Initial perception of the CCL
Ulmer discusses his initial perception of the Center for Creative Leadership (CCL) when he became the president of the organization in 1985. After briefly describing what it was like to transfer into the private sector after more than thirty years of military service, Ulmer addresses the current state of CCL and some of the changes he envisioned.
Citing this Excerpt
Oral History Interview with Walt Ulmer, November 20, 1998. Interview S-0034. Southern Oral History Program Collection (#4007) in the Southern Oral History Program Collection, Southern Historical Collection, Wilson Library, University of North Carolina at Chapel Hill.
Full Text of the Excerpt
I'm
curious, too, to know about how you might have summed up what you found
at the Center on arrival, what sort of measure you took of the place in
terms of for example how well it was meeting its mission, what you began
to explore in your mind as to what the Center might want to try to do to
change or grow and those sorts of issues.
- WALT ULMER:
-
Yeah, those of course were very fundamental kinds of issues. I was
attracted to the place in the first place when I came up there by what I
thought was an energetic, intellectually capable group of people who
wanted to do well and who were working in one of my favorite areas,
which is leadership. And so obviously, had I not initially felt pretty
good about the whole thing, I would have gone somewhere else. The Center
at that time was sort of coming out of its very early stage and starting
to sort of coalesce and get organized and expand. And very early on,
there was the beginning of the debate that continues to this day, and
that is whether we should be very small, familial,
casual, individually-oriented or whether we should be a little bit
larger, perhaps to have more impact on the world with all the attending
downsize that large organizations have. And so early on
you've got this kind of thing. I found something also that
sort of continues until this day and it will go on forever and that is
the understandable tug between the teaching part of the Center and the
research part. And I'm sure you have heard this time and time
again, but it's a logical thing for that kind of
organization. And the trick is to keep working at it, because there will
never be a perfect solution. So early on, we were confronted with that
as part of the larger issue of what did the Center want to be when it
grows up. There were then a number of different opinions. But now there
are a number of different opinions. There were folks who were fearful of
change in their culture that would be brought on by a larger, more
vigorous outreach. My personal feeling was that the Center had
enormously fine things to offer the world and that we really had to
grow, but carefully, if we were really to reach all the people and make
the influence on society that I thought we could make. Also early on
something lingering was the business of how to get organized so it
stimulated reasonable innovation and individual creativity and
academics, working for the things academics liked to work on. And then
on the other hand, forming some sort of team and some sort of an
organization so that you could run even an academic institution. Which
is of course, a lot like herding cats, and I understand that almost as
much now as I used to. So we made a couple of—not instantly,
but a few decisions with some individual personalities that we, I guess
me and Clark and David DeVries, who was my right hand man on many of
these things, as to whether or not we were going to let individuals do
entirely as they wanted or whether if they wanted to pursue an
independent career, that they needed to go to some other institution
that wasn't quite as dependent on teamwork and so forth as
ours was. We had to make a couple of changes. And then it sort of
settled in pretty well.