Dynamic duo co-leads graduate school
It¡¯s run by two schools: Why not have two deans? This new leadership formula at the Graduate School of Biomedical Sciences (GSBS) is one that mixes equal parts logic and irrationality.
¡°Some think we¡¯re crazy to do this,¡± confides Michelle Barton, Ph.D., who began co-leading with Michael Blackburn, Ph.D., on July 1. ¡°But, experimentation is part of our DNA as scientists, so I view this as an exciting opportunity to prove this non-traditional arrangement is not just viable, but preferred.¡±
Both Barton and Blackburn hold the title of dean. They each have full authority individually, but know that collaboration and consensus are key to making a dual-deanship work.
¡°Within days, we realized how much we were going to interact, so we immediately set up a time to meet with our spouses,¡± Barton laughs.
Although both are professors of biochemistry and molecular biology, they didn¡¯t know each other well before July. That¡¯s because they work at different institutions: Barton at MD Anderson since 2000, Blackburn at at Houston (UTHealth) since 1997. The two neighboring institutions jointly operate GSBS.
¡°We both know our institutions¡¯ strengths, and together we bring a new level of understanding and synergy to the school¡¯s leadership,¡± Blackburn says. ¡°This model also will help ensure balance of institutional responsibilities.¡±
Respected scientists, new methodology
Both are highly accomplished scientists who plan to continue their research pursuits while setting a new trajectory for the school. Fueling their ambitious plans are added resources committed by both institutions¡¯ presidents: Ronald DePinho, M.D. (MD Anderson), and Giuseppe Colasurdo, M.D. (UTHealth).
¡°Both presidents believe GSBS plays a critical role in achieving the missions of their institutions, and they¡¯ve committed unprecedented funding to take the school to new levels of excellence,¡± Barton says.
The duo¡¯s first order of business has been conducting a comprehensive assessment of the school and putting into motion their 12-point vision. Their initial priorities focus on recruitment, admissions and career development for students.
A common response to hearing about this uncommon leadership strategy has been: ¡°If any two people can make it work, it¡¯s Shelley and Mike.¡±
Both are unassuming, approachable and have a good sense of humor, as evidenced at their introductory townhall, where they quipped they would resolve differences of opinions using the rock-paper-scissor methodology.
Their commitment, however, is no laughing matter. ¡°We ¡ª along with many of the GSBS faculty ¡ª have wanted to build on the school¡¯s success, and what better time to accelerate our efforts than now, as we celebrate GSBS¡¯s 50th anniversary in 2013,¡± Barton concludes.
