Session: 1234567891011121314151617         Page 432433434435436437438439440441442443444445446447448449450451452453454455456457458459460461462463464465466467468469470471472473474475476477 of 824

Corporation all we had were one-year budgets. And we now have just about all the schools on five-year plans, five-year capital plans, five-year audits of needs, and all of those coordinated, so that we could track the progress of the school and see when they deviate from the plan. There's nothing wrong with deviating from the plan but they're expected to be able to explain why they're deviating from the plan, and they damn well better. One of the functions of the Corporation is to deal with those kind of issues.

It's a very interesting job because you really do get into every aspect of Harvard University, and in the process you even--because you're comparing yourself to others all the time--you even get to know quite a lot about the others.

What are some of Bok's weaknesses?

[pause]. He's not a genuinely warm person, and he's really distant. You never get closer than three feet to him. And it shows.

So how does he inspire loyalty?

He inspires loyalty by performance, really. And the performance is so fantastic that everybody--you know, they didn't think so at the beginning, but now everybody says he's really the best. It was funny--about three years ago, he was really getting very nervous, because he'd been there twelve years, and as you know, most university presidents these days quit after eight or ten years.