The Search for Civility Leadership
Abem Fekade-Tessema (Business Economics, ‘22)
Eduardo Peñalver, SU President-Elect
by Abem Fekade-Tessema*
As I continue to pursue my personal and career goals, I constantly remind myself of the dreams that my parents held when they moved from Ethiopia to the United States. As is true of most parents, their goal was to raise their children in an environment with unlimited opportunities for success. Being a second-generation immigrant and first-generation University student also means to me that I must acknowledge the variance in opportunities between myself and my ancestors. Therefore, it is my consciousness of this that constantly amplifies my ambition and inspires my efforts. In my time as a student at Seattle University, I have been presented with numerous opportunities to engage with the mission of the University, such as serving as Class Representative in Student Government for my sophomore and junior class. Most recently, I had the honor to serve as the sole undergraduate representative on the Presidential Search committee assembled to recruit, interview, and present recommendations for the next University President to the Board of Trustees. On Thursday, October 22, the University announced its President-elect, Eduardo M. Peñalver. Serving on this committee has been an invaluable experience. Here are a few of the things I learned:
Once we had concluded the recruitment stage of the process, we compiled the resumes and cover letters provided by the candidates. As a junior in college, I have never been expected to construct a resume or cover letter of more than one page each. However, given the rigorous achievements and the caliber of University President candidates, I was tasked to examine documents that combined to be up to 15 pages per candidate. As I read through hundreds of pages while attempting to identify which candidates to advance, I was troubled because they all seemed so impressive to me. After all, each of the candidates had achieved such impressive things by the standards of a college student. Once the committee had compiled a list of semi-finalists, I observed the commonalities of the documents from the advanced candidates. So what I came to learn in this stage of the process was how authenticity and synthesized materials serve to be critical assets which complement an applicant’s abilities. Going forward, I will be more conscious about balancing formalities with authenticity. Furthermore, I will also commit to integrating aligned thematic elements between my resume and cover letters.
From the very beginning of this journey, the process has been inclusive, open and civil. The University was very intentional in making this happen because they recruited a diverse background of experience and identities to construct this committee. They selected an undergraduate and graduate student, in addition to staff, faculty and members of the Board of Trustees. Being the youngest and least experienced on the team, I was at first afraid of being overshadowed by the wisdom and expertise of these impressive individuals. However, from day one, multiple members reached out to me to ensure that I felt comfortable voicing my opinions and constantly reiterated to me the value of my input. This was the cultural environment created and adapted by this committee. Through several other instances, we built trust, compassion and understanding amongst one another which helped to ensure that our conversations were inclusive of all members and always natural and free flowing, even in times of constructive disagreement.
Due to the civil nature of this entire process, we were able to make high-stakes decisions with confidence in the results. If I were tasked to make the recommendations myself, I would be fearful that I may have not acknowledged the perspective of others who think and feel different from me. Therefore, I would lose confidence in my decision and question if I really chose the best route for the University. Additionally, if this team had been constructed of only one constituent group such as the board of trustees or students, it would still lack the diverse perspectives needed to initiate insightful and thoughtful discussion to lead us towards the best possible decision. Part of being civil, is realizing the weight of a situation and being mindful of the voices that are or are not present. So, in the case of a University, how could one progress with such a process without ensuring representation from all parts of the community?
As a committee, we drafted the Leadership Profile, which outlined the expected opportunities and challenges for the next President, in addition to the desired traits for them to embody. The mission of Seattle U is to commit to the uncommon good and create a culture where everyone can holistically develop in their mind, body and spirit. In the current times we face, most of us have been hurt in all three of these aspects. However, the Jesuit traditions which lay the foundation for this mission, ensure us that we can not only recover but even excel on the other side of this momentary spell of misfortune. The pride and belief in Seattle U and its mission is what drove each member of this committee to spend the countless hours devoted to strengthening the mission with its new President-elect.
At the end of the 2020-2021 academic year, President Peñalver will become the first non-Jesuit, lay person to serve in the position. He will also be the first Latino and person of color to assume the role. He will also be the first Latino college President in the country. After extensive review by the committee, Board of Trustees and the campus community, Peñalver has been deemed the best fit for Seattle University at this time. His commitment to civility, social justice and inclusion are evident from the coherent themes in his life’s work. So, in the 130-year history of the University, during one of the most drastic eras of the higher-education landscape, he will be challenged to serve a pivotal role in the school’s advancement, but his expressed ambitions and values complement those of the institution and can guide us well going forward.
In the end, one candidate had asked us, “What is one thing that each of you has learned while being members on this committee?” I thought about this for some time and eventually came to realize what that one thing was. Speaking for myself, I realized that it would not be the sole duty of the President to elevate this University to the heights it wants to surpass. For over eight months, I watched how we worked as a team on this committee and witnessed how much we all cared about the success of the institution. I now understand that it is essentially the human capital and personal investment that community members make which truly determine the value and successful progression of an institution. This also made me think of my teammates from Alfie Scholars, Student Government, University Recreation and other organizations and how they provide intrinsic value to the University and help govern the future we desire to create. Therefore, I learned that in addition to the President-Elect, we can also place our confidence and faith in the community as a whole as we advance our next steps as a University and soar to these new heights.
*Abem is a junior Business Economics student, Student Government Junior Representative, Alfie Scholar, and Manager of UREC Competitive Sports at Seattle University. See his complete profile here.
