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As a Drake University Law School graduate who practiced law while serving as a state representative and lieutenant governor, and then spent 16 years as governor of Iowa, I never imagined that I would become the president of Des Moines University.

It has been an exciting and enjoyable experience to lead one of the most dynamic universities focused on educating health-care professionals.

As I approach six years as president and CEO of Des Moines University, I am proud to say that our enrollment has grown from about 1,200 to more than 1,700. On May 23, we graduated a record 450 students in what are now nine health-related graduate programs. We have totally renovated and remodeled our campus, and we have added a human simulation laboratory to improve clinical outcomes and reduce medical errors. We have added global opportunities for our students and faculty.

The quality of our students, based on undergraduate grade point averages and Medical College Admission Test scores, has increased every year since I have been the president. I am proud that we provide a very supportive and collaborative environment.

I believe the keys to success as a university president are similar to the keys to success as governor of a state. You need to choose talented, motivated people who are competent in their areas of responsibility. They need to be encouraged and motivated to meet the goals of the strategic plan and held accountable if they fail to meet expectations. You need financial experts who are careful and prudent with the expenditure of resources; you need a human resources department that is effective at selecting and training employees to comply with all the rules.

I had served three years on the Board of Trustees of Des Moines University when I was approached by the then-chairman of the board, who also was chair of the search committee, about applying to be the president. My first reaction was, “I am not a doctor,” and his response was, “The dean needs to be a doctor, not the president. We are looking for someone who can help raise the visibility, respect and recognition of the university, raise money for the university and manage and oversee the operation.”

With the encouragement of the chairman of the board, I applied, and eight months later, after a long process, I was selected.

I believe that to be a good leader, you need to be a good listener. A positive attitude and a strong work ethic are essential, and an enthusiastic leader motivates the entire team.

When I arrived as president, I was concerned about how a new leader without a medical or academic background would be accepted by the faculty and staff. I have been pleasantly surprised at how well I have been accepted and how my collaborative approach to leadership has succeeded in involving and motivating more people to help Des Moines University achieve a higher level of success.