In Loving Memory of Professor Mickey Gee

My perspective on Mickey may be different from the normal business or academic relationship, as I was blessed to attend Canterbury United Methodist Church with Mickey and his wife Harriet. I was able to see Mickey not just as a kind and caring teacher-mentor. I saw Mickey as a man of servant leadership, and I saw where he got his life basics. Mickey’s ability to see the needs of a wide variety of folks and to be that rare soul who immediately reached out to help was based in his real faith and a driving need to practice that faith. His life basics were built in knowing the love of his Christ, and knowing the need to pass that love on to others by his deeds.  And all was done with smiles that filled a room with the light of wisdom, based on whom he followed. 

So what are the key lessons we can pass on to future students and peers who will not know Professor Mickey Gee? 

First, we all need to remember our basics. While we may or may not share Mickey’s faith, we can share his basic belief in being a servant to those in need. We can all start each day remembering it is not about us, but about a far greater mission to touch the lives of others. I plan to focus on having more “Mickey moments” in my life, those times when I stop whatever I am doing to deal with a human need placed in my path. 

Second, we in the academy can remember every day that teaching and mentoring students is the key reason for our being here. Sometimes in the hectic pace of pursuing many other important UAB and personal goals we can lose focus on the impact our attitude and aptitude has on the next generation. While service to our many communities and research are important to the academy, our lifting up of students is critical to building successful communities and future researchers. As Mickey demonstrated, our mentoring of students can include engaging them in our service and research commitments. His work with students on service learning (especially the Wilcox County project) was a clear example of his integration of mentoring and serving.  

Third, we can all follow Mickey’s lead as a supporting and encouraging friend. On many a ride with Mickey to Kiwanis meetings on Tuesdays, he would always ask “how are you doing?”  This was not casual talk, but a genuine caring question. The ride downtown and back would also usually include a story of some student issue or concern. He wanted me to know student issues and sought my guidance and insights. His level of caring could be a lesson to us all. 

Mickey was a valued mentor to us all and he will be missed.  I promise that his memory will live on in “Mickey moments.”

New Online Degree Programs Expand Access to High-Quality Education

With a focus on providing access to a high-quality, accredited learning experience, we now have an exciting new way to facilitate interactive learning and expand access to quality teaching.  Through our new fully online accounting degree programs, both at the undergraduate and graduate level, students from all of Alabama, the region and the global community can access fully accredited (by AACSB) accounting programs. 

Like all forms of student learning experiences, quality does matter.  These programs are a result of over two years of market research and intensive preparation to assure that the quality of these online offerings match the recognized high quality of our traditional programs.  The classes are developed by and will be taught by the same respected UAB teacher-scholars who currently teach in traditional (and blended) classroom formats.  In the process of preparing for these programs, I have been amazed at how the technological tools available today can and do facilitate faculty-to-student interaction and mentoring, as well as very effective student-to-student and group interactions on projects and group discussions. 

Applications are being accepted now for the undergraduate online program that begins this summer and the graduate online program beginning in the fall 2012. We are also providing a bridge program that will allow students with a degree not in accounting to “bridge’ to our Masters of Accounting program—just as we do with our traditional programs in accounting.   

The same market research we did in Accounting has been completed for our Information System and Industrial Distribution programs. We are seeing many positive results from our research and are continuing to explore these options.   

In addition to new online programs, our teacher-scholars are bringing new tools to traditional classrooms—allowing students to customize their individual pace of learning via online tutorials and learning tools. Such tools allow faculty more time to engage with individual students and to facilitate, not restrict, their critical role as life-changing mentors. 

Key Thematic Goals For The Next Five Years

The leadership of the School spent fall term reviewing the book The Innovative University by Harvard Business School professor Clayton Christensen, a recognized expert in innovation in times of difficult transitions. The theme of the book is that two key changes have caused a dramatic and permanent change in higher education: (1) The persistent and deep financial crisis of the recession; and (2) The disruptive technology of the internet and viable online education tools. He concludes that each University must be more focused on niches of excellence, with selective and limited key thematic goals. 

I am pleased to report that the UAB School of Business has been and will be very responsive to the strategies of focus urged by Professor Christensen. For the last several years, in preparation for our AACSB visitation, we engaged the faculty and staff in a process of intense strategic planning. Beyond a successful accreditation visit, we have achieved a new and stimulating culture of change in which faculty (including both our many long-term faculty members and our 27 new faculty members)  are together : (1) exploring and implementing creative, technologically-driven,  and high quality ways to meet the rapidly changing learning needs of students; and (2) moving deep into a process of research and discovery related to the commercialization of the great  intellectual property created by UAB’s respected  scientists and medical investigators. As a result of the necessity of change and the crisis of economic uncertainty, we are creating new sources of revenue and pride in helping to solve big, meaningful problems. And we are pulling our students into this process of change and discovery so they learn first-hand that change can mean opportunity and growth.

Helping Solve Big Problems Through Translational Mentoring and Research

In the past several years we have focused our School on two key themes: (1) Creating an environment of support and mentoring that enhances student learning and (2) Applying our faculty’s exceptional skills of discovery/research to take on big, meaningful problems.

Our students and their families expect us to be creative and dedicated in focusing on their success as students and their success in a lifetime of evolving careers. I am proud to say that the UAB School of Business faculty and staff are daily focused on the real needs of students. We measure our progress on this critical School theme by the use of well developed “Assurance of Learning” (AOL) tools—we inspect what we expect, and then take steps to make improvements where needed. Our accrediting organization (AACSB) calls this key last step “completing the loop” of AOL.  Nationally, thought leaders and key educational observers are concerned that a big, meaningful problem for this economy is not having enough well educated employees with the technical, behavioral, and management skills needed for growth in the 21^st century.  We are completing the loop of AOL with new/revised and rigorous classes that add to our students’ skills in quantitative analysis, communication, rapidly changing technical areas, and critical thinking. We understand the importance of these efforts to the economic success of the many communities we serve. We call this translational mentoring and learning as we transition our students from great potential to productive leaders of commerce and society.

Our second key School theme is a dedication to participating with the many areas of research excellence at UAB—to address big, meaningful social, economic, commercial and health problems.  Cross-disciple research at UAB is imbedded in the DNA of this exceptional institution of discovery. The solutions to Big Problems need many skills. The skill we in the School of Business bring to the process is more concentrated in what is today called translational research—how to materially move great discoveries/research findings far more rapidly into the communities of need.  In the world of commerce, we study and implement creative ways to speed up the movement of awesome intellectual property created by UAB’s many exceptional scientists and engineers—move it from the “bench” of a lab into the communities we serve. We are also focused on commercializing these great discoveries and improved processes. We are building a team of teacher-scholars with real world experiences in creating and growing new companies—new companies that will create high paying jobs  and tax revenue in Birmingham and the region. And we will soon be telling you more of our plans to create a multi-million dollar philanthropic private equity fund to be jointly managed by the Schools of Business and Medicine. This fund will provide proof of concept capital to aspiring UAB entrepreneurs.

Plans for Growth and Innovation

During the last 15 months, the School of Business undertook an intense strategic planning process. We were aided in this process by an exceptional retired academic leader, Dr. Doyle Williams, former dean of the Walton School of Business at the University of Arkansas and former dean of the School of Accountancy at the University of Southern California. As a result of monthly all-faculty meetings, monthly department meetings, and four faculty/staff task forces, we formulated five key goals: 

•      Goal 1.  Meet UAB institutional goals on 50% student enrollment growth and material improvement in graduation rates

–     By promoting innovative programs of excellence for student recruiting, retention and graduation.

–     By stimulating growth of a diverse student body through high quality instruction that enhance student learning and success.

–     By developing and implementing a school-wide communication and branding plan to support our mission and strategy.

•      Goal 2.  Promote faculty and staff development

–     By investing in our faculty and staff to ensure a high-quality work environment that encourages professional development and ensures our faculty build and maintain their stature in their academic disciplines.

–     By identifying faculty and staff hiring needs along with potential sources of revenue to support recruitment and development.

•      Goal 3.  Promote a unified and inclusive culture

–     By breaking down artificial barriers and silos across departments and programs to create a unified culture and commitment to the School.

•      Goal 4.  Expand value-added partnerships

–     By building many partnerships with external stakeholders including: UAB Schools and programs, other universities in our geographic region, Industry and Funding agencies.

•      Goal 5.  Maintain a strong financial position

–     By leveraging programs and outreach that provide strong financial operating leverage.

–     By raising significant amounts of development funds to support the school’s major capital investment needs.

In addition to these key strategic goals, a wide group of faculty and other school constituents developed very specific action steps/tactics (with timelines) to achieve each goal. In coming blogs we will keep you informed on our progress and how you can assist in this strategic process of growth and innovation.

Professor Ollie Powers, An Exceptional UAB Servant Leader

Ralph Waldo Emerson’s quote “Great men exist that there may be greater men” is the opening line in a biography of George C. Marshall, Solider Statesman Peacemaker, written by Jack Uldrich. This is an excellent book on servant leadership recommended to me by personal friend and friend of UAB, Charles Collat. I bring this to your attention not as a book critic, but as the opening line of my note about Professor Ollie Powers, an exceptional UAB servant leader, and his recently announced retirement.

In his 36+ years at UAB, Ollie has made numerous contributions in teaching, service, and publications to the profession. In other ways and in other places, we will provide long lists of his many professional accomplishments—items that give Ollie a very long and valued professional CV. Today, we want to celebrate Ollie as that exceptional and kind man who has always focused on others. His gift of compassion is matched with a willingness to ask faculty and students to stretch beyond their comfort levels of performance and find that extra gear needed to overcome a challenge or frustration.

Ollie lives a caring life and exceptional career focused on asking students to go to work, inviting them in ways that stimulate a passion for excellence. When Ollie asks students to come join “the work”, there is no doubt that he will be there to aid, nurture, and challenge them. The work he asks of his students leads them not just to success in accounting, but to success as caring folks who know how to help others. They, along with many of us, learn by watching Ollie!

We will celebrate Ollie’s career at UAB in many ways in the coming months. More news will follow. We encourage you to celebrate his positive influence on thousands of lives by continuing his example of asking others to go to work as a competent professional and servant leader, and by matching that with Ollie’s example of compassionate help and encouragement. There is no doubt he is living a life of helping others to be great, and in ways they never dreamed possible.

Launching Leader to Leader Series

Alan Fishman, cofounder and chairman of Beech Street Capital, has had a long and distinguished career in banking and finance. He was named chairman and CEO of Independence Community Bank in 2001 and, after its merger in 2006, appointed president and COO of Sovereign Bank. During the financial crisis, he served briefly as CEO of Washington Mutual Bank.

Next month, Alan will share his thoughts on his industry and on leadership in the first installment of the School of Business’ new Leader to Leader Breakfast Series.

The series starts October 3, 2011 at the Alys Stephens Center (from 7am to 8:15 am) and continues through summer 2012, bringing top-level corporate leaders together to discuss current business issues and trends. Our speakers are all either School of Business alumni or business leaders who are committed friends of our School. For the 2011-12 series, these will include:

• Daryl Byrd, President and CEO of IBERIA Bank

• Declan O’Beirne, Vice President and CFO of John Hancock Financial Services

• Michael F. Golden, President and CEO of Smith & Wesson Holding Corp.

• Susan Story, President and CEO of Southern Company Services

• William M. Walker, Chairman, President and CEO of Walker & Dunlop

These exceptional innovators represent a variety of experience and industries, but all share the UAB School of Business’ commitment to leadership and service. We are thrilled to be able to engage the business community with this leadership series, and hope it stimulates a broader dialogue on important issues of our complex times.

If you have any questions or would like additional information please call my office, 205.934.8800. You may also contact Erik Kahill at the School of Business, kahill@uab.edu or 205.996.5399.