The Enduring Impact of a Truly Great Boss

Pat McBride, former Director of New Student Orientation at the University of Nebraska assisting new students during orientation.

In my journey through higher education, particularly my deep commitment to cultivating leaders within rural community colleges, I often reflect on the individuals who shaped my own leadership philosophy. While I've had the privilege of working with many capable administrators, one figure stands head and shoulders above the rest: Pat McBride.

Pat served as the Director of New Student Orientation at the University of Nebraska-Lincoln for over three decades, and his impact on the countless students who passed through his program is immeasurable. He possessed a rare gift for taking a group of bright-eyed college students and molding them into truly exceptional leaders. Looking back nearly 30 years later, the lessons I learned under his guidance continue to resonate deeply.

What made Pat such an extraordinary boss? It wasn't any single quality, but rather a powerful combination of factors. It started with his meticulous selection process. He didn't just hire warm bodies; he conducted thorough group and individual interviews, discerning potential and character with remarkable accuracy. He then invested in us, providing comprehensive education about the university and the crucial role orientation played in a student's transition.

But the foundation of Pat's leadership rested on two seemingly contrasting pillars: incredibly high expectations coupled with genuine, palpable care. Being on time for a meeting wasn't just showing up at the scheduled hour – it meant arriving five minutes early. This wasn't about arbitrary rules; it was about instilling a sense of professionalism and respect for everyone's time. Yet, these high standards were never delivered without a deep sense of care. Pat would open his home to us, sharing meals and moments with his family. Our annual social pool night wasn't just a fun event; it was a demonstration of his investment in us as individuals.

The environment Pat fostered was one of continuous improvement and collaboration. As we prepared the essential information for incoming students and their families, he actively sought our feedback. The development of our orientation skits was a masterclass in constructive criticism. We would perform in front of our peers, who were encouraged to provide honest, sometimes brutally honest, feedback. While it could sting in the moment, this feedback was always delivered with the intention of making our presentations better. Entire skits were scrapped, and others were meticulously refined based on this process. This culture of open feedback created a powerful sense of shared ownership and fostered a tight-knit group, despite our diverse backgrounds.

My second year working for Pat, I was entrusted with the responsibilities of a student staff member. Considering I was still an undergraduate, the level of authority I was given was astounding. I was even tasked with rewriting the entire campus tour curriculum. Looking back, the trust Pat placed in us was remarkable. He operated a large-scale orientation program for around 5,000 students annually with just an administrative assistant and four student staff members. The high expectations he maintained, coupled with the significant authority he delegated, yielded exceptional results.

The impact of Pat's leadership is evident in the remarkable trajectories of those I worked alongside. My peers have gone on to become Chief Legal Officers at burgeoning startups, Vice Presidents of Student Affairs at major Division I research universities, CEOs of influential chambers of commerce, accomplished doctors, and leaders in countless other fields.

From Pat, I learned invaluable lessons about the power of high expectations, the importance of genuinely caring for your team, the necessity of thorough preparation, and the impact of entrusting others with significant responsibility. But perhaps the most profound lesson was the importance of leading authentically. Pat and I were polar opposites on the Myers-Briggs spectrum – an ISTJ and an ENFP. Yet, I could still glean wisdom from his example while forging my own leadership style, rooted in my own strengths and perspectives.

The modeling and inspiration I received during my time with Pat McBride directly influenced my decision to dedicate my career to community college student services. Even now, having reported to four college presidents and one vice president, Pat remains the gold standard – the best boss I've ever had. His legacy continues to inspire me as I work to cultivate the next generation of leaders within our vital rural community colleges.