THE NAI FELLOW PROFILE: an INTERVIEW with DR. JUDY GENSHAFT Judy Genshaft1 and Kimberly A

Technology and Innovation, Vol. 21, pp. 89-96, 2019 ISSN 1949-8241 • E-ISSN 1949-825X Printed in the USA. All rights reserved. http://dx.doi.org/10.21300/21.1.2019.89 Copyright © 2019 National Academy of Inventors. www.technologyandinnovation.org

THE NAI FELLOW PROFILE: AN INTERVIEW WITH DR. JUDY GENSHAFT Judy Genshaft1 and Kimberly A. Macuare2 1Tampa, FL, USA 2.National Academy of Inventors, Tampa, FL, USA

In a recent interview with Technology & Innovation, Dr. Judy Genshaft, scholar of gifted education processes and policies, respected higher education leader, and philanthropist, discusses the rise of the University of South Florida to preeminence, the challenges of leading a university, and the value of research for the economy and for society.

(Photo courtesy of Judy Genshaft) INTRODUCTION and philanthropist. After receiving her doctorate, This issue’s NAI Fellow Profile features Dr. Judy Genshaft started her career as a faculty member at Genshaft—scholar of gifted education processes The Ohio State University before moving into a career and policies, respected higher education leader, in administration. Quickly moving up the ranks,

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Accepted: February 1, 2019. Address correspondence to Kimberly A. Macuare, Ph.D., Associate Editor, Technology and Innovation, 3702 Spectrum Boulevard, Suite 165, Tampa, FL 33612. E-mail: [email protected]

89 90 THE NAI PROFILE she moved on to the University at Albany, where among gifted learning professionals—have had an she became the provost and vice president for aca- even longer reach, as they have impacted her entire demic affairs, before beginning her 19-year tenure career, including her leadership of USF. Grounded as the president of the University of South Florida in this early research, Genshaft placed student suc- (USF). In her role as president, Genshaft led USF to cess at the center of her presidential platform from become a top 50 public university—one of only three the beginning—something that paid off with inter- preeminent universities in Florida and a national est. Specifically, during her tenure, USF developed a research powerhouse. ten-year plan committed to helping students succeed, Genshaft received her bachelor’s degree in which resulted in moving the six-year graduation rate social work and psychology from the University of from 48% to 73% and the four-year graduation rate Wisconsin-Madison and her master’s and doctoral from 24% to 61%, with a 91% first-year retention rate. degrees from Kent State University in school psy- Demonstrating that the commitment to student suc- chology and counseling psychology, respectively. In cess includes all students, among the many accolades addition to authoring numerous refereed publica- the university has earned under her leadership are tions and several books in the areas of assessment top rankings for Latino student success, Black stu- and gifted student learning, she has also given pre- dent success, and Pell recipient student success. sentations and written publications on a wide variety In a recent interview with Technology & Innovation of higher education issues and is even an inventor (T&I), Dr. Judy Genshaft discusses the rise of USF on one U.S. patent. Her various contributions in her to preeminence, the challenges of leading a univer- own academic field of study and her innumerable sity, and the value of research for the economy and accomplishments as a higher education leader have for society. been recognized with a multitude of professional recognitions, including fellowship in the National T&I: Thinking about these past 19 years, I know Academy of Inventors; the Association of Public you have a lot to choose from, but what would and Land-grant Universities’ Michael P. Malone you identify as the greatest accomplishments that International Leadership Award; the American have been made at USF under your leadership? Council on Education’s Donna Shavlik Award; the Global Leadership Award from Her Royal Highness Genshaft:There have been many, many accomplish- Princess Sirindhorn in Bangkok, Thailand; and the ments, but, most recently, preeminence is one of the Captain of Education Award from Hadassah College highlight accomplishments because it encompasses in Jerusalem, Israel. Because of her strong belief in the everything: student success, outstanding research, ties between a university and the community of which grants, patents, and licenses. Our research profile has it is a part, she is equally proud of the local honors just skyrocketed since I came aboard 19 years ago. she has garnered—honors that reflect her significant Student success is amazing in terms of our four-year contributions and impact on the Tampa Bay area, and six-year graduation rates. The other very import- including induction into the Tampa Bay Business ant accomplishment is that there is no achievement Hall of Fame; selection as Tampa Bay Business gap regardless of race, ethnicity, or socioeconomic Journal’s 2007 Business Woman of the Year; and the status: Everybody graduates. Tampa World Trade Center’s Betty Castor Lifetime In addition to pre-eminence, we also had a $1 Achievement Award. billion fundraising campaign, which is a great accom- Genshaft began her career as a scholar dedicated to plishment for a young university like ours. There are studying gifted and talented students. Specifically, her only three public universities in the country that have early scholarly work reflected a deep interest in how reached $1 billion that have been founded since 1950. gifted students are identified and assessed, what issues Two of them are in the University of California sys- these students face in the classroom, and how learn- tem and the other is USF. ing professionals and institutions of learning can best Finally, of course, the National Academy of serve them. The results of this work—while influential Inventors and the Florida Inventors Hall of Fame THE NAI PROFILE 91 are wonderful, prestigious organizations that got Genshaft: The SAT and GPA goals have been estab- started at the University of South Florida. lished by the state to designate what is viewed as a . preeminent university versus what metrics are used T&I: Considering the University’s rise to preeminence, for performance-based funding. When you talk about could you share a little bit about what it took to make performance-based funding, you match your basic that happen? budget, and if you hit those metrics in your performance, then you’re given a larger amount of money Genshaft: Well, you don’t accomplish goals like towards your budget. Preeminence is for the purpose preeminence without years of careful planning— of taking what’s already excellent and making it even creating a strategic vision, setting goals, and better. Are you graduating people in STEM fields or establishing metrics, but you also really have to areas of emphasis that our economy needs right now? focus a great deal. You have to have a laser focus on What is your research profile? How many postdocs? each of those goals and how you’re going to achieve Outcome measures, in my mind, are preferable to them. When we set up our strategic plan, it was process measures. For example, when I first came to not something that was just a file or papers. Ours USF, the metrics in order to get your budget included had metrics along with it. Our goals are import- how many students enrolled at the university. The ant, and if we don’t achieve what we say we’re going larger the number, the more your budget increased. to, we don’t get our performance enhancement. Basically, you could enroll them in the fall and get your budget, and then they could’ve dropped out in spring T&I: Let’s go back to the “Unstoppable Campaign,” and that was okay. That’s why I think the outcome the capital campaign that raised $1 billion and, as measures are much, much better for the institution, you said, placed USF among very select company. for improvement, and, of course, for student success. How is that money impacting educational outcomes and driving further success for the university now? T&I: The successes you’ve had have been numerous and notable, but, obviously, on the other side, Genshaft: For years, donors would often say, “Here after you’ve been here for 19 years, you have faced is my check. Use it at your discretion.” Now, typi- your share of challenges as president. Of those chal- cally, donors across the country, whether it’s private lenges, are there any that stand out or any that were schools or public schools, earmark where the funds unexpected? are to go. For example, Frank and Carol Morsani, gave an amount of money to name our Morsani Genshaft: There are many challenges; in fact, there College of Medicine. That donation was earmarked, are actually challenges all the time. That’s why I say that was what it was going to be used for. The gift that a presidency or leadership position is like a roller agreement, which is signed by the university as coaster ride. You have great highs, but then you have well as the donor, spells out exactly how it is to be to incur some really tough challenges in the lows, used. Donors are very interested in scholarship and you just need to move forward. Especially with money, mentorship money, and naming programs an organization the size of the University of South that are near and dear to their hearts. All of that Florida—where we have 16,000 employees and over is very important to bringing the level of the insti- 50,000 students—there are always going to being tution forward. That money allows us to recruit challenges. However, it’s how you handle them that high-caliber faculty members, expand programs makes a difference: handling them with integrity and and colleges, and attract really outstanding students. within the framework where you really truly believe you’re making the right decision for the institution. T&I: It’s impressive how USF’s student metrics have just Because if you’re not doing that, you can’t live with been increasing year after year, for example, in terms yourself. There’s no cover up. of SAT scores and GPA averages of incoming classes. To help with this, I do a lot of consulting. In other words, I can make a decision, but I like to get the 92 THE NAI PROFILE best in the field for that particular issue and learn are underachievers—often the highest underachiev- what’s the best practice, what’s the best model for it? ing group. It’s not that they can’t get good grades in What is this something that we want to do? What school, but they’re bored and they just kind of don’t has happened before? If a different university did pay any attention. But the fact that they’re not living that, did that work? So, we learn from one another, up to their potential and how much more they could and that’s why I’m very active nationally because you do is a challenge. It’s the same at the other end as well. find resources all over the country and the world that It takes some people longer to finish, and you have might have dealt with that particular issue and can to give them breathing room, time, and instruction help guide you as to what not to do as well as what so that they catch up to do. T&I: You were clearly very passionate and very good T&I: It’s funny how that is now cyclical. In the past, at what you were doing and were having a lot of suc- you have looked for advice from others, and now USF cess. What made you want to enter administration and has achieved the position of being a model. You’ve become a university president? achieved something pretty incredible, and people are now asking you, well, wow, how did you do that? Genshaft: I’ve always had leadership roles, even grow- ing up. You know, you’re not aware of it when you go Genshaft: You know, the National Academy of through it, but you just try out, and it happens, and Inventors (NAI) is a great example because here then you just find that there’s a trend. Early on, I’d been there were people who, unbeknownst to many of selected to be the leader of the girls’ basketball elemen- us, didn’t have anybody to really talk to about their tary group or something, and it grew from there. creative invention discoveries. Many of them had to At the core, I like people a lot, and, as a leader, your take the journey alone or with very little input from power is your power of persuasion. You’re not going others. But, when you have an organization like the to force anybody to do anything, but if you want them NAI come into being, they meet one another, they to function as a group, and as a team, you have the start to collaborate, and they kind of bounce ideas off goals in front of you, and then you need to work with of one another. It’s really very synergistic and excit- them through persuasion. You’re encouraging them, ing and dynamic. but you’re also bringing diverse opinions together and helping them to work toward a common pur- T&I: Heretofore, we have focused on your administra- pose. They call that administration, but I like that. I tive career, but you didn’t start in this space. You were like doing what I’m doing. But you have to have your a professor and researcher focused on gifted educa- credentials in order before you move to any kind of tion studies. I thought that was really fascinating, and administrative position. Otherwise, you’re always I wondered how that early work affected your think- going to be criticized. “Well Judy got here because ing as regards the inclusive success that is really pushing she’s a woman.” No. No. I got here because my cre- USF forward. dentials stand shoulder to shoulder to yours. You have to have your background and your credentials. Genshaft: Well, you know, my area of emphasis was in school psychology, and as a school psychol- T&I: Yes. Academia is very much that way for sure. ogist, you usually are working with those that are outliers. When you’re looking at a normal curve, Genshaft: Right, right. Yeah. Actually a lot of jobs are. there is a standard deviation for the average level, but as you go either down the curve to the less able T&I: I wanted to think a little bit about research because or up to the very highly able, you’ll find that those you’ve mentioned that several times, and that is one of are the students who have more needs and more the crown jewels of USF. During your tenure, there’s unique needs than the normal group. Looking at very been a tripling of research activity. Beyond those dollar gifted children, what we find is that many of them signs, what have been some of the real world impacts THE NAI PROFILE 93 behind those numbers? What kinds of problems have T&I: Speaking of bench and applied research, you USF researchers resolved, and where do you think have been a really strong advocate on the applied side, they’re going next? including the importance of patenting and invention activity, especially for promotion and tenure, which Genshaft: I’m very proud of the research that is going wasn’t always accepted in academia. What made you on at USF. First of all, being at a research university, a believer in the centrality of invention when conven- there is a very special mission, one that is different from tional wisdom was saying that we should focus on the a two-year, community, state, or four-year teaching col- publish or perish paradigm? lege. It should be different. I’m not saying it’s better or worse, but if you’re going to be a research university, you Genshaft: If you work on a national basis and you look really need to welcome and embrace the whole idea that at what’s going on in terms of the NIH, NSF, and other you’re going to honor and respect and promote scholar- organizations, you’ll start to see a trend: Companies are ship, new ideas, best practices, and innovations to help looking for research and looking for big data. They’re make lives better. looking for new discoveries. Society is asking for new We’re in a metropolitan area, and I believe, as a public and different ways of living life. So, you just watch what’s university, we have a responsibility to be the economic happening nationally, and then you try to guide the engine for the region. Land-grant institutions were the institution so that it’s relevant as regards these trends original economic engines when they were created to but still meets the values and mores of higher educa- support the then rural and agriculture economy. Well, tion. And sometimes those don’t match. In the case of when you’re founded in 1956 with the first students patents and licensing, you need to have a little more for- starting in the 1960, the engine is now in the city and ward thinking where you recognize that it takes as long urban areas. if not longer to create a company as it does to write an Well, the University of South Florida, in its DNA, article. This is really the future. from the very beginning, has had an area of emphasis We’ve got to start wondering what the future will related to the health professions. So, our first students bring to us. And you have to do this carefully. The way started in 1960, but we started building the medical we started out was to say, “Look, you’ll get your credit school in the VA, which opened in 1970. Medicine and for all the articles. You will get your credit for the grant health have become part of our roots. Some of our big research that you’d bring in. However, if somebody is on research endeavors focus on brain and spinal cord, heart, the road to setting up a company that will help people human security, water issues, big data, and infectious or establishing patents or licensing, that counts every diseases—all real-world problems. So, our research is bit as much.” very much applied research. It’s not that we don’t do We worked with the faculty on changing the guide- bench research, but we do not do it to the extent that lines to recognize invention activity, and then I worked some others do. nationally with Paul Sanberg and the Association of As you know, one of our most productive researchers Public and Land-grant institutions to put together the and number one in the field nationally and internation- document that would be a model for other universities ally in diabetes is Dr. Jeffrey Krischer. He is all over the across the country to try to get this throughout America. world trying to determine what works, what doesn’t work, what kind of longevity some of the types of dia- T&I: Do you think that having had a business back- betes have from type one to type two to auto immune ground because of your family’s very successful diseases. enterprise added something to your academic train- And, of course, we started a new medical engineering—giving you the ability to see things that other ing department. A good example of why we need this people might not be able to see and to make those novel is hip replacements. You’re putting a foreign object in, connections? an artificial hip. That takes engineering knowledge as well as medical expertise. Genshaft: I think it’s been a tremendous advantage. I grew up in a business background, which taught me 94 THE NAI PROFILE to mix with many different groups and taught me to dynamic and move forward is something that I think really handle any environment. Having diverse groups is really important. For a research university, it’s really and diverse opinions and bringing them together is key to be an economic engine and very much a part of really important. I think it’s been a tremendous asset to whatever the city does. For example, I truly think that have both of those. There are many similarities between as Tampa Bay grows, so will USF, because we’ll attract running a business and a university. Of course, there’s even better and brighter faculty and staff if we have a shared governance in higher education, which means dynamic city and region. As the city and the region there’s a lot more discussion about decision making grows, so will the faculty, staff, and students who come than there would be in a corporation. By going through and want to be a part of this vibrant place. academia, you learn more about shared governance On the other hand, as we get better and better, then versus business. we’re able to do great things, such as build our Morsani College of Medicine downtown or create the Florida T&I: Now, the NAI was born at USF under your lead- Inventors Hall of Fame. We each bring out the best in ership, and you’ve just been inducted as a Fellow. What one another. That’s what’s important. As a recipient of an do you think of when you reflect on the birth and tra- honorary doctorate, Jeff Vinik spoke at our graduation. jectory of this national academy? They’re invited to speak for maybe three to five minutes. That’s it. Well, his short speech was very poignant to me. Genshaft: I think it has been one of the highlights for He said when his kids were small, he would tell them USF. I really do. Everybody has peers, and at differ- before they went out, “Make good choices, make good ent times in your life, you move in different directions choices.” And to this day, he says, “As you’re looking at and you start to establish additional peers around you. partners for whatever you do downtown, make good Then, as you proceed, you are influenced by them, and choices.” Who has integrity? Who will follow through? oftentimes you move forward, you move up. Well, the Who will be productive? Who will complement you on National Academy of Inventors does that as well. It’s a your mission? You have to look at the values of your very impressive, accomplished, creative group of peo- institution. Again, you want to hold up and represent ple who come from all walks of higher education and the kind of integrity that you’re matching with. could come together with success stories and also unsuc- cessful stories. It is really impressive. When you talk T&I: While you’re retiring as the president of USF and about a new era for the University of South Florida, closing this chapter, you’re going to do something else we’ve achieved preeminence, and we are now in a play- because you are so dynamic and always on the go. What ground, so to speak, with a different level of institution does that next act look like? What’s on tap for you? and different level of peers. We need to stand tall and work harder and meet that level because as you move Genshaft: Well, right now, I’ll just start by saying, “Stay up the ladder, it gets more and more narrow. tuned.” My husband and I plan to do a lot of travel for a few months. I’ve read a lot of articles about how CEOs T&I: I want to talk a little bit about your legacy. You of very big and complex organizations step down, and have so many accomplishments that we’ve talked about they often need to have at least six months to really think and some that we haven’t talked about, such as the eco- about it and to not jump into the next endeavor. And nomic impacts on the greater Tampa Bay area and the then I hear from some of the people who are younger many lives that you’ve touched, etc. What is it that you and have a lot ahead of them, but they’ve retired and hope will be your legacy, both locally here in Tampa they’ll say that the boards they committed to are get- Bay and nationally? ting in the way of what they really want to do. You don’t want to commit to too much right away. This is what Genshaft: Well, I just hope I’ve made a difference that I’ve been told, so we’ll see. We’ll see what happens. I will leaves the institution or the organization better than not be at home looking at the walls—I promise you that. when I arrived. I’ve always been a very goal-oriented I’ll find something. And if I don’t find something, I’ll person, so making the area thrive and become more make something happen. THE NAI PROFILE 95

of technology transfer in tenure and promotion. Technol Innov. 2016;17(4):197-204. 2. Sanberg P, Genshaft J, Sarkar S. Indirect costs: the reimbursement gap. Nature. 2015;517(7535):438. 3. Genshaft J. USF plays key role in region’s economic development [op-ed column]. Tampa Bay Times. 2014 Dec 14. 4. Sanberg P, Genshaft J, Sarkar S. Rewarding academic innovation [letter to the editor]. Science. 2014;346(6212):928-929. 5. Genshaft J, Chachere V. It’s not the crime, it’s the (Photo courtesy of Judy Genhsaft) cover-up. In: Bataille GM, Cordova DI, editors. Managing the unthinkable: crisis preparation and CONCLUSION response for campus leaders. Sterling (VA): Stylus One thing is certain: Genshaft’s tenure as USF Publishing, LLC.; 2014. president has been marked by superlatives. With 6. Genshaft J. The new space race: global sustain- the average career of a university president clock- ability. The Presidency. 2010;13(2). ing in at 6.5 years, she served for an incredible 19. 7. Genshaft J, Klasko S, Hoad M. The university While only 30% of university presidents are women of the future: from schools of thought to spec- (and even fewer—8%—if you only consider institu- trums of thought. In: Olson GA, Presley JW, tions granting doctorates), Genshaft not only attained editors. Future of higher education: perspectives this rare title but performed with distinction during from America’s academic leaders. Boulder (CO): her 19-year stint at USF. Whereas most “golden age” Paradigm Publishers; 2009. universities struggle to attain the same status and 8. Genshaft J. Incentive programs vital to captur- compete at the same funding levels as their older ing high-wage jobs [op-ed column]. The Tampa peer institutions, Genshaft propelled the university Tribune. 20015 Mar 15. to top 50 status and spearheaded a $1 billion fund- 9. Genshaft J, Wheat J. Leading a university during raising campaign. In short, whenever there has been controversy: challenges faced by a new president. a goal to reach or a metric to achieve, she has not In: McLaughlin JB. Leadership amid controversy: just met it but blown past it. It’s not surprising, then, presidential perspectives. Hoboken (NJ): Wiley that she would also be the sitting president who has Periodicals; 2004. donated the most to the university they serve. In 10. Genshaft J. A case study in progress: East Tampa/ addition to supporting study abroad programs and USF. Quality Cities. March/April 2004. making generous donations to USF Health, Women 11. Genshaft J. USF plays key role in region’s eco- in Philanthropy and Leadership, and USF Athletics, nomic development [op-ed column]. The Tampa shortly after this interview was conducted, she made a Tribune. 2003 Sep 27. $20 million gift to establish the Judy Genshaft Honors 12. Genshaft J. Leadership through hard times. The College, which will transform the educational and Presidency. Winter 2002. living experience of the best and brightest students 13. Genshaft J. Controversy demands that university from across all the disciplines on campus, cement the balance freedom and security [op-ed column]. university’s status as a premier institution, and bring The Tampa Tribune. 2001 Oct 14. her career full circle as her gift enables the develop- 14. Genshaft J. President sets USF priorities on pro- ment of this very special group of students. posed statewide governance reorganization. [op-ed column]. The Tampa Tribune. 2001 Jan FURTHER READING 27. 1. Genshaft J, Wickert J, Gray-Little B, Hanson K, 15. Flanagan D, Genshaft J, Harrison P. Contemporary Marchase R, Schiffer P, Tanner R. Consideration intellectual assessment: theories, tests, and issues. 96 THE NAI PROFILE

New York (NY): Guilford Publications; 1997. 16. Genshaft J, Bireley M, Hollinger C. Serving gifted and talented students: a resource for school per- sonnel. Austin (TX): Pro Ed; 1995. 17. Bireley M, Genshaft J. Understanding the gifted adolescent: educational, developmental and mul- ticultural issues. New York (NY): Teachers College Press; 1991.