Shining the Light on Presidential Accountability
By Duane Acker
Students of former President Harry Truman recall his scathing
letter to a New York Times music critic after the critic's review
of daughter Margaret's initial operatic recital. In theatrical
depictions of Truman's life, the most poignant scene is Truman at his
desk in the West Wing, when he seals the envelope containing that
letter, then pulls and affixes a stamp from his billfold. It was a
personal letter; Truman did not consider using the White House franking
privilege. Nor did he give the sealed envelope to his secretary to find
and affix a stamp.
A long-time director of a university veterinary clinic once
told me about being chastised by his president for not having sent a
bill after the president's dog was treated in the clinic. Soon after the
next president arrived, his dog was brought to the clinic and the
director followed up with a bill. He was chastised by that president for
sending a bill.
Behavioral expectations start at the top; a leader's behavior
is observed and long remembered. Your behavior, statements you make,
positions you take, questions you ask, and what you reward send
important messages and can have much influence on faculty and unit
accountability. That influence can spread through the system, helping
ensure that the total university is accountable to students and other
clientele, as well as to state and federal taxpayers. . . .
Excerpted from the winter 2007 issue of The
Presidency. To subscribe to the magazine, please call (301) 632-6757,
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