By Susan Caba
Zelema Harris, Ed.D, retired from the world of community colleges in 2006, after 16 years as president of Parkland College in Champaign, Ill. With several awards for leadership and executive excellence in her pocket, sheÕd launched her own business. But Dr. Harris' transition out of education was short-lived—a year and two months later, she was named interim chancellor of St. Louis Community College. A few months after that, the "interim" label was replaced with a three-year contract to lead Missouri's second-largest education system (only the University of Missouri system is larger).
Community colleges are booming, filling the gap between high school and four-year universities for many students, providing technological and workforce training for thousands of others, and helping working students update skills. Competition for qualified education executives is fierce, so it's only fitting that Dr. Harris was pulled back into the field. She often says one of her few frustrations is that the days are too short for the amount of work that needs to be done.
The St. Louis system operates four campuses, with an annual budget of about $155 million, and offers more than 130 degree or certificate programs. About 2,400 students graduate each year. A quarter of the student body is enrolled in occupational programs; another 20 percent are working toward an associate's degree, with the remaining 65 percent intending to transfer into four-year programs.
What's the most efficient or productive time of day for you?
"It depends. I become energized by the project. If I'm writing a speech, I can stay up until midnight, one o'clock. My body tends to flow with the energy level of the task.
"But I prefer getting up early, having a healthy breakfast and getting to the gym, using the treadmill and doing a few sit-ups. I used to say I was a morning person, but now it depends on the events of the night before. I get up about 5:30, 5:45 a.m. Years ago, when I ran, it was more like 4:45 a.m.
"I ran track in college. I grew up on a farm in east Texas and I ran everywhere, because everything was so far from where we lived, even the mailbox. I don't run anymore, but you need the exercise to stay alert and to keep those long hours every day."
What is the most creative aspect of
your work? What is the least creative
or least satisfying?
"I really enjoy connecting our mission of education with serving the community—looking for ways I can partner with business, looking for ways to develop stronger partnerships between training and employment. That's the wave of the future for us. I'm always asking (business leaders), "What kind of training do you need, are you willing to invest in that and become a partner? What jobs are you willing to provide?"
"Businesses want workers now. They will invest in it. We do the training and jobs are promised. We graduate about 2,700 students annually. They get out and they get good jobs. Students are far more motivated when they know that the rigors of the curriculum is required to get a high-end job with a high-end wage.
"The least satisfying is paperwork time. I have to set aside time for the reading of reports, reading minutes, reading policies. I spent a great deal of time, until our accreditation in January, reading, reading, reading."
How do you use devices and electronics ÑBlackberries, cell phones, iPods—to manage work flow? Are they, on balance, more often a tool or a hindrance?
"Technology forces you; it encourages you, to do much more than you would do. When I get home, I find myself gravitating to my office right off the living room. The access to work really encourages 24/7. Years ago, you didn't have all this technology—unless someone rang you at your home, you were never bothered at home."
What is the most distracting element
of your workday/workweek?
How do you manage it?
"Crises occur infrequently here, but when they do, I want more information than I probably need to make a decision. Every day is different. I tend to bother a lot of people immediately, because I want more information. That can be a little distracting."
If there is one thing you would like to
do differently in the average workday, what is it? Why don't you do it?
"I think it would be exactly this whole notion of having more time. I just want to add two hours to the day. At the end of the day, I have to stop at some point and that creates some level of anxiety on my part. If I could add more time to the day, I would be very, very happy."
What are some of your rules for success?
"This whole notion of a level of immediacy. You need to get things done. I tend to value individuals and groups and teams that want to work in that manner. They don't delay for another day, another month, another year. That's a major part of whatever success I've realized.
"Another is to create that collective vision for the organization, what do we want this organization to become? I tend to like to talk about being purposeful and strategicÑknowing where youÕre going and having a plan.
"I invest in the people who work with me by giving them—allowing them, encouraging them—to take more responsibility. Most people can do far more in their position than we give them credit for. It's important to help people to expand their own minds and use their skills.
"Did I mention passion? Passion is contagious. I don't see work as a means to an end—if you can't make your job fun, then you shouldn't be doing it. Eighty-five to ninety percent should be fun and then you can deal with the other 10 or 15 percent."
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