Difference Between Leadership and Management l Voices in Leadership l Janet Napolitano

Summary

The "Voices in Leadership" series features Janet Napolitano discussing the distinct roles of leadership and management, emphasizing long-term vision and the ability to persuade and execute with patience. Napolitano, who has held prominent roles as the President of the University of California, former Secretary of Homeland Security, and former Governor of Arizona, shares her insights through personal anecdotes and experiences. The discussion, moderated by Professor Robert Blendon, provides a deep dive into how these top roles have shaped her views and approaches to leading major institutions while balancing the challenges inherent in different sectors.

Highlights

• Janet Napolitano emphasizes the importance of having a long-term vision in leadership roles and the courage to implement that vision. 🌟
• The transition from being a Governor to a Secretary of Homeland Security showcased the need for adaptability and learning on-the-go. 🔄
• Homeland Security presented unique challenges due to its size, complexity, and the need for comprehensive collaboration among diverse agencies. 🏢
• In higher education leadership, financial management and keeping the university's mission at the forefront are critical tasks. 📊
• Napolitano underscores the distinction between leadership and educational guidance, advocating for shared governance and respect for faculty autonomy. 🧑‍🏫

Key Takeaways

• Leadership requires a long-term vision and the ability to inspire others to join in achieving complex goals. 🚀
• Management and leadership are distinct, with leadership focusing on vision and ethical accountability, while management deals with implementation and structure. 🕹️
• Navigating political and institutional landscapes involves creating a culture of collaboration and mutual respect despite challenges. 🌐
• Public service roles such as governorship and cabinet positions require strong decision-making skills and the ability to withstand political and social pressures. 🎯
• Educational leadership, like that at the University of California, means navigating financial, political, and academic challenges creatively. 🎓

Overview

Janet Napolitano's leadership journey is a testament to the power of vision and adaptability. From leading the University of California system to serving as the US Secretary of Homeland Security, she discusses the nuances of leadership versus management. Her insights reveal the essential qualities needed to lead major institutions effectively.

Her tenure as the Governor of Arizona and Secretary of Homeland Security emphasized the importance of strong management skills paired with a visionary approach. Napolitano highlights how these roles differ in responsibilities and challenges but are united by the necessity of strong leadership.

As the President of the University of California, Napolitano tackled financial constraints, political pressures, and the needs of a diverse student body. Her approach to educational leadership reflects her broader philosophy of inspiring change through vision and resilience, ensuring the university remains a beacon of inclusive and innovative higher education.

Chapters

• 00:00 - 02:30: Introduction and Background The chapter titled 'Introduction and Background' begins with a warm welcome to the Voices in Leadership series, hosted by the Harvard T.H. Chan School of Public Health. The audience includes both a live studio audience and online viewers accessing the webcast. Furthermore, it highlights the widespread access to the series through the Voices series website and across the university, underscoring the series' broad reach and engagement.
• 02:30 - 12:30: Career Path and Early Challenges The chapter focuses on the career path and early challenges faced by Janet Napolitano. It highlights her tenure as the president of the University of California, beginning in July 2013, where she leads a broad system including campuses, medical centers, and associated National Laboratories. Her past roles as Secretary of the U.S. Department of Homeland Security and governor of Arizona are also mentioned, underscoring a background of significant leadership and responsibility.
• 12:30 - 27:30: Gubernatorial Priorities and Lessons The chapter "Gubernatorial Priorities and Lessons" discusses the career achievements of Napolitano, focusing on her academic credentials and early accomplishments. Napolitano earned her Bachelor of Science degree cum laude in political science in 1979 from Santa Clara University. Notably, she was the University's first female valedictorian. She later obtained a law degree from the University of Virginia School of Law in 1983 and was honored with an award in 2010.
• 27:30 - 45:00: Role as Secretary of Homeland Security The chapter discusses the achievements of an individual who received the prestigious Thomas Jefferson Foundation medal from the University of Virginia. Her career journey is highlighted, beginning as an attorney and progressing to become the governor of Arizona, and later the Secretary of Homeland Security. The narrator shares a personal anecdote of meeting her about a decade ago when she was the governor of Arizona, during the launch of the National Institute for Genomic Medicine in Mexico, which was an initiative connected to Arizona.
• 45:00 - 53:30: Leadership at University of California This chapter discusses key aspects of leadership as articulated by President Napolitano, emphasizing the importance of long-term vision, vigor, persuasiveness, and having a strategic plan. Additionally, it highlights the necessity for leaders to demonstrate wisdom and patience, allowing others to contribute towards achieving a collective goal.
• 53:30 - 54:00: Leadership Advice and Closing Remarks The chapter introduces insights from President Napolitano, focusing on her extensive experience in leadership roles. It promises an exploration of her perspectives on leadership versus management, drawing from her career as Governor, Secretary, and in other positions. The conversation aims to uncover her seasoned advice and closing thoughts on leadership.

Difference Between Leadership and Management l Voices in Leadership l Janet Napolitano Transcription

• 00:00 - 00:30 welcome to the voices in leadership series uh on behalf of the Harvard th Chan School of Public Health I would like to welcome our studio audience as well as the many viewers online uh who are watching us live on the webcast the website of the voices series and also across the University of
• 00:30 - 01:00 California we are very honored to have with us uh today Janet Napolitano president of the University of California former Secretary of the US Department of Homeland Security and former governor of Arizona Janet Napolitano was named the 20th president of the University of California in July 2013 she leads a university system with 10 campuses five medical centers three affiliated National Laboratories and a
• 01:00 - 01:30 Statewide agriculture and natural resources program president Napolitano earned uh her Bachelor of Science degree tumak Kum laud in in political science in 1979 from Santa Clara University where among many other accomplishments she was the University's first female valedictorian in 1983 she earned a law degree from the University of Virginia School of Law and actually in 2010 she was awarded
• 01:30 - 02:00 the prestigious Thomas Jefferson Foundation medal which is the highest external owner bestowed by the University of Virginia her career as an attorney paved her way for her role as governor of Arizona and later as Secretary of Homeland Security and I actually had the great honor of meeting her about 10 years ago when she was governor of Arizona and we were launching in Mexico the National Institute for genomic medicine and U through an an initiative in Arizona they
• 02:00 - 02:30 provide very valuable assistance to to Mexico I was then the minister of Health there I'd like to paraphrase several striking comments that President Napolitano made a few months ago about leadership she said that leaders must have a term a long-term Vision they must think Vigor and persuade other people that they want to be part of this something bigger they must also have a sense of how to get it done and then they must have the wisdom and patience to step back back and let others do
• 02:30 - 03:00 it so today we are going to partake of her wisdom and her incredible experience her wealth of experience in leadership roles and it would be really fascinating to see how president Napolitano views leadership and how she distinguish it from uh management this discussion will of course draw on her own leadership experience as Governor secretary and now
• 03:00 - 03:30 as University uh president I'm very pleased that uh Professor Robert Blendon who's the senior Dee for policy translation and leadership development and the Richard Elm Richard menel Professor joins um today discussion as the mo the moderator so before I turn this session over to Professor Blendon please join me in welcoming Janet Napolitano to the voices in leadership series at the Harvard th Chan School of Public Health
• 03:30 - 04:00 uh Julio thank you very much this is a very special series and if you allow me just for a minute to talk about this it's an idea which came from many students and it has to do with the fact that most of us every day watch people who lead global national state institutions they're huge they're distant they're far away somehow we
• 04:00 - 04:30 believe that they take over these institutions they have a vision about how they're going to change where the river will go the outcome for it and so many students ask the question about if you take over one of these institutions you play these roles how do you think about where you go and what you change and how I bring people in so the series is actually not about what we usually do public policy what issue or another it's about how how people
• 04:30 - 05:00 uh take on institutions the reason for doing that is that those of you in the audience and those of you broader someday are going to take on some of these roles and the question is what would I do if I had this role so that's how this is really structured uh so usually we have a guest and they have one successful role uh we have an issue here uh I'm trying to deal with it we have
• 05:00 - 05:30 three very distinct unbelievably successful roles so what we're going to do is break the questions into uh a period of being governor of Arizona uh and then uh take some questions which have been uh written in or passed around and then we're going to go to Homeland Security uh for those of you from uh other nations uh the United States did not have an Department like this until after
• 05:30 - 06:00 2001 and the tragedy led the United States to put together a huge range of agencies with uh somewhat different cultures and Mission in one place and becoming cabinet Secretary of that uh also the agency has a special relationship with the president because this is the phone you pick up when there is a crisis whether it's national uh disasters of various sort or or or terrorists and so that
• 06:00 - 06:30 [Music]
• 06:30 - 07:00 amusing side is her father was Dean of
• 07:00 - 07:30 University of Mexico school of medicine so I'm dying to know how he felt about that career choice yeah well uh a little bit about how it came about um uh after uh I graduated from law school I moved to Arizona to clerk for a federal judge which is a common thing uh that lawyers do if they can't decide where they want to take the bar exam which was my um situation
• 07:30 - 08:00 I decided to remain in Arizona I practiced law with a law firm for 10 years was a partner uh when President Clinton was elected uh he was actually looking for women to fill some non-traditional roles and one of those non-traditional roles was being the United States Attorney which is the chief Federal prosecutor for a particular area uh and Arizona is one Federal region or District as they're called uh so uh that's presidential
• 08:00 - 08:30 appointment with Senate confirmation so I went through the process um and I had been serving as us attorney for a little over four years uh I was 39 by then I was 39 uh turning 40 uh and I had thought a little bit about uh running for office but not not too seriously but uh the attorney generalship of Arizona was going to be an open seat and I had this moment where I said you know know I don't want to be in my older age in my
• 08:30 - 09:00 rocking chair saying would have could have should have done something and that the worst thing that would happen would be that I would lose and I'd go back to my law practice and have a very nice life and uh do a lot of community or oriented activities on the side so from a a risk analysis um that was that side but I called my dad he still lived in Albuquerque New Mexico and I told him Dad I'm had to resign as us attorney to
• 09:00 - 09:30 run for attorney general and there was a moment of silence on the phone my family is by the way is not a family of lawyers and politicians or what have you they were scientists and engineers and people like that uh so I was kind of the uh the the odd one out in that respect and there's a moment of silence imagine your kid calling you and telling you this and and he said Janet I want to understand you were partner in a law firm making X then
• 09:30 - 10:00 you took a job as us attorney which paid half of X now you're going to make no money for nine months while you campaign for a job that makes about a third of X and he goes I don't understand and I and I said I'm not worried he said why not and so I said because the trust fund you've had for me my whole life that you have been you know keeping from me so that I would go to be independent and
• 10:00 - 10:30 hardworking you can now share it with me it's okay and that'll be all right so no worries so he laugh ha anyway couple days later I get a a check in the mail made out to Janet 98 my campaign fund it was in the amount of $5 and it was signed Napolitano trust fund and then he wrote On The Ledger exhaustion of principle and interest so so but um uh it was really one of the
• 10:30 - 11:00 it was a combination of things it was uh I felt at that point I had more than enough experience for the job very interested in public service um at a certain point if you want to be in public service you should consider running for office yourself uh and it was uh the the right time and the right office and it was by no means a sure thing that I would win I'm a Democrat I was running an Arizona not a state well known for electing
• 11:00 - 11:30 Democrats I was going to wait one minute before I asked about that question um and uh it was a tough campaign but uh we did win uh and then uh three years later the governorship was going to be an open seat there's a strategy here uh and I ran for governor and that was probably my toughest campaign was to win as Governor um and uh uh I had a primary I had a four-way primary uh when that finished finished uh the general
• 11:30 - 12:00 election up against a very tough uh Republican uh congressman who was kind of their designated uh guy to to be the governor uh and the race was not actually decided till about 5 days after the election um fortunately when I ran for reelection as Governor we'd had a good run as Governor we' done a lot of things um and uh we had a lot of things in the queue uh that we wanted to get done so uh my second
• 12:00 - 12:30 race as uh governor was declared the minute the polls close uh so let's deal with the decision-making issues you're elected governor and you want to have things that really happen they important how do you go about doing that how do you decide the kinds of people you're going to attract and appoint uh how did you decide what your agenda was going to be uh for that there has to be some lessons learned the sort of thinking ahead about you took over you wanted it to be very
• 12:30 - 13:00 different when you left but it's a very hard environment to get things done it is um and and I had a legislature that was overwhelmingly Republican in both houses and very very conservative Republican uh not too many moderates uh left uh well I think you do a couple of things um from an uh management perspective you you have to figure out some key key positions and fill them
• 13:00 - 13:30 with key people um during the transition period so that uh the minute you are inaugurated you are ready to go um Chief among those is your Chief of Staff because I've always believed in a model with a strong Chief of Staff you can manage things differently that's the way I choose to do it uh a strong chief of staff and inner office um uh Team uh and you pick a couple things it they have to be obviously they have to have the
• 13:30 - 14:00 talents they have to be smart they have to be willing to work long hours um uh they have to be able to get along uh and and work with each other sometimes in a very stressful atmosphere you learn about some people that way during a campaign but you learn about people that way in other roles as well so you don't just pick from the campaign team um I had a bipartisan transition team uh because in in the politics uh and the
• 14:00 - 14:30 place where I was uh I couldn't just have Democrats I needed to be working with Republicans and so uh I co-chaired the transition team with a one R and One D um uh so the the immediate team and then you pick key members of the administration for example the the equivalent of the of the health Minister well public health is a big issue for a governor um and you want someone who is
• 14:30 - 15:00 knowledgeable in the field uh who is not you know learning from you know Elementary bases but has some experience uh and someone you can trust to run uh that institution well another key role for a governor is the head of Corrections uh unfortunately in America I think we have way too many people incarcerated prisons uh are large complicated institutions uh uh and you need a really good Corrections director
• 15:00 - 15:30 and that came to bear uh not too long in my governorship when we had two of our guards taken hostage at a Maximum Security Prison and we actually were in a hostage negotiation there for almost two full weeks 247 uh and where there was a high likelihood that um we were going to have fatalities uh so uh having a good Corrections director with you at that
• 15:30 - 16:00 time absolutely key the head of your Department of Revenue uh you know not sexy but boy it's nuts and bolts stuff for a governor you know somebody's got to run the tax system uh and then uh uh uh you need to have uh uh someone uh experienced at the head of Public Safety um in our state the head of Education was actually an elected position so was not one I control but those were the key
• 16:00 - 16:30 kind of cabinet roles uh that uh every Governor has to find the right person for how did you find them you find them uh a couple of ways uh uh word of mouth is a big way uh uh there's something called the national Governor's Association it has a staff um that staff knows people around the country they know people who know people uh you talk to people who have been Governors uh who
• 16:30 - 17:00 have they worked with how did they do it so there it's all of that obviously uh these are public service jobs they get posted but the formal kind of process is not nearly as important as that informal one so let's talk about the agenda yeah you even though it looks like it's forever you take over in Governor you realize it's a very Tim limited agenda and you have to set some set of priorities and strategies that try to move things along how did you decide
• 17:00 - 17:30 what your priorities would be and strategies for trying to move that actually to happen in Arizona a couple of ways um well one I was fortunate I'd served as the US attorney and the Attorney General I knew state government from the Attorney General job and I knew kind of the underbelly of things that were that were going on from being involved so much on on the criminal justice side I I knew about the Border I knew uh about uh Arizona's issues with the
• 17:30 - 18:00 cartels that were using the Arizona border uh I was very knowledgeable about Indian Country um as a US attorney I was the prosecutor in Indian Country um and those are typically Rural High poverty areas um so I I had that experience behind me and that was already shaping my vision second Arizona State University had an Institute called the Morrison public policy Institute and they put out early in that election a
• 18:00 - 18:30 very influential document called five shoes ready to drop on Arizona and they had looked at the whole uh uh kind of tapestry of issues and had identified uh early uh childhood uh K12 uh immigration Etc that was that paper was actually used by both sides in the debates um so that it was interesting lot of University papers
• 18:30 - 19:00 don't actually get into the public sphere that actively but that helped me set the agenda and the third thing that helped me set the agenda was uh looking at time and what I thought I could push through that the public would be with me on so we focused on a couple of key things one thing we focused on was having all day kindergarten available for every child in Arizona um because the the data was persuasive
• 19:00 - 19:30 and so that means you've got to have
• 19:30 - 20:00 universities and in the western states
• 20:00 - 20:30 the public universities are the primary place people go uh and and that meant more funding uh for universities also a terrific terrific fight uh but those were the the kind of I kind of had a vision of how we scope the education system with an idea to the economy that we would want to sustain in decades to come so the um if you look
• 20:30 - 21:00 back what was the achievement you most remember and feel best about and what was one you wished you did but didn't happen um we could just have a blank answer to that one uh you can't do it all uh particularly when the headwinds are against you um in the legislature uh uh and and one of my roles quite frankly was being the back stop uh because uh during my tenure I'm
• 21:00 - 21:30 not proud of this necessarily but is a fact I vetoed more than 150 bills and they never o overwrote a veto uh but but some of the bills were just bad some of them were sent to me on purpose because they knew I was going to veto them but some of them were just bad oh I vetoed the first budget they sent me they waited till the very end of the fiscal year they were kind of calling my bluff and because the budget they sent me had all their stuff and none of my stuff
• 21:30 - 22:00 that's not fair uh as President Obama said at one time I won the election so um and elections have consequences so uh the clerk brought the the budget document up to uh the ninth floor where the governor's office is in in the Capitol Tower and uh I was getting ready to veto it and we realized that um nobody could find the stamp uh the there's a you know it's a stamp right
• 22:00 - 22:30 there nobody could find it well it turns out that Governors take veto stamps with them as kind of souvenirs when they leave and anyway so I had to send somebody up to Staples to get a veto stamp and it came down I said get a self- ining one because we're going to use it a lot I suspect but anyway so they sent me this budget and I met the clerk uh uh almost literally at the elevator said don't leave we were ready sent it back uh they sent me another one I was able with that one
• 22:30 - 23:00 with line item veto authority to make it much better uh and we got through and every year we got through on time with a balanced budget but it was always that kind of last minute uh tussle uh to to get it done uh so maybe serving as the the finger in the Dyke uh was an important role that I played um I I think that um a lot of what we did with early childhood education H has had an
• 23:00 - 23:30 important role although once I left and uh the government changed hands they repealed all day kindergarten uh nonetheless the table was set and now I see more and more going into early Ed in Arizona by the initiative process uh which is a vote of the people as opposed to the legislature um and I feel good about that and I feel good about uh how we were able to grow uh hire Ed while I was there although again since I've gone
• 23:30 - 24:00 it's been under duress um so those are things I feel good about uh lots of things uh I I I would have worked on uh more not done on the education front I I think child welfare uh was a big issue remains an issue there's an article in the New York Times today about child welfare in Arizona uh and it and we had made a lot of progress ress I think there was a lot of backtrack after I left um but the
• 24:00 - 24:30 protection of children I believe is a key role when the family uh is either not present or is incapable of protecting a child uh so uh I I would have wanted to do more in that Arena uh and then finally we were not able to really change the economics of Arizona and changing economics is very tough and it's a very long-term thing uh but it is still primarily an Economy based on uh
• 24:30 - 25:00 on land and real estate so when the recession hit it it hit that state very very hard uh Betty Johnson do we want to take some questions that people have sent in yes thanks Bob we have a question from our in audience um um student here today and first it says as a former governor of Arizona you have a good gauge of the political climate in which the state is currently embedded how would you propose
• 25:00 - 25:30 pushing Health to the Forefront of the state's needs given the diversity and budget of the state I think uh uh it it's I it's interesting that um Health hasn't occupied a higher uh ranking on on on the agenda um I I I think sometimes when we segregate Health from everything else it
• 25:30 - 26:00 it it you lose that political connection you need to have with people um one uh thing uh I would suggest is that uh we focus not only on cures or research but how we deal with the CH the way the health systems have to change with the now aging of the B B baby Boomer
• 26:00 - 26:30 population uh people don't want to go into nursing homes uh they don't even want to go into assisted care facilities they want to a lot of them want to have the option the choice of staying in home well how do you do that and get them adequate care well that means you've got to uh have a whole Cadre of trained uh uh people who are public health associates they may be uh LPN uh uh they may be uh RN or other types of nurses other
• 26:30 - 27:00 kinds of health professionals who are riding the circuit uh uh going around um how do you provide transportation how do you make sure people are eating and eating well how do you make sure people don't get isolated in their in their homes uh because that lack of human contact has a real Health aspect to it and a governor play a lead role in getting that done yes I think a governor actually can first of all a governor can State the problem and and and hopefully
• 27:00 - 27:30 in a way that resonates with people and I think if you talk about that you will find so many people who are uh I don't know how old you are my age um you know who are dealing with uh uh getting their children educated and so forth and now dealing with an aging parent who may want to move in with them I think we have a course called sandwich generation yeah the sandwiches right so uh I think
• 27:30 - 28:00 there are ways to express this um and then you need your health professionals to help you scope out well what what is a new way to think of that healthc care delivery system how do you do it how do you pay for it what is the federal government's role there so um uh in terms of the question asked I would say um uh take a step back and and and look at segments of the popul ation uh that you know are large and are
• 28:00 - 28:30 going to have a whole Confluence of issues bet one more and then we'll one more question in this area coming from our online audience what did your perspective as Governor bring to your role at Homeland Security perfect well that's a segue question um very good um uh a lot in fact I think having that was one of the reasons the president asked me uh to do the job because in Homeland security you have to know the public
• 28:30 - 29:00 safety Community uh you have to know and deal with natural disasters you know FEMA is part of uh the Department of Homeland Security uh very important part of Homeland Security uh you have to have experience dealing in issues like public health uh we were talking about the US response to the H1N1 epidemic happened very early in President Obama's term before we had a secretary of health and before we had a director of CDC um so so in in terms of the of the
• 29:00 - 29:30 huge range of missions that the Department of Homeland Security has there's a big part of it that relates right to dealing with Governors and Mayors and people on the ground in the United States so uh there was uh a lot all of that experience I took with me to Washington so the uh for those you can go online uh they are the largest number of agencies many of them to someone for distant or not completely related and
• 29:30 - 30:00 how you get that culture to work together how do you make a department where the Coast Guard and FEMA and uh immigration groups uh work together in some coherent way uh uh for that and then you are lay on with the president who somehow expects if he or she picks up the phone and there's some problem there is a response how do you go about thinking about that Homeland security uh formed after the attack of 9/11 23
• 30:00 - 30:30 separate agencies all from different Legacy departments Etc merg together some new ones created add to the mix um responsibilities for terrorism counterterrorism responsibilities for immigration both that you know the legal flow of people to and from the United States as well as immigration uh enforcement natural disasters uh FEMA responsible for security the coast of
• 30:30 - 31:00 the United States that's the Coast Guard uh cyber security of the United States within the jurisdiction uh uh where public health is concerned there's actually an office of Health Affairs within the department it has statutory jurisdiction in certain types of epidemic or pandemic situations so you have that you have your own intelligence analysis uh operation you work with uh the CIA you work with the FBI you work with all the other Intel
• 31:00 - 31:30 apparatus of the United States but you have your own as well um you have all of that you have about a quarter of a million people who report to you uh uh you have the third largest Department uh budget-wise uh in the United States government and Personnel wise next to defense and Veterans Administration uh you have 115 Committees of the Congress who exercise jurisdiction um and you have no headquarters building by the way way uh you office out of an Old Navy Depot up
• 31:30 - 32:00 by the National Cathedral uh in um in DC so it's a really easy job yeah and uh no no challenges whatsoever um uh I would say many if not most people who are really familiar with the federal government would would name the Department of Homeland Security is is the uh one of the two or three toughest jobs in in the government and because you are in the barrel online all the time every day
• 32:00 - 32:30 regardless um so one of the the first things I had to do was learn about the department and my predecessor Mike cherof was very good he had a transition team no Democrat had led the department I was the only I was only the third secretary I was still serving as the governor of Arizona I couldn't be sitting in Washington DC transitioning so um he sent teams out to Phoenix um uh to start getting me briefed uh between the election and the
• 32:30 - 33:00 inauguration of course they had to leave DC which was freezing and come to Phoenix where it was in the 70s so I think they were okay with that part but I remember coming out of my my office door and seeing uh some this guy walking down my hallway with a dolly filled with these huge binders literally from top to bottom two of them that was my initial round of briefing materials so I knew I had a challenge ahead of me here's what I did first thing I did
• 33:00 - 33:30 and this one of the first things I did as Governor one of the first things I think anyone parachuting into a large Department of agency needs to do I dove into the budget and uh I had them walk me through you know what was mandatory what was discretionary uh which funds went where why was this this way this way why wasn't this here Etc um and you know you know that makes for a pretty dry reading but is
• 33:30 - 34:00 absolutely essential if you're going to manage uh a government Department you need to know your budget you need to know the acronyms uh sounds funny but in government people speak in acronyms and uh I finally asked for a glossery from DHS because I couldn't understand the memos and I got 94 single space pages of acronyms from the Department of Homeland Security I think there's an app for it now actually um uh and uh you begin to become familiar with
• 34:00 - 34:30 who's at the department and just as you do as a governor understanding uh who needs to be in your key Office Team what are some of the key spots within the department figuring that out uh for DHS are they different than when you were Governor I mean different types of people different type or it's the same thing a strong Chief of Staff um yeah I used a strong uh chief of staff model but different from Governor there's actually a deputy
• 34:30 - 35:00 secretary at DHS I I didn't have a lieutenant governor in Arizona we don't have that organizational style structure um and so and she's also she was also a presidential appointment Senate confirmed uh and the heads of the major operating components were all Presidential appointments Senate confirmed so they were coming in taking over large departments themselves with their own basis of AU Authority and uh backing from the White House they had
• 35:00 - 35:30 been you know I didn't know them uh by and large uh so we became very familiar with each other very quickly but it made picking that inner Office Team all the more important yeah so I brought with me some people from Arizona uh you know everybody's excited it's the Obama Administration uh there's great excitement let's let's go to Washington um and so we we brought number uh with us and then uh uh you
• 35:30 - 36:00 know learn in over time you know how to how to put the operational components together in a in a logical way so the major heads of the divisions are not actually selected by the secretaries they are not they are not no so but as as did that turn out to be a problem not really because um as as we went forward the administration was very careful uh
• 36:00 - 36:30 uh to make sure that I at least had the opportunity to interview somebody and talk with them uh uh but nonetheless you don't really get to know people until you're working with them dayto day so we had to learn how how to do that and then the department was spread out all over Washington DC as I mentioned there was it's not like the Pentagon uh where you go to one place I mean it was literally you know uh in I think it was I think we had something like 6 64 different buildings and offices within within the uh district
• 36:30 - 37:00 and then into Maryland and Northern Virginia so how do you arrange that how do you stay in touch how do you manage um what happens when you have something occurring where you need the participation of the TSA the CBP FEMA the Coast Guard uh the office of Health Affairs the office of Intel analysis uh the National Protection uh directorate uh and maybe the even the Secret Service
• 37:00 - 37:30 uh so how do you do that how do you you do it by um uh a couple things uh one is I established regular bi-weekly every other week meetings with the major component heads so they were talking with each other at least in that context uh secondly um we developed a system of uh conference calls uh and a whole protocol for uh how we stayed in
• 37:30 - 38:00 touch during a crisis if people needed to be at their places monitoring what they did but needed to be in touch with each other um and uh that system we evolved it during my secretaryship but it became very effective uh uh uh thirdly um uh always looking for problems to be addressed in in a multi- within the department int
• 38:00 - 38:30 departmental way part of this is just creating a culture of working together not not always on your own and realizing the capabilities of other aspects of the department with whom you may have been a competitor uh before DHS was created uh so uh just a couple more and then we'll go to the questions uh a as as governor in some senses you were Your Own Boss now you're heading this huge
• 38:30 - 39:00 agency but it relates to the White House in different ways is that a problem when you take over being a cabinet secretary where the relationships with the White House kind of idic well it is it's a change it's a real transition you know as a governor you you you're kind of like the president of your state yes right um and you get used to that it's kind of cool uh when you join the cabinet you're taking
• 39:00 - 39:30 an oath um uh to support the president to enforce the laws of the United States the Constitution of the United States but you are part of a team of an administration led by the president of the United States um and uh that was an adjust I adjusted pretty quickly um uh I think at the staff level in some respects it was a more difficult adjustment yeah uh and you know learning uh who when the White House called um
• 39:30 - 40:00 look there are a lot of people who work at the White House from the president down to you know a 19-year-old intern a 19-year-old intern may call saying I'm from the White House doesn't mean I have to answer the phone so uh you know just just kind of getting used to okay who are the key players in the white house uh and when the White House calls where does where should that appropriately be referred to uh within the
• 40:00 - 40:30 department ready yes this question comes from our online audience you are no stranger to controversial and polarizing policy issues when you think about issues however you faced at Homeland Security are there lessons particularly for aspiring leaders current leaders or even the US Congress yeah the last one's a tough one yes
• 40:30 - 41:00 the most difficult issue I confronted at the department was immigration it was difficult personally I mean I've lived almost my whole life in a board I grew up in New Mexico I'd spent most of my adult life in Arizona uh and I have a very I I I think a view about the back and forth of immigration uh Visa the United States Mexico and and indeed Central
• 41:00 - 41:30 America uh and you know the notion that there's real Commerce there's a lot of things that go on uh at Borders and borders need to be effective borders they're they're not walls uh and uh so I had that vision for the Border um the immigration laws of the United States sorely need compreh ensive reform they they just do not
• 41:30 - 42:00 match uh reality in some respects um but yet my job and and the job of ice was to enforce those laws so how do you do that in the best way possible while you're knocking your head over on the hill trying to get immigration reform through we got it through the Senate the house would never hear it so frustrating uh and I think one of the issues uh that as a nation we need to
• 42:00 - 42:30 address if we're really going to thrive as much as we can moving in the years to come so uh I was charged with enforcing the immigration laws even as I was trying to reform the immigration laws that is a very difficult position to be in and I and uh I've lost a lot of sleep over that uh over over o over the years um we we set priorities uh about which cases should go first translating those
• 42:30 - 43:00 priorities into an an agent's actions in the field very very difficult thing to do uh we did invent uh DACA deferred action for childhood arrivals uh but we did that only after it was so clear that even the DREAM Act was not going to pass uh the Congress and how unfair was it for the United States to punish young people who were not responsible for
• 43:00 - 43:30 being in the United States without documentation but they were here they'd grown up here they were ready to go to college here uh and so we invented uh DACA which now I think the current number of students who are DACA uh enrolled is around 700,000 um uh but we knew that would face opposition in the Congress in the courts Etc um but it's there it exists students are enrolled in it um I
• 43:30 - 44:00 remember very distinctly being at a hearing at the Senate Judiciary Committee and I'm the only witness so you're in this table and the Senators are up there and you know the audience is behind you and the senator from Alabama is uh you know going at me saying you're not enforcing the immigration laws you know bad secretary bad secretary and then in the back I had have a bunch of people with signs saying you know basically uh you're over
• 44:00 - 44:30 enforcing the immigration laws bad secretary bad secretary and and I really felt them physically how much in the middle on immigration being the DHS secretary is the uh uh I'm afraid that the audience in California will say that he has an East Coast uh Prejudice he hasn't asked about the University of California uh so in the time remaining I think we has to switch to your third role as
• 44:30 - 45:00 president University of California uh that must be a nice quiet job in comparison with Homeland Security no it's I would I would say well let me give you a sense of scale so the our budget is right around 26 billion doll a year right when I left Arizona the budget for the entire state was 9.8 billion the budget for the state now is like 9.1 billion if if the University of California were a state it would
• 45:00 - 45:30 probably be number 12 to 15 right around in there in terms of the size of the budget so let's not pretend that when we put University of in front of the name that it is this mild mannered nice soft academic environment where I can think great thoughts and you know whatever isn't that how you think of it yeah yeah no and and in in some respects uh uh it's a you know I took it on because I
• 45:30 - 46:00 love the mission yeah I'm motivated by public service and I think education is just the way you do so many things and I think public higher education is the one proven tactic we've had in this country for social Mobility so uh so the mission uh I was excited about the mission um I had told the president after his reelect that another year or so is at DHS but as you
• 46:00 - 46:30 can tell from our discussion um uh it's a it it's a physically exhausting job among other things and I really thought it would benefit by some fresh eyes uh and I thought boy what did I enjoy doing in Arizona I I love the education and I love the higher education stuff um uh so I thought well that would be kind of nice you know be President of University neat cool and I wanted to move back West I'm a Westerner uh and there are differences
• 46:30 - 47:00 um no comment uh I mean I like the East I mean you know except for the Yankees baseball team anyway we we'll talk about that later anyway but um uh and then I got a call from a head hunter uh you know say well the University of California is looking for a president would I be interested and I said would they be interested CU I'm not going to say I'm interested till they say they're interested it's like high school so um
• 47:00 - 47:30 as I called back he said yeah they're very interested and I went through the process um and was fortunate to be selected and we have lots of challenges why uh in part because uh public higher education in this country is in an enormous period of evolution uh where the public um is unwilling willing to invest at as much as it did
• 47:30 - 48:00 previously we don't understand I don't understand why that is but I think it's a fact um but at the same time the need to provide a quality higher education particularly one with uh access to uh learning about the research process um uh is absolutely key to the United States ability to thrive in this Century um so uh dealing with that uh uh dealing with the politics of
• 48:00 - 48:30 can you ever raise tuition uh even if you promise that over half the California students don't won't pay the tuition can you ever raise it uh how many out of state students can you admit uh to help help you financially among other things uh and and then uh you know the different constituencies of of a university in particularly the faculty and the students and and uh uh relations
• 48:30 - 49:00 uh with with with those across a broad broad spectrum so it's a it is a rewarding post but perhaps my most uh in a way immense it's it's hard to beat DHS for complexity I was going to say it's I don't think you can do that but I can say more prams schools every experience that I have had in the way in the way of trying to lead and persuade and bring
• 49:00 - 49:30 people along and have a broader vision and a longer term view all of those things are being brought to bear and uh it's funny I talked to people in DC and they they they kind of think I'm relaxing they look so much more relaxed and I'm thinking really I must have looked terrible when I was uh secretary because we're we're really we're really pounding it out out there the uh is your strategy about trying to move ahead differently than in the other role she took on is having students and faculty make you think very
• 49:30 - 50:00 differently about how you bring about change or is it similar um it's different uh uh and learning about for example in a research University the notion or the principles of shared governance with the faculty The Faculty are the ones who uh control the curricular process uh what goes into a curriculum uh what constitutes a degree um uh the
• 50:00 - 50:30 uh tenure process um and and and to be and I'm very respectful of the principles of shared governance but I had to learn about it I mean it's not something that I was familiar with uh um and realiz and the student students have are broad spectrum from uh you know grad students uh of the highest caliber doing the most amazing
• 50:30 - 51:00 research not just in the stem disciplines but in the humanities and the Arts and the uh qualitative social sciences and public po all of the fields um down to or across to I should say across to students who have a particular uh area of interest in one uh political issue and they want to push that agenda forward um and so you have to deal with that and and then learning about California politics and California Poli California you know it's 38 million
• 51:00 - 51:30 people it could be its own country and and so uh getting a crash course in the politics out there so all of that coming to coming to Bear the uh with the last few minutes uh sitting in our audience who people who would like it sometime to be sitting right where you are is there advice that we can give to the next Generations
• 51:30 - 52:00 I have it I I don't know how I got it I
• 52:00 - 52:30 have it uh and I love what I do and I
• 52:30 - 53:00 and I love being able uh to meet somebody in an airport who comes up and says you know you help me do this you help my family do that Etc that's tremendously rewarding you need to have a way to keep that in mind you need to create a broader Vision if all you do is deal with the crisis dour um um you can never actually move a large institution forward and large
• 53:00 - 53:30 institutions by and large take time to move you don't do it in nine months or a year 18 months you try to do it within two or three but it takes time and you've got to have the patience and the persistence to stay to stay at it and have the courage of your convictions about what you're doing um and then lastly I would say um leaders are human beings too um and you have to uh figure out um how you want to
• 53:30 - 54:00 balance the rest of your life so that from a a mental standpoint you can stay in Balance um uh for me you know I like going to Life music I like going to the movies you know I like going hiking you know that kind of thing uh and and then you have to be disciplined enough to tell your staff that that's your time
• 54:00 - 54:30 and that they can't schedule over your time which they will by the way uh uh because as I said if you're going to persist uh over the long haul you you've got to take care of yourself as a human being too let me close thank very very much for an incredible session
• 54:30 - 55:00 [Music] [Music]