black president of her Circle. Edgar’s presidency was driven by a mission to increase diversity and representation within O∆K, and she succeeded in implementing several impactful programs and events.
“One of my favorite events was our Connect with O∆K event, inspired by the O∆K National Conference,” Edgar recalls. This event provided valuable networking opportunities for members and highlighted the importance of creating spaces where diverse voices are heard and valued. Despite the bittersweet announcement of Fontbonne University’s closing in the summer of 2025, Edgar remains proud of the impact she made. “Even though the Circle will be closing, I am still able to make an impact on the organization by opening space for leaders of color,” she reflects.
MiKaeLa eDgar
Jacob Lorimier, Dyllan Haggard, Joel Hermann, Luca Roma, Dustin Davis, and MiKaela Edgar
Through her O∆K leadership journey, she’s learned many lessons that she hopes to pass on to others. She said, “I have learned to rely on the skills of creativity, teamwork, and communication. … The most important lesson I learned was resilience.” She further emphasizes, “Women in leadership roles need to develop the skills of being candid and resilient. You are going to have to speak up and challenge ideas or narratives that you don’t agree with. While that may be hard, you have to do it so that you are able to lead at your fullest potential. If there comes a time where you feel like you are continuously hitting a brick wall, you have to have resilience to keep going at that brick wall till you find a way to knock it down.”
Edgar advises future leaders to, “Be confident in your abilities. You have everything that it takes to be in that desired leadership role. Don’t doubt yourself.”
Olivia Spurlock from Texas A&M UniversityCommerce (TAMUC) also said she believes women bring something special to their leadership roles. “Women often approach leadership with empathy and inclusiveness, creating a more engaged and motivated workforce. Our ability to navigate and balance various roles provides a diverse perspective, enabling innovative solutions and strategic decision-making,” she says.
Spurlock joined O∆K with the goal of strengthening herself and became the first student president of TAMUCommerce’s newly founded Circle. Reflecting on her experience, she says, “Being the first O∆K Circle at my university, it has been a rewarding challenge to take on the
role of student president. Alongside the other executive members, I helped to show our university what O∆K represents and means for students, alumni and faculty.”
During her presidency, Spurlock spearheaded the creation of a virtual leadership library for all students at her university and collaborated with the charitable organization, Blue and Gold, to make a difference in the community. She said her journey with O∆K has significantly boosted her confidence and taught her valuable lessons about leadership.
Spurlock believes that to succeed in leadership roles, women should develop a diverse set of skills, including strong communication, emotional intelligence, cultural competence and resilience. She also emphasizes the importance of building a robust professional network and maintaining a commitment to lifelong learning.
Spurlock encourages women to advocate for themselves and to view failures as opportunities for growth. “You can’t make it if you don’t try. You are your own best advocate. Choosing to hone [your leadership] skills and advocate for yourself, your university, your community, … can be the best feeling of fulfillment you have in your lifetime.” l
Bethany Spitzmiller is a 2017 initiate of the Truman State University Circle. She’s currently the executive editor at Relevance, a digital marketing agency in central Missouri.
OLivia spurLOcK
Do you have a recent achievement to share?
O∆K is collecting member news for the winter annual report edition of The Circle. Many of the accomplishments in the Member News section are picked up from O∆K’s media monitoring. Others are submitted as member updates. If you have news to share, please complete the form at odk.org/update-information. Order your
