Sam Matteson
Professor of Physics
University of North Texas

“Have you ever thought of being a chair or a dean? You have the instincts for it,” the associate dean remarked to me one day in his office.

“No I haven’t, but thank you . . . I think,” I said. But I thought, “No, I’m not ready for a lobotomy.”

So I was surprised a few months later when I was appointed chair of my department. What was even more astonishing to my department was that I went on to do a credible job for 10 years.

When One Exchanges Places

Funny how one’s point of view (POV) changes when one exchanges places with another. In the decade I served, my regard for academic leaders became markedly more sympathetic and appreciative:

(1) I now pray for my leaders by name daily. For example, when I enter my building, I pass beneath an ornate portico with a carriage lamp and send up a pray for my chair, that he will have God’s light to guide him.

(2) I try to “catch” my leaders doing what I think is wise, beneficial, and good for us, and tell them so, in writing. I find I am often too generous with critique and too stingy with praise, as if an encouraging word would exhaust my horde of benedictions.

(3) I avoid the abuse of my friendships with leaders. In my life after administration I have tried to understand that my chief must not only be impartial; he or she must appear fair, as well.

How To Give Advice

(4) I have learned how to give advice: only when asked and with the stipulation that the recipient is free to take it or leave it. He or she who risks leading deserves the freedom to choose and also the credit for the success.

(5) I try to avoid vain speculation and gossip, since most matters are highly nuanced and complicated by confidential information that cannot be shared in public. Consequently we rarely know the whole story.

(6) I have resolved to build confidence in my leaders rather than fueling dissension. When I hear criticism of an academic leader I often remark, “I am saddened to hear that. It doesn’t sound like the person I know. I have always found him (or her) to be fair in the past.”

(7) I have learned that I must be ready to forgive the mistakes, perceived slights, and down-right “bone-headed” actions of leaders. I am more willing to do so now than before I juggled competing agendas, diverse constituencies, and limited resources that required constant balancing and compromise.

Once I thought that it would be difficult to stand out as a Christ-follower in an academic setting. I was wrong. Sometimes just behaving as a constructive and positive “team player” makes one seem unique.

The challenge is not in appearing distinctive, however, but rather in being authentically different as an imitator of Christ and in sincerely and graciously giving Him the credit. If we do indeed act redemptively, if we behave civilly, if we walk in the “Way”, then we can have a palpable influence in transforming our small part of the world.

© 2009 Samuel Matteson