Follow-up to "Lamentations of a Turnaround Leader" (Howe Military Academy)
It was my intention to post a few paragraphs about my last 6 months at Howe Military Academy (HMA) in Howe, Indiana when I noticed that I had previously blogged on turnarounds in my "Lamentations of a Turnaround Leader" blog. So this is more or less a follow up to the "Lamentations...." piece but is specific to HMA.
As of June 30, 2018, I am home from northern Indiana and once again enjoying the Myrtle Beach climate, beach, and more. That is not to say that Howe, Indiana and specifically, Howe Military Academy does not have a special place in my heart. In fact, the HMA campus is beautiful, and the heartland/Indiana is the greenest state I have ever observed. The abundant farmland and many lakes are so beautiful that they are difficult to describe.
Most important was the wonderful people that I was blessed to work with and even live with (Mary did not accompany me on this venture). The Board of Trustees were not only supportive, but they listened and were willing to allow me to create needed change while accepting some financial risk, which is always part and parcel to saving a private school or other small business that could be boneyard bound.
The HMA experience was different than my previous turnaround experiences with failing academies. In other instances, I assumed the leadership during the summer when the inevitable dismantling before the rebuilding was done during summer months and not while classes were in session and significant activities were ongoing. It is much more difficult to change the policies and procedures and tighten up the discipline in midstream even when the need for dramatic change is obvious to many. It is also difficult to make the often hurtful personnel changes even when those affected are mired in the status quo.
The situation at HMA may have been my most difficult turnaround challenge because of the above and my early January arrival just before the end of the first semester. Nonetheless, immediate change was necessary, and the Board had just terminated the previous Superintendent (now titled President), therefore some upheaval was expected.
So in six months, counterproductive policies and procedures were changed or eliminated, new staff and some faculty were hired, numerous campus improvements and renovations were were undertaken, higher expectations were installed and documented, and the Academy's military identity was restored. There is a renewed interest in the school, and thus, new and influential members are joining the Board of Trustees. Some previous members of the Board are rejoining the team.
Additionally, the Indiana Lieutenant Governor just visited the campus and a Governor's Day is scheduled for the first week in October. Moreover, an Indiana Landmarks (state agency for historical preservation) representative has visited the campus and is interested in assisting the HMA leadership in the restoration of several of the incredible ageing facilities on campus (Howe family home, Howe Mansion, and the St. James Chapel).
These are exciting times at HMA, and if the truth were known at home, I would like to have stayed and been part of the remainder of the restoration of this once great Academy (that I believe will be great once more). However, this time it was necessary to put family first, recognize that I have some health limitations, enjoy the greater Myrtle Beach community, and market my new book (the publisher just notified me that publication of "Executive Courage - Sometimes You Have to Walk Point" is now scheduled for September 25, 2018 - another delay). Hmm, I think I just finished "walking point" again for six months.
Over the years, I have become even more convinced that there is a Godly "providence" in where we are placed, who we meet, and where our life's work leads us. I cannot otherwise account for the circumstances that landed me in Howe, Indiana. Nor can account for other happenings such as the timing and availability of Colonel Tom Tate (my previous Commandant at Marion Military Institute) to come to Howe and be my Commandant when the Academy was desperate for strong and experienced leadership in that critical position. And finally, for Tom to feel the calling to replace me as the new President and carry forth what we had started so that I could return home, continue my consulting and writing business, resume semi-retirement, and be with my family.
God Bless this old Academy, its cadets and their families, the alumni, the staff and faculty, and the Board of Trustees as they continue the mission of developing young men and women into citizens of substance who are critical to the governance of a free Republic.