Herbert followed his values

In defense of his widely criticized decision-making ability, IU President Adam Herbert consistently had to overlook public opinion over the past four years to remain true to his core values, he said, reflecting on his turbulent tenure.\nThe leader indicated he will remain in Bloomington for at least a year after handing the reins July 1 to his well-groomed protege, Michael McRobbie. Along with spending greater time with his family and easing the wounds of a nearly concluded yearslong battle, Herbert said he will decide whether he wants to again become a university professor in the next year.\nHerbert might, as the saying goes, hope the grass is greener on the other side. While University power seems increasingly divided and desired among administrators and faculty, the IU leader was constantly contested by rowdy professors. Their objections, heightened by controversy surrounding an ultimately doomed 2005 chancellor search, led to the leader’s downfall. If Herbert were to hop the fence and join the University faculty, he would precariously find himself among the hundreds of professors who so hotly opposed him.\nThroughout his almost 40 years in academia, Herbert said, public opinion has never played a critical factor in his leadership. Rather, he said he has relied on a set of core values and a belief that he can always do what is best for the institution. Regardless, he acknowledged his leadership style did poorly to avert controversy.\n“My view is that in any family, you are going to have differences of opinion,” he said, referring to instances of controversy during his tenure. “We are a family, and we had differences of opinion.”\nIn retrospect, however, Herbert said he would have done nothing differently as the family’s father. He maintained that the University’s administrative restructuring – one of the most disputed plans – will prove valuable in both the near and distant future.\n“Sometimes you have to be a profile in courage,” he said. “You have to bite those bullets.”\nPerhaps the bullet biting was not only for him but also for McRobbie, who could benefit from some of Herbert’s controversial decisions.\n“He will not have many of the controversial issues that I had to address,” Herbert said. “I think that argues for a much greater potential for success.”\nShould McRobbie find withstanding success, he will break a streak of four IU presidents who have faced strict scrutiny in their decision-making. Herbert addressed this at a January 2006 board of trustees meeting, when he also announced his intent to resign.\n“There is something about the structure, the culture or the people that creates this kind of circumstance,” Herbert said. “What I have tried to do is deal with structure.”\nBeginning July 1 and presumably continuing for about the next decade, lasting memories of the Herbert legacy will formulate. When the fiery passions and subjective sentiments subside and only the facts remain, then the IU community can begin to handle Herbert’s legacy.\n“He was probably one of the best PR presidents we have ever had,” said IU trustee Sue Talbot, referring to Herbert’s public relations skills.\nHerbert’s openness and sincerity with students are positive indicators of his legacy, she said. Herbert’s work with financially stabilizing the athletics department, his development of the University’s life-science plans, and his skill in working with legislators would be actions that will be remembered well, she said.\n“He has been multifaceted in so many ways,” Talbot said.\nPaul Rohwer, moderator of the IU Graduate and Professional Student Organization, said Herbert will be most remembered for his athletics contributions rather than his work to increase research capabilities.\nAs competing University factions tugged Herbert for attention – and money – throughout his tenure, Herbert said the job forced to him to act as a “political animal.” With such politicking, Herbert acknowledged that everyone won’t always be happy. But that was the nature of the job.\n“My view is you have an obligation to be true to your core values and to always do what is right for the institution,” he said. “I will not back away from that during my last two months in the job, just as I haven’t up until now.”