President Richard Florizone joined the Dal community as its 11th president and vice-chancellor in 2013. It鈥檚 been an eventful five-and-a-half years for the university: big awards, major research announcements, national profile and growing international reach 鈥斅燼ll culminating in celebrations to mark Dal鈥檚 200th anniversary.
With Dr. Florizone set to leave Dal at year鈥檚 end to take on a new role leading the Quantum Valley Ideas Lab in Waterloo, Ont., he sat down for an in-depth chat with Dal News on his time as president. Read part one of the interview.
In part two, Dr. Florizone discusses working through some of the major challenges of his time in office and reflects on what he鈥檒l miss about the job and the lessons he takes from his presidency.
Challenges and opportunities鈥�
Any presidency is not without its challenges 鈥� and some of the ones 麻豆传媒 has faced during your time have received attention and scrutiny on a national scale. Certainly, the situation with the Dentistry Facebook group in 2013 stands out, but there are others as well. Talk to me about managing situations like those as president 鈥� situations that don鈥檛 always have easy answers, and involve difficult subjects.
It鈥檚 not easy, and when you鈥檙e dealing with complex issues, it takes a complex approach. Nevertheless, I leave this office really struck by the power of our mission and our values 鈥� and how those can be guideposts for us, not just when seeking out opportunities but when facing real challenges. As strange as it might sound, you meet both of them in the same way.
When issues become public, there are a lot of voices, some panicked or concerned about the short-term reputation of the university. But we have to always remember that the long-term success of Dal 鈥� and by extension, the long-term reputation of Dal 鈥� rests on our mission and our values. So we must always聽 come back to those. What will advance our mission of teaching and learning, research, and service? What鈥檚 really going to support freedom of expression, academic freedom, institutional autonomy, respect and inclusion?
Of course, the difficulty comes when some of those values appear to conflict with one another. That鈥檚 where the importance of discernment and pause come in. What I鈥檇 tell my successor is when tough things happen 鈥� and they will 鈥� there will be a lot of excitement, but make sure you鈥檙e guided by the mission of values of the institution, and make sure to pause and take the time to consider all those complex issues, to rely on others, and discern a path forward.
The other thing I鈥檇 say is that we made a commitment not to sweep these debates under the rug. And that鈥檚 not always easy for all individuals within an organization to manage, but it鈥檚 important 鈥� as was the commitment not to rush to judgment. We said we were going to address those issues as human institutions, guided by our policies, to work towards a just outcome 鈥� while, at the same time, living up to our commitment to address the broader issues. That鈥檚 part of our responsibility, too.
Such events certainly gave urgency work across the university in diversity, inclusion and equity. But it鈥檚 fair to say those topics 鈥� which increasingly define our current socio-political era 鈥� were coming knocking at 麻豆传媒鈥檚 doors regardless. What would you say is the role and responsibility of a university in addressing diversity, inclusion, equity? Where do you think we鈥檙e making progress? And what are areas where there is still significant work to be done?
These issues are complex, they鈥檙e historical and they鈥檙e emotional. And I think it鈥檚 understandable for some university administrators to have a human, emotional response to them, and sometimes that response can be something like, 鈥淥h, I don鈥檛 want to get into that.鈥� But that鈥檚 why it鈥檚 so important to go back to the mission and values and to ask: if not us, as a university, then who? If we aren鈥檛 having the tough conversations, who is? And what would that say about us, if we stepped aside and absolved ourselves of that?
For me, I get real satisfaction out of the hard, tangible progress 飞别鈥檝别 made on our hiring gaps. I鈥檝e also certainly learned, as president, the importance of symbolic gestures; it鈥檚 been a learning, for me as a leader, to see what raising the Mi鈥檏maq flag, for example, has meant to so many people. But there鈥檚 also the CFO inside of me who wants to know, 鈥淲hat measure changed?鈥� And to see our hiring shift where we鈥檙e closing the labour market gap in key areas, that鈥檚 a source of pride 鈥� because that鈥檚 not me mandating anything. That鈥檚 the institution, the hiring committees, making different decisions.
President Florizone helps permanently install the Mi'kmaq Grand Council Flag on Studley Campus together with Grand Keptin Antle (Andrew) Denny (right), and Dal student Melanie Hardie.
The work ahead, it鈥檚 so vast: to create an institution and society in which all feel like they belong. There鈥檚 so much to do. It鈥檚 about creating an environment in the true spirit of inclusion, one where everyone can reach their full potential and feels included. It鈥檚 going to be up to all of us, but I hope some of the initiatives 飞别鈥檝别 taken and the conversations 飞别鈥檝别 started keep moving us further down that road.聽 It鈥檚 an area where 麻豆传媒 should be a leading light.
What do you think are some of the biggest challenges facing 麻豆传媒 鈥� or higher education institutions in Canada more broadly鈥� at this particular moment? What鈥檚 kept you up at night as president? And what makes you optimistic for the future?
What worries me right now, as vague as this sounds, is political polarization in our broader culture and how it might impact universities. Strongly held views are good when they鈥檙e backed up by evidence. But overly polarized views can halt progress. When you have people with different views who are willing to sit down and reconcile their differences in the spirit of finding progress, that鈥檚 great. But there are debates I sense, at times, that have become so polarized that increasingly I鈥檓 hearing voices say, 鈥渕y way or the highway.鈥� And that鈥檚 a problem, because progress requires discernment, pause, thoughtful discussion. As we try to grow and make progress, at a very tangible level it involves decisions, and those decisions involve debate. And to work through those debates to get to a decision requires reaching some consensus in our governing bodies. If someone鈥檚 saying 鈥渕y way or the highway鈥� and the other side is saying, 鈥淭hat鈥檚 completely unacceptable鈥� then you鈥檙e nowhere.
But ultimately, I鈥檓 very optimistic about universities. And that鈥檚 because so many of the opportunities and challenges we face as a society run right through the mission and values of the university. They鈥檙e issues that entwine social justice, economic, environmental, political issues. The university, in many ways, is ideally positioned to consider that mix. I鈥檓 very optimistic about our future: there鈥檚 no question the future is brighter for universities.
Past, present, future鈥�
You鈥檝e gotten to help lead 麻豆传媒 through its 200th anniversary celebrations and dip its toes into what its third century might have in store. What has this anniversary year meant to you, and to the university?
It鈥檚 been so great. One, it鈥檚 about celebrating the history of this great university 鈥� the successes, the growth, the people. Think how tiny this place was at the start, how uncertain its future was, and now we鈥檙e one of the most important institutions in all of Atlantic Canada. Two, it鈥檚 the chance to thank people 鈥� to thank alumni, our staff and faculty, our donors, our communities and so many more. It鈥檚 personally rewarding to be in a position to recognize people鈥檚 contributions to making our institution better, which in turn has made the world better.
President Florizone and other performers/speakers at February's Bicentennial Launch take a curtain call.
And then three, it鈥檚 the chance to look to the future. Things like our Belong Forum series and the Great Debate have been even better than I鈥檇 hoped for because they鈥檝e caused people to stop and think about what the future might hold. We鈥檙e wrestling with big questions, openly, about humanity and what lies ahead 鈥� ones that are fundamental to not just our institution, but our society.
In the new year, you鈥檒l be moving to Waterloo, Ontario to lead the emerging Quantum Valley Ideas Lab. When your departure was announced back in June, it was described as 鈥渢he opportunity of a lifetime.鈥� I expect many would say such a thing about a university presidency, too. What was it that made this new role an opportunity you felt you had to pursue?
Well, I鈥檓 proud and happy to say they鈥檙e both opportunities of a lifetime, and it means a lot to me that they鈥檝e come about at times in my life when I鈥檝e been able to pursue them. To be the president of Dal is an absolutely singular experience, and I鈥檓 so proud of what 飞别鈥檝别 done here and how 飞别鈥檝别 met both the challenges and opportunities 飞别鈥檝别 faced. And I鈥檓 so proud of this community, and the things 飞别鈥檝别 been able to unlock together. I feel like I鈥檝e been part of a historical moment at 麻豆传媒, and it鈥檚 truly been a privilege.
In my heart, I鈥檓 a physicist. I started out as a kid with the mind of a scientist, and what attracted me to physics 鈥� away from engineering, where I鈥檇 started 鈥斅� was quantum science. And so, the chance to help lead the nation in that field, just as it鈥檚 truly coming into its own, it was hard to imagine saying no to it.
Although my tenure at Dal is a little shorter than some might have expected, it also feels like a natural point, in some ways, to move on. We鈥檙e at the end of our 200th anniversary. We鈥檙e at the end of our current Strategic Direction. We鈥檝e made some great progress, and while there鈥檚 certainly much more to do, my hope is 飞别鈥檝别 demonstrated what鈥檚 possible as a community, together.
Looking back on the presidency鈥�
鈥淣obody does anything alone.鈥� Those words have shown up time and time again during your presidency: they were in your installation address, in your bicentennial address, in countless speeches and event remarks over the years. It鈥檚 clearly a mantra you carried with you long before you became a university president. Has its meaning changed for you, in any way, through this experience?
Absolutely. My belief in it has strengthened as I鈥檝e seen the power of this community and what it can do. As you get older, as you go through life, you develop a deeper respect and appreciation for those who鈥檝e come before you or supported you: your family, your friends. Here, there鈥檚 a lot of great wisdom we can take from our Indigenous friends and colleagues, in how their ancestors and Elders are appreciated and understood. Then in a job like this, you have an appreciation for all those who鈥檝e came before you in time, as well as those who are with you as part of the institution. Ultimately, you鈥檙e just one individual with one set of hands 鈥� if you want to build a better world, you have to have a deep appreciation for the fact that no one does it alone.
Is there an accomplishment of your presidency that you鈥檙e most proud of? Or a moment that sums up, for you, what this experience has been like? 聽
What jumped out at me, thinking about this, is every time I shake a student鈥檚 hand at Convocation. When I shake a student鈥檚 hand on that stage, I get about 30 seconds that represents two, four, six or more years of their life. It reflects years of hopes, dreams, aspirations and investments.
Sometimes people are there surround by family and friends, and you see the emotion and tears in their eyes. Sometimes they鈥檙e entirely alone, and they still have a big smile on their face. Either way, it鈥檚 a visceral, real and emotional reminder of the transformative power of education 鈥� what this institution does every day. It鈥檚 this moment in the human experience that has come together at Dal, and 飞别鈥檝别 been part of it. It鈥檚 what it鈥檚 all about.
What will you miss most about being Dal president? And what will you miss the least about the role?
The best part of the job is the breadth of the issues 鈥� and the worst part of the job is also the breadth of the issues.
It鈥檚 the best in terms of the diversity of the job. You just don鈥檛 know, every day, what it鈥檚 going to be. You get to revel in excellence and diversity. There鈥檚 just so much in the course of a day: meeting heads of state, interacting with students, working alongside world-leading researchers, chatting with custodial staff to see what they鈥檙e up to, going for lunch at the dining hall 鈥� it鈥檚 just so incredibly rich. You have to be envious of that.
The downside, though, is you鈥檙e running this institution of more than 25,000 people with the full spectrum of both human success and human weakness and the challenges that comes along with that. There鈥檚 a lot that happens at 麻豆传媒 every day, and the reality of the job is that while some really great stuff makes its way to the office, much of the toughest stuff does too.
What鈥檚 something you鈥檝e learned about yourself, from your Dal experience, that you鈥檒l take with you going forward?
I think you鈥檒l have to ask me in a year! Right now, I鈥檓 looking forward to focusing a bit on a single sector in my new role 鈥� but people have warned me I might miss the diversity of the president鈥檚 job, so we鈥檒l have to see.
In terms of what I鈥檝e learned, overall, it鈥檚 certainly deepened my own knowledge and understanding of leadership, of bringing people together, and the importance of defining and communicating a vision. I have to be honest, before this job I kind of didn鈥檛 get the whole 鈥渧ision鈥� concept, in how it鈥檚 often expressed in management-speak, but now I see the point of being able to crystalize an idea into something tangible for people.
And, to come back to something else I mentioned earlier, I鈥檝e learned how important is to address opportunities and challenges with the same approach, the same values. Whatever you鈥檙e faced with, if you go back to your fundamental values, you鈥檒l find your guideposts.
President Richard Florizone
Each Dal president has left a mark on the institution in their own way. Do you feel like you鈥檝e been able to leave a legacy at 麻豆传媒 in your time here 鈥� and, if so, what do you think or hope it is?
I feel a little bit queasy talking about my legacy, to be honest. What I hope is that what 飞别鈥檝别 shown, together, is this idea that when we come together in new ways, fueled by the university鈥檚 mission and values 鈥� including our belief in the transformation power in education and knowledge, that commitment to free expression, to respect an inclusion 鈥� when we do that, look what we can do. We can bring together the very best of our region with the very best in the world for the benefit of all 鈥� not just our institution, or our region, but our country and the world. That sounds grand, I know, but it鈥檚 the truth.
I hope people feel invigorated about where we鈥檙e at now as an institution. And I hope they feel we can do good and do well at the same time. It鈥檚 not just about being successful 鈥� it鈥檚 that, right here in Atlantic Canada, we can come together, guided by our mission, to build a better future for all.