“If the decisions were easy, they wouldn’t even be on your desk”

“You should be the next president of UI” was the text that sent Scott Green into a state of bewilderment while he sat in his New York office during the fall of 2018, totally unaware of the text’s implications and the incredible journey he would inevitably embark on. As mentioned in the first chapter of his new book, those eight words were what it took for Green to eventually give up a well-established life and career on the East Coast and start driving westward with a stuffed Joe Vandal in tow, ready to become the 19^th President of his alma mater: The University of Idaho. 

On Dec. 7, Green’s new book titled “University President’s Crisis Handbook” will be released nationwide. Co-authored by Temple Kinyon, a Vandal alumnus, it talks about Green’s path to leadership and what strategies he’s employed to successfully navigate our campus through its significant times of turmoil. 

Born in Moscow and having spent numerous hours as a child alongside his grandpa working at UI, Green had already formed a deeply rooted connection to our campus and community long before he considered becoming its president. 

“I often say that the Memorial Gym and the arboretum were kind of my playgrounds,” said Green. “I’ve often felt like I owed this place a lot. It’s been really a part of who I am growing up and helped form me.” 

After graduating from Boise High School, Green enrolled at UI and enjoyed his time here until pursuing a higher education at Harvard College.  Green found that the education he received at UI was “as good or better” than most of those who came from bigger schools. 

Around and following the same time, Green continued to stay involved and support UI in various capacities, including serving as the president of the university’s alumni board. Though Green still never pictured himself as an academic, his motivations grew stronger and clearer as the opportunity to lead UI revealed itself to be more and more of a real possibility. 

“I just felt it was time for someone to come in who cared about this place,” said Green. “And I’m just grateful that this is where I’ve landed.” 

Before Green’s arrival, the UI had been running at a deficit for a number of years. Soon after he began, however, he quickly started realizing that some hard decisions were going to have to be made. After communicating the severity of the financial circumstances to his faculty and relying on them further to meet specific financial targets that he’d set, the university ended up running on a small surplus during Green’s first year. 

“That wasn’t me, that was them,” said Green. “That was all of our faculty and staff out there finding ways to bring the deficit into balance.” 

Collaboration seems to be a common theme both within the book and within Green’s day-to-day life when it comes to solving the problems he encounters. Mentioning the research of Dr. Heidi Gardner, who wrote the book’s foreword, Green is a firm believer that the larger his network, the greater the chance he has at successfully leading UI through the challenges it will face. 

“You bring as many people around the table who can help you as possible,” said Green. “And they have to be the right people.” 

When COVID-19 first hit Moscow, Green turned to medical experts, including the Gritman Medical Center, for guidance on ways he could help keep the virus at bay while, hopefully, ensuring that Vandal students could continue enjoying their college experience. However, his mitigative efforts weren’t enough to combat the severity of the situation at the time.  

“It broke my heart, having to close the university,” said Green. “That was a really hard decision, but it was the right decision.” 

According to Green, the Department of Public Health informed him that not a single case of COVID was traced back to a university classroom or lab. What’s more, is that our local hospital also never went into a crisis standard of care during the height of the pandemic. 

When capital crimes were committed last November, it was something nobody could have expected. Yet, Green couldn’t remain idle and knew it was his responsibility to act, despite the emotional distress he felt internally. He credits those around him with helping him through the tragedy as well. 

“What I learned from that was what a great community we have,” said Green. “Despite all of our differences here on our campus and in the town of Moscow, we all came together and stood together at a time of crisis.” 

Green felt it necessary to accommodate both groups of students following the homicide: those wanting to return home to be amongst family and those wanting to stay in Moscow to be amongst friends. This meant that online and in-person classes were offered. 

Throughout each crisis he’s experienced, it’s apparent that Green assumes a humble and cautious approach, placing any of ego of his aside and making sure to collect all available information from all available sources before making the important decisions himself. 

“If the decisions were easy, they wouldn’t even be on your desk,” said Green. “You only get the hard ones.” 

If you’d like to learn more about these critical decision-making moments, hear more of Green’s thoughts and insights, or gain a better understanding of how to effectively manage an institution when faced with adversity, Scott Green’s new book will surely warrant a read.  

Herman Roberts can be reached at [email protected]