Playing the Game: The Political Framework, Externally and Internally

 Prior to coming to Idaho State University, President Satterlee had a long history with the State Board of Education. He had most recently worked at Boise State University as the Chief Operations Officer, but also was an attorney in the Idaho Attorney General’s Office, and served as the lead attorney for the Idaho State Board of Education. His relationship with the state board of education and the state political landscape was valuable, and also offered him political capital that he could use to benefit the University. 

This didn’t always mean that he received the funding he asked for — when he asked for extra funding for student retention, for example, the legislature declined. President Satterlee funded the initiative internally, however, and then used the resulting success to ask for more funding to increase retention further. His knowledge of the workings of Idaho government and political capital allowed him to take more risks when needed as well. 

The political games at institutions are not only played externally- but internally as well. President Satterlee’s ability to create a narrative, and then act on it also gave him political capital. One-on-one, he was sometimes shy, and because of that spent less time in that arena. But his ability to paint a picture on a stage or on a video helped the community to see him as a person they could trust. On campus, people knew that Kevin was a lifelong Idahoan, a first-generation student and a good baker. He was a friend with an open door. And, possibly most importantly, he was humble. President Satterlee used his likeability to create areas of trust in the community, and among employees. Then, when difficult conversations took place, they felt like conversations with a friend. 

Decisions that might have been controversial with previous presidents were met with little resistance. In 2019 for example, amid tight budgets, Satterlee announced he would dedicate nearly $1 million to a marketing campaign, something the University had not done in memory. Money not dedicated directly to academics might have caused heads to turn among faculty, who are vigilant about protecting funding for academics and student learning, but the majority of campus and the community were supportive. 

DID IT WORK? 

With a few exceptions among employees, President Satterlee’s management style worked. After many tumultuous years, employee morale improved, student enrollment and retention saw big improvements, and the community renewed its connection with the university. Fundraising had increased, and research funding was up. When he announced his retirement after five years on the job, many were sad to see him go. 

Throughout his presidency, President Satterlee used three of the four frameworks of organizational leadership, shying away from the Structural framework favored by his predecessor. Most importantly, in every dealing, he kept a consistent message, from his first fall address to his retirement announcement. He used a tone that was humble but confident, addressing an unfailing dedication to his goals of improving morale, increasing student enrollment and retention, and telling the authentic story of Idaho State University. 

President Satterlee also effectively created a narrative about Idaho State University that was believable, true, and reflected what he had learned from listening to his organization and team. And, drawing from the symbolic framework, created a narrative about himself — one of a trusted, humble Idahoan who had a genuine passion for his work, and a respect for the work of his team. Most importantly, he backed up his narrative with action when needed, often telling people it was “the right thing to do” when decisions were difficult or required humility. 

And, in a move that was surprising to many, President Satterlee retired after five years, just as it seemed the goals he was hoping to complete saw progress. And, in the spirit of consistent messaging, his parting words and beginning words were like bookends to a story. In interviews with the media a month after he started in 2018, he told reporters about his love of education, his dream of giving opportunities to students and his dedication to higher education. He said he was working to increase enrollment, but it would take time. 

Noticeable enrollment increases will take time — at least four years, Satterlee estimates. He’s not expecting the numbers to jump by this fall.

“I got here in June,” Satterlee said. “There’s only so much we can get done before fall. In higher ed, we harvest seeds years later.”- Idaho Education News, 2018

His parting words acted as a poetic ending. He talked about his educational journey, and he touted his successes using “we” instead of “I.” He thanked the community and his team, and he left, on a high note. 

“I’m so very proud of you and your tremendous efforts in working to get us where we are today.” he said in his retirement announcement. “It has been my goal to serve the Bengal community and to support our team to truly move forward and become the best version of ourselves.”