On Feb. 13, 2008, University of Mobile President Mark Foley will complete 10 years of service as the leader of that institution of higher learning. Recently Foley reflected on the turbulent beginning of his presidency and the progress the school has made during the past decade.
Q. What challenges did you face when you became president of the University of Mobile?
A. There were three areas. First, the simple fact that the university was on probation with the Southern Association of Colleges and Schools over financial issues. These problems related to the branch campus in Nicaragua.
Second, the need to encourage faculty and staff of (the) university. Rumors indicated the university was in deep trouble, but I found a fine group of men and women doing the work of the university quite well.
The challenge that surprised me was the intensity of the strife and politicized atmosphere in the state Baptist family. I found a state Baptist family divided by opinions about the university. In my judgment, the anger led a few on both sides to speak and conduct themselves in ways not becoming to persons of faith and followers of Christ.
Q. What was your first priority when you became president?
A. The most important thing was stabilizing the financial condition. That was done with a consolidation loan that was almost completed before I became president. Then we had our probation that was lifted in December 1998, eight months after I took office.
Still the integrity of (the) school was severely shadowed. I began preaching in churches almost every Sunday (and have continued) for 10 years now. I made a point not to promote the university from (the) pulpit but to preach the gospel. That allowed people to draw conclusions about the university based on a preaching encounter and not on direct promotion.
Q. Who were the most influential people in your life during those early days?
A. Fred Lackey (former state convention president and university vice president) introduced me to Baptist leadership across Alabama, and he continues to use his influence. Herman Shoemaker used his knowledge as a university vice president to help me understand the territory in which I was trying to work. Dwight Steedley, professor of mathematics, helped me understand a college president’s role in relation to faculty. I am grateful to them.
Retired University of Mobile President William Weaver made a huge difference. He was willing to stand beside me as an unknown to the University of Mobile family and endorse me to a wide audience.
I have to mention Marilyn, my wife. She carried the ball for the family a lot in those days when I was up to my ears in alligators. She was a rock through all of that. I really want to express my love and appreciation (to her) for being that stable rock in my life during those days.
Q. What was the most difficult task you faced when you became president?
A. Extracting the university from Nicaragua. That was outside my realm of experience. In late April 1998, I told the board of trustees the key to the school’s integrity, the healing in state convention strife, the resolution of our accreditation issues (financial stability issues) all necessitated our leaving Nicaragua. The board readily agreed. At end of the 2001 school year, we had a clean extraction from that branch campus.
Q. Was that when healing of the rift in the convention over the University of Mobile started?
A. Healing started when I stood before the convention in November 1998 and said we were withdrawing from Nicaragua. I remember that my report to the convention was interrupted with applause. Couple that decision with the regular reporting on the extraction process and the building of relationships across the convention.
Alabama Baptists were seeing something different happen at the university than they previously saw.
Q. How did you relate to the presidents of the other Baptist colleges in Alabama through this process?
A. Tom Corts (Samford) and David Potts (Judson) were absolutely helpful. I remember walking up to them at my first meeting of the State Board of Missions and asking if the college presidents ever got together to talk about common problems. They responded, “Not until now.” I called Tom Corts from time to time for advice and leadership. David is closer to my age and we go fishing together. We all became very good friends, and now Andy Westmoreland (Samford) continues that relationship.
The presidents of the other schools are responsible for me being invited to hold a seat on the Southern Association of Colleges and Schools. We are very good friends. This is what should have been happening all the time.
Q. What has been your major success as president of the University of Mobile?
A. The driving force for all we have done is the idea of changing lives to change the world. I am bothered by people who are mediocre in their professional lives and [pass] it off because they are Christians. I think a Christian should be better than others in the workplace. That gains respect and allows one to influence the lives of others. I brought that mind-set with me. Confident Christians in the workplace who excel in what they do really intrigues me.
I take (the) most satisfaction in knowing that the University of Mobile has embraced that culture. Now we are seeing accomplishments of grads performing at that level and bringing their Christian influence to bear.
Q. You have also led the university to focus on resident students. Why is that?
A. After the Nicaragua issue was settled, we spent a lot of time and money updating technology from the 1970s to the 2000s. Our new information system showed us that we had depressed tuition and lowered admission requirements in order to compete for students in the local area. While we had some outstanding students, too many were lower performing students who never finished their degrees.
We decided to reposition the school. We want the university to be distinctive academically and distinctive spiritually. Spiritually we emphasize a Christian worldview. Academically we had to raise enrollment standards with tuition. We had to raise the rigor in the classroom and attract people from a wide geographical region. That necessitates residence halls. We are moving toward a 50–50 mix between resident students and commuters.
Right now, we are about 65 (percent) commuter and 35 (percent) resident.
Q. What is next for the university?
A. I am intrigued with entrepreneurship. We will start a major in the school of business in the fall. Then I would like to bring (the) whole idea of entrepreneurship to the function of leadership. Entrepreneurship requires innovative thinking. Imagine what could happen in our churches and for the cause of Christ if we could link the idea of entrepreneurship with reaching people for Christ.
Q. The University of Mobile you took over in 1998 was a different institution than it is today. What differences in leadership are required from you as president?
A. The first two years were crisis management. That requires a more dictatorial style of leadership. After that, one has to be more inclusive. I have done that although sometimes I stumble around a little. One thing I have done well is keep a clear vision before us. The president has the role of vision caster. I draw people into the vision and let them go to see what they can do with the vision. I am not a micromanager.
Q. In your opinion, how is the University of Mobile received by Baptists today?
A. Our relationship to Alabama Baptists is excellent. We are trusted and well thought of. For the first time in history, the university is ranked among the top master’s level institutions in the South. That is very significant for us. All three presidents serve on the Southern Association accrediting agency. That brings stature to our schools. The University of Mobile is well regarded by state convention leadership. I am not aware of any ill will.
Q. What have you learned about Alabama Baptists during these 10 years?
A. Alabama Baptists must be the most loving people I ever lived among. Look at our state convention, and you see us at peace. We are focused on the work of (the) kingdom of God. When you look at Alabama Baptists, you see us focus on our commonness and that is Christ honoring. We are not fighting with one another over differences. Alabama is a marvelous place to conduct work.
If you will let me use the analogy of a highway, Alabama Baptists are on a very broad highway but there remain two ditches — one on either side of the road. There are a few people in those ditches that are still throwing rocks at each other, but most of us are going down the road.
Cooperative Program support for Christian higher education is unprecedented. I do not know of schools in any other state that are as well supported as these three. That is an important part of (the) financial picture. It enables us to be who we are.
Q. What would you like to say to Alabama Baptists?
A. I want to say thank you to the state Baptist family for giving me the opportunity 10 years ago to see what God would do with this university. Thank you for supporting it in the early years when you did not know how (it) would turn out. Thanks for praying for all of us. This story is ongoing. It is not related to Mark Foley. It is about what God is doing in that place.
Also I want them to know that I am just Mark and I appreciate their friendship.
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