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The Odds

  • Date: 08/23/2003
  • Author: Dr. Luis M. Proenza (President, The University of Akron)
  • Location: UA Commencement (a.m.), E. J. Thomas Performing Arts Hall
  • As many of you have heard me say, The University of Akron provides something special to its students, and how you measure up is what we measure ourselves by.

    As university graduates, you now have completed the first of many stages that will continue to define you. And as you now move forward in your career, there will be those who inspire you, those who encourage you, and yes, those who resent you. That is human nature.

    And while success is the American dream, our competitive nature, unfortunately, has a darker side.

    A case in point is the apparent "open season" on Martha Stewart.

    As you know, she is now facing charges for selling stock based, allegedly, on an insider tip.

    However, the bigger issue may be what Jennifer Grossman has called "Martha Envy." And that is the fact that many people believe that Martha Stewart "...is too perfect...(and that) we can feel better about ourselves by feeling worse about her."
    (Jennifer Grossman, "Martha Envy," The Wall Street Journal, OPINION, June 21, 2002)

    According to Grossman, "...tracking (Martha's) mounting troubles, is apparently more fun than smashing an artfully carved pumpkin..."
    (Jennifer Grossman, Ibid)

    "Let's face it," she writes, "there's something about Martha that clearly makes so many of us feel frumpy, unimaginative and plain."
    (Jennifer Grossman, Ibid)

    "But the real ugliness...lies...in the age-old anti-rational impulse to destroy what we ourselves cannot create."
    (Jennifer Grossman, Ibid)

    Of course, we all are competitive - whether in Martha Stewart's kitchen; on the athletic field; in the classroom; in the corporate boardroom; or simply within, as we compete against ourselves.


    A well-rounded and effective game plan in the human competitive drama requires goal setting, flexibility and attention to detail. Character and integrity play equally important roles and often determine the real significance of the outcome. Determination usually wins out, and as many competitors discover, the real winners are those willing to step well beyond their own boundaries. And yes, sometimes conditions align themselves propitiously to make our success happen. We call that luck.

    A good example is the incredible 1930's career of a horse named Seabiscuit. Perhaps you have already seen the movie? But I will tell you that while the movie is good, the book by Laura Hillenbrand is even better!

    It is an exceptional story, a story of triumph over tragedy. A true story in which a horse, a half-blind jockey, a mustang-breaker and a bicycle-repairman-turned-overnight-millionaire come together against seemingly insurmountable odds.

    Seabiscuit, through his sire, Hard Tack, was the grandson of the celebrated Man O' War - - one of the great horses of all times.

    Man O' War's massive 28-foot stride gave him 20 wins in his 21 starts - his only loss was a second place. He set three world records, two American records and two track records.
    (Websites, "What You Need to Know About Horse Racing" and "Kentucky Horse Park")

    But while Seabiscuit carried the bloodline, there seemed to be no family resemblance.

    Nicknamed "the runt," Seabiscuit was ugly by thoroughbred standards and had been judged as unworthy to compete at the national level. He was knobby-kneed, undersized and, under his first trainer, exhibited a nasty temper.

    However, the world soon learned that what Seabiscuit lacked in looks and stature, he more than made up for in spirit and sheer athletic ability.

    He became a 1930's icon, won "Horse of the Year" honors in 1938, and people would say that his performance was determined more "by the size of his heart", than by the size or shape of his body.

    News of his remarkable achievement spread across a country that was desperately looking for an emotional release from the hard-times of the Depression years, and he gave horseracing - a sport reeling from past scandals - a new lease on life.

    So much so, in fact, that in 1938 Seabiscuit garnered more newspaper column inches than President Franklin D. Roosevelt or any other national or international public figure.
    (Laura Hillenbrand, Seabiscuit: Four Good Legs Between Us)


    Today, more than 60 years later, his life-size bronze statue continues to greet race goers at Santa Anita to remind us all that success is attainable, and that, often, the only impossible barriers are the ones that we seem to create for ourselves.

    Today, we honor two University of Akron graduates who, like you, once stood at these crossroads with their whole future ahead of them. Indeed, their hard work and sheer determination paid off. And the success they garnered now has brought them full circle, to where their careers began, to receive the University of Akron's highest honor.

    Mary Schiller Myers, class of 1943, is a nationally known contributor to the arts. Her contributions, her advocacy, her expertise and her philanthropy have made her one of the most respected in her field. You will shortly hear a recitation of her achievements, including the fact that the University of Akron's School of Art was named in her honor in 1997.

    Peter Burg, classes of 1968 and 1970, is chairman and CEO of FirstEnergy Corp. With $34 billion in assets, this Akron-based corporation is the nation's fourth largest electric company.

    In addressing our Alumni Association Breakfast Series several years ago, Pete shared the story of a "...traveler who stopped at a small town to rest. When he asked what this town was known for, a longtime resident replied, ‘Our city is the starting point for any place in the world. You can start right here and go anywhere you want to go.'"

    "The University of Akron is a lot like that town," Pete said. "You can get there from The University of Akron."

    And then he added something that Mary Schiller Myers and so many others have said in their own words so many times, and that is that "As you venture through life, part of the excitement is never knowing exactly where you'll end up. But I believe that I speak on behalf of all the alumni by saying that you'll never forget where you began."
    (Pete Burg, Alumni Association Breakfast Series, The University of Akron, October 8, 1998)

    Like Mary Schiller Myers and Peter Burg, The University of Akron has graduated some of the highest achievers in their fields, and today we honor two of the best.

    Like you who graduate today, their careers began on this campus, and we wish as much success for you, as well.


    And so, as you now move on through life, I hope you will understand that not everything will be easy and that the finish line won't always be in sight.

    Treasure what you have learned, nurture it, and continue to learn. Your continued learning will create a better future for yourself and for those around you.

    Remember that dreams are simply adventures waiting to happen. And that often, sheer determination is what will separate you from the competition - that same inner spark that has helped you to earn your degree at The University of Akron and to give you the opportunity to walk across this stage.

    Congratulations!

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Recently Added

  • Relevance, Connectivity and Productivity: New Strategies for Success in Higher Education 11/08/2009

    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.

     


    Filed in: Speeches

  • Revisioning the University 10/28/2009

    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."

     


    Filed in: Statements to the Community

  • 2009 State of the University Address 10/27/2009

    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:

    1. Strengthen Akron's historical commitment to inclusive excellence to enhance student access, transformation and success.
    2. Create vibrant, healthy, and diverse campuses that are deeply engaged with their surrounding communities.
    3. Establish selected cross-disciplinary clusters of academic distinction that are recognized nationally and internationally.
    4. Achieve national recognition for a curriculum in which entrepreneurship and 21st century global competitiveness skills are comprehensively embedded.
    5. Be a primary driver of economic competitiveness in northern Ohio and a leading contributor in the state.

    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.

     


    Filed in: Speeches Statements to the Community

  • Five Myths of Entrepreneurship (morning commencement address) 08/15/2009
    Filed in: Commencement Addresses

  • Challenging Fear (afternoon commencement address) 08/15/2009
    Filed in: Commencement Addresses

  • Universities and Their Regions: The Akron Model 06/03/2009
    Filed in: Speeches

  • Quarterly Letter to the Community 05/19/2009
    Filed in: Statements to the Community

  • Connecting the Dots (May 2009 Commencement Address #4, Sunday) 05/10/2009
    Filed in: Commencement Addresses

  • Graduation Advice (May 2009 Commencement Address #2, Saturday Morning) 05/09/2009
    Filed in: Commencement Addresses

  • The Six-word Story (May 2009 Commencement Address #3, Saturday Afternoon) 05/09/2009
    Filed in: Commencement Addresses

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