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CASE STUDY | Healthcare, Civic Leadership and the Environment LNJ 1988 Gwendolyn Harris, Executive Director of the Senator Walter Rand Institute for Public Affairs at Rutgers University—Camden LEAD NJ: Being part of LNJ’s second class in 1988, how has participation in the program then and on an ongoing basis, affected your work?GWENDOLYN HARRIS: I was in Lead New Jersey at a great time in my career. I was still in that "I don't know what I want to be when I grow up" stage, but I had enough work behind me to have a view of the world without being jaded, and what LNJ really did is expose me to both a spectrum of people that I probably would not have interacted with otherwise, and confronted me with a number of issues that probably would not have even thought about, otherwise. I mean, I think in terms of people, I was probably running with the professional set that was very like minded, and LNJ had a cross section of folks. I was arrogant enough to believe that I'm very smart, and anybody who doesn't think like I think must just not have the right information. It was a situation where I really met some other smart people who thought differently than I did. The exchanges and grappling with issues that had to do with the future of New Jersey was very important. It helped me in my growth, and my ability to look from different vantage points, and understand different people's perspectives around issues that are critical. That was very important, especially in terms of issues. For instance, I had no real appreciation for environmental concerns, and I remember Tom O'Neil took us to the Pinelands and I saw that pristine water and it was a very peaceful, sacred space, and I remember saying to myself, "Well, you know? This really should be preserved." I had a whole new perspective, a whole new appreciation, so Lead New Jersey really helped. I think in terms of addressing issues today, I am very quick to say, "Well, what are other ways to look at this particular issue?" I think as a result of the experience, I incorporated more openness. LEAD NJ: What other strong memories do you have from your time in the program?
GWENDOLYN HARRIS: I remember arguing about public education financing. One of my favorite things was a game. It was like Monopoly, but it was all questions about New Jersey, and really discovering how little people in our class knew about New Jersey. I think I probably most fondly remember hanging out. Whatever the issue was, it was the discourse, the real processing of the information. GWENDOLYN HARRIS: When class first started out President Bloustein, he was then president of Rutgers, came and spoke to us. He gave us a definition and I don't know that he came up with it, but he gave it to us. He said there are two kinds of leaders. One kind of a leader finds out what the people want, and where they're going in the parade, if you will, and steps out in front of them. The other one figures out where the people need to go, and they step out, and hope a parade follows behind them. For me, leadership is having the courage to step out there when you know that's the direction, the right place to go, and then somehow or another, to figure out how to get the people to follow you. GWENDOLYN HARRIS: Taking an activist role in what's going on in your community, in your town, in your state. Not just reading the paper and being aware what's going on, but in some way, actually participating. It runs the gamut from attending city council meetings to working with youth in the community, to working with other advocates on public policy issues. It could really be played out in a number of ways, but it's being active in trying to make changes in the world we live in. Civic engagement to me, means being involved in the community that you live, work, or play in. GWENDOLYN HARRIS: It's very basic. Do your homework, find out who else is concerned about this issue. Whether their position is the same or different, but who else is involved and what is their involvement? Then, develop relationships with folks who can help move it forward. Just keeping in mind that the people who may be working in a juxtaposed position are important for you to engage and develop a relationship with, as the people who carry the same point of view. GWENDOLYN HARRIS: I see public policy and public affairs being an iterative process, so you never completely ever win, but if you stay the course, you never completely lose, so that's why, it's kind of like we haven't fixed public education funding yet. We don't have urban redevelopment in our inner cities where we want it to be, by any stretch of the imagination, but that doesn't mean that we haven't worked hard, and made some incremental change. That's why I hesitate to stand on top of the mountain, and wave a flag and say, "We won. This is the moment," but I am old enough now to understand that it's a long distance journey, and if I were to point out what I'm most proud of, I just thought of something. It's understanding that not only is it a long distance journey, but it is a relay. What I am most proud of are the folks who along the way, I have had the honor and the opportunity to mentor, and to pass the baton to. That's one of the reasons why I truly enjoy being at the university where I am. I work with students. I would say if I were to pick out one thing, it's passing the baton and lighting a fire on those people who will continue the fight long after I'm gone. For more information about Gwendolyn Harris |