Tucker seeks to engage students, build on success
By: Ali Qari
Issue date: 6/1/07 Section: News
Originally published: 6/1/07 at 1:34 AM EST
Last update: 6/1/07 at 1:34 AM EST
Originally published: 6/1/07 at 1:34 AM EST
Last update: 6/1/07 at 1:34 AM EST
Caneris is often credited with being one of the main actors in Drexel's fiscal turnaround since he and Papadakis came to the University in 1995. Many people question whether there will be great changes in leadership style under Tucker's management.
"Tony and I, we have different styles. I don't expect a lot of change, but Tony brought some people in that are retiring with him that are in their late 60s and 70s," Tucker said. "So it gives me an opportunity to bring in new people. Style wise, I think we both like to be efficient, effective, and we like to work with people," Tucker said.
"I'm probably more business-like. Tony is more friendly. I don't want to say I'm not friendly, but Tony has got a style that is more like a father. I'm going to be like a businessperson working with people," Tucker said.
Tucker has been described by his former colleagues at the University of Cincinnati as a hands-on leader. During a flood caused by a burst pipe at the Korman Center April 25, Tucker was the first person on the scene, pushing water away from the University's core computing infrastructure.
"I believe in management by walking around. You'll see me out walking campus. You get to talk to people one on one and you find out what's going on," Tucker said. The best resource for the University is our employees and for them to do a good job. I believe if you treat your employees right, they'll treat the customers, meaning: students, faculty and staff; right."
Drexel's image and outside party perceptions of Drexel also concern Tucker. A number college ranking books sit on the expansive shelf in his office.
"I follow that kind of stuff to see what they say about us," he says.
Many administrators and even students have said that publications such as the Princeton review are inaccurate.
"I don't know if I'd put stock into [the Princeton Review], but it's very important. For a student to decide where they want to go to school, they're going to believe this stuff."
Tucker believes after seeing a rough draft of this year's report, the University community will be surprised.
"You're going to see remarkable change when you look at the new Princeton Review, talking about what this place really is."
In the three months Tucker has been here, he has become fond of the people around him.
"I met a lot of people. People in Philly as well as in Drexel are friendlier than I expected. It's a big town, Cincinnati's a fourth, maybe a fifth the size of Philadelphia. I thought a big town wouldn't be this way, but everyone is very friendly.
Tucker is here for the long run. Whether or not he achieves the notability and leaves the same legacy as retiring Senior Vice President Anthony Caneris is yet to be seen, but he does have the right philosophy in mind.
"We're going to do more of the stuff that students want," Tucker said.
"Tony and I, we have different styles. I don't expect a lot of change, but Tony brought some people in that are retiring with him that are in their late 60s and 70s," Tucker said. "So it gives me an opportunity to bring in new people. Style wise, I think we both like to be efficient, effective, and we like to work with people," Tucker said.
"I'm probably more business-like. Tony is more friendly. I don't want to say I'm not friendly, but Tony has got a style that is more like a father. I'm going to be like a businessperson working with people," Tucker said.
Tucker has been described by his former colleagues at the University of Cincinnati as a hands-on leader. During a flood caused by a burst pipe at the Korman Center April 25, Tucker was the first person on the scene, pushing water away from the University's core computing infrastructure.
"I believe in management by walking around. You'll see me out walking campus. You get to talk to people one on one and you find out what's going on," Tucker said. The best resource for the University is our employees and for them to do a good job. I believe if you treat your employees right, they'll treat the customers, meaning: students, faculty and staff; right."
Drexel's image and outside party perceptions of Drexel also concern Tucker. A number college ranking books sit on the expansive shelf in his office.
"I follow that kind of stuff to see what they say about us," he says.
Many administrators and even students have said that publications such as the Princeton review are inaccurate.
"I don't know if I'd put stock into [the Princeton Review], but it's very important. For a student to decide where they want to go to school, they're going to believe this stuff."
Tucker believes after seeing a rough draft of this year's report, the University community will be surprised.
"You're going to see remarkable change when you look at the new Princeton Review, talking about what this place really is."
In the three months Tucker has been here, he has become fond of the people around him.
"I met a lot of people. People in Philly as well as in Drexel are friendlier than I expected. It's a big town, Cincinnati's a fourth, maybe a fifth the size of Philadelphia. I thought a big town wouldn't be this way, but everyone is very friendly.
Tucker is here for the long run. Whether or not he achieves the notability and leaves the same legacy as retiring Senior Vice President Anthony Caneris is yet to be seen, but he does have the right philosophy in mind.
"We're going to do more of the stuff that students want," Tucker said.
