A ‘Both/And’ Way of Life — Lynne Joyce

Lynne Joyce lives life. After all, it only comes around once. An entrepreneur, president’s wife, arts lover and outdoor enthusiast, Joyce embraces a “both/and” philosophy. In doing so, she says her life is more adventurous, rewarding and well rounded.

As a child, Lynne “loved a lot of things” and was into “everything,” including dance, arts and crafts and sports. Today, the same holds true. She not only runs a successful leadership-development company, Lynne jumps at the chance to play soccer, attend symphony concerts, weave, knit and will seize the opportunity for nearly any outdoor adventure. … While she has her own list of activities and interests, the more she can accomplish alongside her husband, the better. “I really enjoy the time we spend together.”

That’s why she established Leadership First Co. 12 years ago. “I wanted a career and a fulfilling life with my husband,” says Lynne. “I also wanted to enjoy being on a college campus. For me, having it all meant choosing a career with flexibility.”

Lynne, who holds a bachelor’s degree in education and a master’s degree in human resource development, works with organizations to develop strategic visions, mission statements, core values

But, coming to Ripon meant making a home here. As outdoor adventurists, the Joyces enjoy mountain biking, canoeing, kayaking and camping. “Wisconsin is perfect for those who enjoy the outdoors,” says Lynne.

While David agreed with Lynne that central Wisconsin fit their lifestyle, he also wanted a challenge. He says he found that in Ripon’s financial climate which the College shares with many small, private colleges in the country. Addressing those sorts of challenges, Joyce says, is invigorating. “People are more open to change when things aren’t perfect. I enjoy being at a place where you have the opportunity to be entrepreneurial and creative.”

Jumping Hurdles; Embracing Change

Like Ripon, most small colleges are faced with a weak economy and a growing consumer-based mentality, according and learning curriculum for professional development. Her clients include Microsoft Business Solutions, Banc One, Colgate Palmolive and Exel North America.

In her work, she designs professional development plans and training specific to an organizations’ leadership needs and goals. “I work with clients to create a structure that builds a worth-based environment,” she says. “It’s fun and energizing!”

Lynne knows well the joys and challenges of being the wife of a college president, having served alongside her husband at Union College. And, she enjoys being part of a college community where her love for the liberal arts is so easily nurtured. “I want to be as active on campus as I can,” she says of Ripon. “I love entertaining, serving on committees, getting to know students and attending college events. I am also open to sharing my expertise in leadership when asked.”

Not afraid to get her feet wet, Lynne has already accepted invitations to serve on a task force for the potential development of an Institute of Ethical Leadership on campus, to speak to a class studying entrepreneurship and help an organization clarify their mission and vision.

Eager to share her skills and talents, Lynne says she looks forward to establishing new relationships and learning from a new college community

Haley Jorgensen

to Joyce. “Today, many people feel that accumulating credits is the measure of an education,” he says. “There’s a sense that you get an education to get a job.”

The liberal arts goes against consumer education in Joyce’s mind, by teaching students how to work with others, challenge intellect, communicate and problem solve. “Education isn’t training, it’s about teaching people how to learn and how to contribute,” Joyce says. “Get an education; get a life!”

But in order for Ripon to do what it does best — provide a personal liberal arts education — the College will need to find ways to subsidize the cost of education through bolstered contributions and new revenue streams, according to Joyce. “Are there additional ways to generate revenue so we can do what we do best?” he asks.

Students’ tuition and fees don’t pay the entire cost of their education, Joyce says, so other revenue sources are needed to balance the budget. “Ripon relies too much on what students pay and on gifts to balance the budget. We need to get to a point where more of our gifts provide for the enhancements and not just the basics,” he adds.

Joyce notes that the campus community needs “to think creatively. The old model just doesn’t work because of the finances required. We must build a sizable endowment as we look to the future and we need to find ways in the short term to resolve Ripon’s financial issues because building an endowment is a long-term process.”

The College will rely more heavily on contributions from alumni, trustees and friends of Ripon, as well. “People give to people with good causes,” says Joyce, “and Ripon is a great cause.”

In an effort to start the creative process and to begin to find solutions, Joyce will establish a leadership team of community members. One of the team’s first tasks, he says, will be to determine Ripon’s ideal size. A data-driven process will consider Ripon’s physical capacity, the number of faculty and staff and other factors, according to Joyce.

Another challenge Joyce says the College faces is preserving Ripon’s character while at the same time determining what makes Ripon distinctive. A plan can then be implemented to market those elements effectively. “When colleges don’t spell out what makes them distinctive, students make their selection on price,” Joyce says. “Right now, we’re competing too much on price and not enough on our distinctive features,” he adds.

In his early months in office, the president is focused on listening and learning through conversations. “David