Many of you have heard me say that The University of Akron is a place where you can dream and dare and do the things that it takes to change the world.
And I say this because that is what the magic of education is all about...that is the magic of what a university is all about. It gives you the tools you need to transform opportunities into realities.
In a moment, we will honor an alumnae who has experienced and helped create the magic that this University provides. Judy Read's selfless dedication has made her an admired and respected community leader. She has helped to create new and exciting opportunities for others in our community, and I'm pleased to say that this University is one of many proud beneficiaries of Judy's work.
In today's fast-paced world, time is at a premium, the population is exploding... information is exploding, and everyone, it seems, is vying for our attention. At the same time, the average attention span is shrinking.
Thus, one of your primary concerns must be the ability to convey your thoughts concisely and clearly. In fact, you will find that in contrast to the adage that a picture is worth a thousand words, a few strategically placed words can be worth a thousand pictures.
That communication approach is nothing new. Some of the history's most far-reaching and influential documents are noted for their conciseness. For example, rounded off, Lincoln's Gettysburg Address is 260 words; the Declaration of Independence consists of 1300 words; and the Magna Carta, 2500 words. By comparison, this year's Employer's Tax Guide from the U.S. Internal Revenue Service is approximately 37,000 words. (And, the tax code probably is over 2-million words.)1
However, brevity is not something that just happens; it requires work; it requires time and attention to detail. Roman statesman Marcus T. Cicero once wrote to a colleague: "If I had more time, I would have written a shorter letter."2
One fairly well-known example of a clear and concise method of getting one's point across is the so-called "elevator speech."
The origin of the term comes from the notion that you meet important people in elevators - people who can help your career, improve your business and enrich your life.
It also means that in an elevator you have, at least in principle, a captive audience to whom you can deliver a 15- to 30-second core message before the elevator reaches its destination, opens its doors and frees your captives.
A portrayal of the elevator speech was a key scene in the 1988 award-winning movie "Working Girl," starring Harrison Ford, Melanie Griffith and Sigourney Weaver. After being fired from her secretarial job at a New York brokerage firm, the film's heroine, Tess McGill, jumps into the lobby elevator with the owner of one of the firm's biggest clients. In a passionate 30-second sound bite, she presents her lucrative marketing plan to save his large company from a rival takeover, and immediately is offered an executive position with the client, all before they reach the top floor. 3
While that elevator ride is fictional, the concept behind an elevator speech is very real...for an entrepreneur pitching an idea to a venture capitalist, or effectively marketing oneself to a potential employer, or maybe just the casual networking opportunities that each of you encounter every day.
In most instances, less can be more, and some of the greatest writers have recognized that.
In the 1920s, according to literary legend, Ernest Hemmingway was challenged to write a story in only six words. Hemmingway wrote: "For sale: Baby shoes, never worn." Some believe Hemingway considered that work among his most challenging; others say he did it on a whim. Either way, the result was the birth of the six-word story, which over the years, has motivated others.4
The most recent twist was inspired by Smith Magazine.....an on-line platform for storytellers. Founded by long-time editor Larry Smith, the user-generated website allows readers to share short stories and to participate in various writing contests, including Smith's challenge to write their memoirs in only six words.
Smith Magazine received more than 15,000 entries from across the country. Taking the best, they published the book, Not Quite What I Was Planning; Six-Word Memoirs by Writers Famous & Obscure, which became a New York Times bestseller.
The challenging writing exercise, which already is being labeled as "American Haiku," is full of human drama, providing some of the funniest and most inspiring insights into life, and some of the most painful as well.
The book is full of well-known names, including novelist Dave Eggers who wrote:
"Fifteen years since last professional haircut."5
Singer Aimee Mann: "Couldn't cope so I wrote songs."6
Comedian Stephen Colbert's contribution: "Well, I thought it was funny."7
Yet some of the most clever contributions came from those who found themselves being published for the first time. Here are some examples:
"One tooth, one cavity, life's cruel."8
"Lived like no tomorrow; tomorrow came."9
"Used to add. Now I subtract."10
"Woman with man's name - thanks, parents!"11
"Found true love; married someone else."12
"Aging late bloomer yearns for do-over."13
And finally: "College was fun. Damn student loans."14
Smith Magazine describes the book as "...a glorious mishmash (and) a myriad (of) voices...a thousand little windows into humanity - six words at a time."15
So, as you today are poised to open your own windows of opportunity, to follow your dream with its own magic....daring to accept its own challenges, think for a while about what you really want your six-word memoir to be. Those six words can become your mantra and your guide to the future.
And someday, when you reflect back on your life and career, I hope that you will remember your experience at The University of Akron as one that has enabled you to think more clearly and concisely, to dream more boldly and to pursue your dreams relentlessly.
And if you are ever inclined to accept the challenge of expressing your memoir in six dynamic words, I hope you can write: "I dreamed, I dared, I did!"
* * *
References
Remarks Abstract:
"Seismic rumbles of change" are transforming traditional paradigms for research and higher education-to say nothing about the relationships between academia, industry, government and the public. The sources of cataclysmic pressure are many, including competition among universities, shifting demographics and their accompanying shifts in priorities, resource constraints, public/government scrutiny of productivity and accountability in universities, the evolution of a global economy and the innovation ecosystem, and, most recently, the worldwide economic downturn. Like many industries, higher education is on the threshold of major, complex changes that must be directed to optimal outcomes. The University of Akron is innovating through a continuous process that seeks to enhance its relevance, connectivity and productivity.
Relevance: Institutions of higher education generally are place-based, and this means that the competitive and comparative advantages of universities are inextricably linked to the vitality and sustainability of their surrounding communities. Thus, universities must act to optimize their impact upon the regions in which they reside, and would be wise to extend their efforts collaboratively into like regions internationally. The complexities of the 21st Century knowledge and conceptual economy require that every academic discipline be collaboratively engaged with the relevant questions of the day in concert with other disciplines and partners on and off campus. In other words, relevance requires the integrated application of all disciplinary knowledge for the public good.
Connectivity: Connectivity is an extension of relevance and refers to engagement with others by universities in the myriad forms represented by partnerships and collaboration that are not limited by institutional, sector, geographic or disciplinary boundaries. In other words, connectivity means relevant engagement among some combinations of other academic institutions, government, business and industry. This becomes essential as governments become a smaller and smaller financial partner, requiring universities increasingly to generate their own financial revenue opportunities.
Productivity: Finally, higher education must move from measuring "excellence" by exclusion and expense to a set of productivity-based metrics that reflect outcomes and achievements in solving "real-world" problems and in enabling student success.
Universities now are being called upon to explore opportunities that will create innovative educational processes and campus cultures congruent with new realities. This will require a close and deep collaboration between universities and other public- and private- sector organizations, along with a willingness to experiment with new models and new alliances. As we increasingly work with partners accustomed to aggressive delivery schedules and product mixes that rapidly change according to market demands, the core of academic processes will be challenged, and adaptability must become integrated into institutional culture.
As part of his 10th State of the University address, University of Akron President Luis M. Proenza promised to send this letter to the university community to ask that faculty, staff and students to "engage in timely and necessary conversations to bring... about (a mission- and vision-based university organizational structure). He said, "I am sure many lively and constructive ideas will be brought forward, but we must approach this with a sense of urgency because, as I have said before, doing business as usual is not an option."
University of Akron President Luis M. Proenza underscored the successes of the past year and set in motion the process of steering the university toward the future during his 10th State of the University Address. As promised during his 2008 address, Proenza provided a progress report on the formal 10-year strategic plan, which he said "will chart the course to our new destination." As he outlined these plans, Proenza encouraged the audience to think about the origin of the name "Akron," derived from the Greek "akros," meaning "high place," in setting and achieving those goals.
Proenza outlined five strategic goals that will guide the university through the next 10 years and beyond:
Proenza also said that, in addition to budget challenges, an increasingly competitive environment for higher education and universities can't continue to operate with an educational model that is more than 200-years-old. He said he believes that the university must try even harder to be to bring down academic silo walls and build connections--emphasizing UA's relevance, connectivity and productivity.