Dr Julie Schornack of Marshall B Ketchum University: Five Things You Need to Be a Highly Effective Leader During Uncertain & Turbulent Times
Be prepared to make hard decisions for the good of the organization — I am faced with making a multitude of decisions each day that may not be popular but are in the best interest of the institution. Each decision must be met with careful thought, a consideration of long-range implications and impact on the various constituencies of the institution. Approaching these decisions with integrity and a focus on the mission of the university guides these decisions.
As part of our series about the “Five Things You Need To Be A Highly Effective Leader During Turbulent Times,” we had the pleasure of interviewing Julie A. Schornack, OD, Med, the first female president of Marshall B. Ketchum University (MBKU), an independent, private, non-profit, accredited educational institution in Fullerton, Calif. that proudly prepares the healthcare leaders of the future.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
I always wanted to be a teacher growing up and even as I continued my schooling throughout the years. During undergrad, I was pursuing a biology degree, which led to my interest in the healthcare profession. I considered medicine but ultimately landed on optometry because of the industry’s special relationship with patients, position in the healthcare system and work-life balance.
My fond affection and desire to teach never went away, so after I received my optometry degree, I committed to giving back to the profession by entering the world of academia and began teaching at the Southern California College of Optometry in Fullerton, Calif.
It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
I think the biggest (maybe not the funniest) mistake I made when I first got started in teaching was trying to be friends with my students. When you first start out as an educator, your memories of being a student are very fresh, which makes you relate to your pupils in very personal ways because of the shared experience. However, the very nature of being a teacher casts you in a role as a mentor and leader, therefore, establishing a healthy distance and relationship with students is essential for everyone’s success and best interest.
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?
I have three individuals that come to mind who helped me tremendously along the way. The first was Dr. Tim Edrington who hired me at the Southern California College of Optometry. Throughout our time as colleagues, he mentored me and put me in uncomfortable, stretch situations that challenged my capabilities. That sense of discomfort in teaching, writing and administration helped me to develop confidence and a strong backbone in my career.
Dr. Richard Hopping counseled me about being too transparent and visible with my emotions. He shared with me that he could always read me like a book in meetings, just by my facial expressions or physical responses. That was valuable advice to bring objectivity and suppress my knee-jerk reactions in a professional setting.
And finally, Dr. Kevin Alexander, the president of Marshall B. Ketchum University (MBKU) just before me, provided me with professional opportunities and responsibilities that were increasingly diverse and outside my experience as an optometrist. He gave me positions that expanded my knowledge of the workings of the university and provided me with a broad-based appreciation for the role of the support staff. Under his wing, the leadership experiences I had were instrumental in preparing me for my current role in leading the school.
Extensive research suggests that “purpose-driven businesses” are more successful in many areas. When your organization started, what was its vision, what was its purpose?
When we started as the Southern California College of Optometry, we were in the business of transforming students into healthcare professionals, but over the past 10 years, the instution has experienced an expansion and name change. Today, MBKU includes three primary schools: 1) Southern California College of Optometry offering a Doctor of Optometry and a Master of Science in Vision Science degree; 2) School of Physician Assistant Studies providing students a Master of Medical Science degree; and 3) its College of Pharmacy, which offers a Doctor of Pharmacy degree. The addition of these programs has added to the portfolio of healthcare professional offerings that help transform students into compassionate medical providers. It is our school’s purpose for existence and serves as a driving force every day.
Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?
In my position, many rely on my direction and leadership, so giving up or stepping away when there is much important work to be done never crossed my mind. Striving to make things better and working to solve problems is such a meaningful way to spend a life. The fact that there is always more that can be done is something that sustains me and keeps me moving forward.
What would you say is the most critical role of a leader during challenging times?
The most critical role of a leader in challenging times is ensuring effective and open communication. The people you work with must know that you are aware of the challenges being faced and have a plan to combat them. Everyone is distressed during difficult times, but hearing that their leader has clear game plan and a comprehensive assessment of the problem in question is reassuring in many large and small ways.
When the future seems so uncertain, what is the best way to boost morale? What can a leader do to inspire, motivate and engage their team?
Faced with a difficult situation or uncertainty, the best way to boost morale is to have open discussions about how the team will navigate through the challenging situation and the plan for a new, more effective path forward. Hearing your team’s input and crafting a collaborative solution allows everyone to feel like they have a hand in the resolution.
What is the best way to communicate difficult news to one’s team and customers?
I am all about standing in front of people to offer open communication — the good, the bad or the ugly. It allows you to see people’s faces and gauge their reactions to your words. I want to be present and ready for questions and concerns. I miss some of that interplay in the current Zoom era.
How can a leader make plans when the future is so unpredictable?
I think you do your very best job to strategize for the future, but it’s always a good idea to have a plan B as your backup. The ability to flex and accommodate is essential to making plans. Certainly, the last few years have taught us the value of pivoting when different information or trends become available to us.
Is there a “number one principle” that can help guide a company through the ups and downs of turbulent times?
An organization can never forget or stop focusing on achieving its core mission.We transform students into the healthcare professionals of the future — and despite turbulent times and challenges — our efforts should be laser-focused on doing whatever it takes to achieve that important goal.
Here is the primary question of our discussion. Based on your experience and success, what are the five most important things a business leader should do to lead effectively during uncertain and turbulent times? Please share a story or an example for each.
- Emphasize the positives — Even when there are countless fires to put out, it’s important to try and identify good work being done within the organization. Small victories need to be recognized and celebrated so that people have the resilience and dedication to face adversity, especially during the hard times. Dwelling in darkness makes it very difficult to mount the will to address the challenges of the day.
- Surround yourself with talented people — I am keenly aware of my strengths and hopefully just as insightful about where I fall short. By surrounding myself with talented and dedicated people who fill in my gaps, I can feel assured that the team I have can address any problem with creative solutions.
- Never lose your sense of humor — Leading can be a significant and constant weight on your shoulders. Always look for levity and humor in a day — it saves me regularly.
- Be prepared to make hard decisions for the good of the organization — I am faced with making a multitude of decisions each day that may not be popular but are in the best interest of the institution. Each decision must be met with careful thought, a consideration of long-range implications and impact on the various constituencies of the institution. Approaching these decisions with integrity and a focus on the mission of the university guides these decisions.
- Practice self-awareness — Question your reactions, evaluate your decisions and reflect on your positions. Dig into your motivations and reasoning for making certain decisions to ensure you stay true to your overall purpose and mission.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
“If you want to make everyone happy, don’t be a leader, sell ice cream.” — Steve Jobs
Every decision that is made will not be seen as a jewel by all. Some decisions and actions will be ill-received and unpopular. Leading requires a strong backbone, the resilience to take criticism and trusting that you’re doing what’s best for the greater organization.
How can our readers further follow your work?
Please follow us at www.ketchum.edu or on LinkedIn, Facebook or Instagram.
Thank you so much for sharing these important insights. We wish you continued success and good health!
Dr Julie Schornack of Marshall B Ketchum University: Five Things You Need to Be a Highly Effective… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.