Through a series of events as unlikely as finding a pearl in a brook trout’s mouth, I spent thirteen years in university administration—eight as a department chair and five as a dean.
“We have too many damn administrators,” one of my colleagues told me back then, seemingly oblivious to the title “Dean of Engineering” next to my name on the door he’d just walked through.
“How many should we have?” I asked.
“I don’t know, but I can tell you how to find out.”“How’s that?”