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52 U. Tol. L. Rev. 261 (2021)
Pandemic Leadership

handle is hein.journals/utol52 and id is 277 raw text is: PANDEMIC LEADERSHIP Brian R. Gallini * The impediment to action advances action. What stands in the way becomes the way. I have a story for you. It's about a cross-country move to take on a first law school deanship amid a global pandemic. There is no shortage of literature about leadership outside the realm of academia. Indeed, there are a number of engaging books about leadership philosophies, styles, and guidance.2 But those materials are not tailored specifically to leadership roles within legal academia. Moreover, there is little scholarly literature advising deans on how to lead a law school.3 Unsurprisingly, perhaps, there exists even less literature advising deans on how to lead a law school during a global pandemic. My hope for this piece is to expand the body of scholarship advising deans on how to lead a law school. This Article offers my early thoughts-first year pandemic thoughts, to be exact-about the ways law school administrations can cultivate and maintain a strong culture focused on producing passionate and skilled * Dean and Professor of Law, Willamette University College of Law. We do not accomplish big things in life alone and I have many people to thank for all of their working pulling off the herculean task of running a law school during a pandemic. Chief among them are the members of my administrative team (otherwise known as the best team a dean could ask for): Jeffrey Dobbins, Melodye MacAlpine, Karen Sandrik, Laura Appleman, David Friedman, Ashley Stovin, Leah Straley, Phylis Myles, Tiffany Newton, Allison Bauer, and Cindy Cromwell. I also owe a huge thank you to Alex Carroll for his research and editorial support. I should also thank my two seven-year-old boys who, depending on the day, either keep me young or age me faster. The final thank you goes to my wife, Beth, whose patience, love, and support with me seems boundless. 1. MARCUS AURELIUS, MEDITATIONS bk. 5, § 20 at 60 (Gregory Hays Trans., Mod. Libr. Paperback ed. 2003) (c. 121-180). 2. See, e.g., DANIEL COYLE, THE CULTURE CODE; JOHN STONESTREET & BRETT KUNKLE, A PRACTICAL GUIDE TO CULTURE: HELPING THE NEXT GENERATION NAVIGATE TODAY'S WORLD (David C. Cook, 2017); GREG BESNER & TONY HSIEH, THE CULTURE QUOTIENT: TEN DIMENSIONS OF A HIGH- PERFORMANCE CULTURE (Idea Press Publishing, 2020). 3. See, e.g., Janice C. Griffith, Symposium: Leadership in Legal Education Symposium IV: The Dean's Role as a Member of the University's Central Administration, 35 U. TOL. L. REv. 79 (2003). To be sure, there are articles offering advice on how to become a dean. See, e.g., Kevin R. Johnson, COMMENTARY: Session 1: Deciding to Become a Dean, 31 SEATTLE U. L. REv. 813 (2008); How to Become a College Dean, AM. U. SCH. OF EDUC. (June 24, 2019), https:// soeonline.american.edu/blog/how-to-become-a-college-dean. There are likewise articles offering advice on what to as dean, as well as reflections from deans about their deanships. See, e.g., Robert Post, Leadership in Educational Institutions: Reflections of a Law School Dean, 69 STAN. L. REv. 1817 (2017); GEORGE JUSTICE, HOw TO BE A DEAN (Johns Hopkins Univ. Press 2019); JEFFREY L. BULLER, THE ESSENTIAL ACADEMIC DEAN: A PRACTICAL GUIDE TO COLLEGE LEADERSHIP (Jossey- Bass 1st ed. 2007). 261

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