Northcentral University and Title IV

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Tom,

To me, this is wise thinking and we need more of it in the corporate world. Prime examples of what ought to be illegal are Golden Books and lately Delphi. They sink a company and open shop the next day with the same bunch of lousy managers that sunk the company in the first place.

To go back on topic... Hecht may have indeed engaged in "shenanigans" in the past. He didn't go to jail and I don't think I see charges brought against him. I don't see anything at NCU to give me negative vibes on it yet either. All I can say is that so far I have been pleased with them.

Further, if I look at the junk pulled by Tier 1 schools, in their sports programs and grants areas, I think far more illegal activities have been engaged in by those leaders than anything NCU management can even think of doing. Take a look at Villanova here...
http://www.ncaa.org/releases/infractions/2004/2004070801in.htm
No one seems to rack on them much.

 

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TOM: I appreciate your position; however, we obviously use different yardsticks in terms of predictors for future performance, conduct and overall success.

SIMON: Actually we don't. I do not disagree with many of the points you make. We differ in our conclusions. I do not believe that a questionable and isolated situation as in this case necessarily serves as a reliable indicator of the future success of a business or its owner.

TOM: Based on my 25 years of business and executive management experience and development of several successful businesses, I’ve found that past performance history, results, judgment, and professional conduct to be perhaps conservative but good predictors of overall future performance, management abilities, ethical behavior, and professional responsibility.

SIMON: Once again, no argument regarding the values and beliefs you note. However, due to the highly unpredictable and competitive nature of business there are other characteristics of a business person that cannot be neatly packaged into a catalogue of appropriate business practices and personal traits. Some of these qualities include possessing highly developed strategic foresight, being an opportunist, demonstrating high levels of aggressivity and drive as well as a high degree of resilence when confronted with failure.

TOM: Candidly, I have never looked for, or allowed, someone who has exercised poor business judgment, made calculated mistakes, sunk a business, mismanaged an organization, or facilitated questionable business practices to fill a senior management, executive or other leadership position in any of my companies.

SIMON: Once again, no debate. However there are no formulas for achieving success in business and not any one TYPE or list of characteristics that makes one more likely to be successful than another. Much of business, as is life, is based on happenstance; unpredictable twists and turns that may present opportunities. Many very successful business people are expert at seizing opportunites and running with them. They do this as a beachmaster in a war who will use all their resources swiftly and effectively in obtaining their objective. These individuals are stylistically antithetical to models of success business practices that are presented in business texts.

TOM: Instead, I tend toward seasoned individuals with solid backgrounds, superior abilities, exceptional integrity, strong leadership skill, and a demonstrated history of good judgment and proven success.

SIMON: However, your criteria, which I respect, does not necessarily predict future success in business or life.