Final Manuscript

My Leadership Journey
Wisdom from the Trenches

My Leadership Journey
Wisdom from the Trenches
Dr. Barbara Darby
Williams and King Publishers

Copyright 2019 by Dr. Barbara Darby
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted in any way by any means
electronic, mechanical, photocopy, recorded or otherwise without the
prior permission of the copyright holder, except by reviewer who may
quote brief passages in a review to be printed in magazine, newspaper
or radio/TV announcement, as provided by USA copyright law. The
author and the publisher will not be held responsible for errors within
the manuscript.
ISBN: 978-0-9998406-8-9
Williams and King Publishers
306 Ocoee Apopka Rd. Ocoee, Florida 34761
Printed in the USA

Dedication
Many have contributed to my leadership journey and have been
acknowledged by name, inference or circumstance along the pages of
this narrative. But, as I dedicate this book, I must begin at the beginning!
The Triune God - God the Father, God the Son and God the Holy Spirit,
from whom all blessings flow and who is the giver of all good gifts, must
get first and top billing. Without Him nothing would have been
possible. To Him I give all the glory and the praise for the journey, even
as it continues.
My dear husband, John Darby, Jr. and our children – Jzanyt Darby
Burney, Tamara Nichole Witherspoon, Jonathan Darby, grandsons
Alexander and Brandon Burney - have been my constant companions,
encouragers and partners on this journey. They have been the wind
beneath my wings and the support system that keeps my feet grounded
and my heart and resolve strong. Much love and appreciation to them
for always being there for me!
The Barnaby and Fairclough families were the nesting place God chose
to bring me into this world for care, nurturing, to be loved and shown

how to live. A loving thanks to my dear mother, Bethy Wanica
Fairclough Anderson, whose love was unconditional and whose rearing
provided limits, discipline, structure, fun and a Godly example. My
maternal grandmother, May Adelita Fairclough Stephens, was equally
doting and loving and deserving of the highest gratitude for her lasting
impact in shaping the person I am today. Lloyd Stokes Barnaby, my dad,
always made me feel special. I was his first-born in whom he expressed
great pride. He never hesitated to give credit to my mother and
grandmother for the woman he was able to see me become before his
death.
My paternal grandparents - Augustus and Eliza Barnaby, uncles and
aunts, on both sides of the family, were also important and significant
influences and to them I also dedicate this book - Uncles Schula Van
Battenberg, Alric Fischle, Zadok Barnaby, Bazil Barnaby and Aunts
Josephine Barnaby Thomas, Kathleen Barnaby Cox (named me at birth)
and Mabel Barnaby Lewis. I pray I have represented everyone well on
this journey!

Table of Contents
CHAPTER 1
IN THE BEGINNING… ...................................................................................1
CHAPTER 2
MY ANCHOR .................................................................................................13
CHAPTER 3
TO THINE OWN SELF BE TRUE ...........................................................31
CHAPTER 4
NO ONE CAN REPRESENT YOU LIKE YOU CAN .......................53
CHAPTER 5
HOW TO SWIM WITH SHARKS .............................................................71
CHAPTER 6
GROW, GROW, GROW! ............................................................................83
CHAPTER 7
CHOOSE FURTHER RATHER THAN FASTER ................................97
CHAPTER 8
BELIEVE IN YOURSELF .........................................................................125
CHAPTER 9
CELEBRATE! ..............................................................................................137
CHAPTER 10
PAY YOUR RENT ......................................................................................147
REFERENCES
ABOUT THE AUTHOR ....................................................................................167

Foreword
FINALLY! A BOOK THAT HELPS US TAKE A HOLD OF
OUR DESIRE TO SUCCEED!
In this life we are faced with many challenges as well as with numerous
opportunities. It is important that we're ready for both. In our quest to
succeed, nothing is more important than becoming a good leader.
Awesome leadership touches different aspects of our lives, both in
business and personally. That is the main reason why My Leadership
Journey: Wisdom from the Trenches by Dr. Barbara Darby is a must read and
a book whose existence should be celebrated. Each chapter provides the
sharing of Dr. Darby's challenges and how she gained wisdom from
them. That wisdom prepared her to seize the opportunities when they
came her way and this book will prepare you as well.
Thank you, Dr. Darby, for sharing your knowledge with us and
providing a valuable guide we can use as we strive to become successful
leaders.
Brenda Jackson
New York Times Bestselling Author

Chapter 1
In the Beginning
My Family
Popular author B. J. Neblett (2013) wrote, “We are the sum total
of our experiences and those experiences influence and shape us
throughout our lives.” His words sum up my own belief about
becoming – my past, present, and future, all provide the fuel that
generates actions, reactions, perspectives, style, attitude and centering.
Given this outlook, it seems appropriate that I open this narrative of my
leadership journey by embracing my beginnings.

Dr. Barbara Darby
Placed in a loving family, the Faircloughs and the Barnabys, my
leadership journey began at birth. Baptized and nurtured in the Christian
faith, I was provided with the essential foundation for a purposeful and
successful life - an abiding faith in God. Born to my mother, Bethy, at
her tender age of fifteen, my maternal grandmother, May, played a
significant role in my upbringing. Together, my mom, grandmother, dad,
aunts, and uncles surrounded me with unconditional love and an implicit
understanding that I was part of two great families and full of potential.
I came to best understand their implicit belief in my potential
while I was enrolled at Hunter College. There were never any questions
asked about how I was doing in school or my grades, just a quiet
confidence that I was doing my work and getting the job of earning a
college degree done. And so, I did. Even when I struggled with courses
like Organic Chemistry and Pharmacology, fearing failure, I simply tried
harder. My motivation was the confidence I sensed my family had in me.
They thought I could and would succeed and they seemed not at all
concerned that it would be otherwise.
Born in the Republic of Panama, my family’s material resources
were very limited. But, the things that stood out most vividly, as I reflect
on my humble beginnings, were the love, sacrifices, and examples of
hard work, strength, determination, leadership and resourcefulness that
were evident in those who comprised my support system.
Where there was a need in our community – neighbor or family,
I witnessed my grandmother, May, and my mother busily coordinating
~ 2 ~

Wisdom from the Trenches
donations of food, clothing and other resources to help others. Their
actions were without question the actions of a leader shaped by the
circumstances. In my subconscious, I received images of leadership that
entailed acting when needed, benefiting others through our actions and
making things better than how you found them. Indeed, my mother and
grandmother were my earliest and most important examples of
leadership.
Important Influencers
In high school, I was selected by Gloria Kaplan, my counselor and
physical education teacher to become a member of the Senior Leaders’
Group – very exciting! We carried out precision drills under the
leadership of one of our members. The drill leader’s role rotated to
various members each time we assembled. I was energized by the
responsibility of leading a group in the precision drills – right face, left
face, about face, left, right, left, right, left, right, halt! It was a sight to see
a group of fifteen to twenty, moving in synchrony and I was responsible
for the precision with which they marched – wow! This group
experience introduced me to the role of the leader in a team – movement
toward a common goal, the importance of working together to achieve
the goal, the value of preparation and the weight of leadership to
produce positive outcomes. With certainty, these leadership concepts
have been important in my leadership toolbox and journey.
~ 3 ~

Dr. Barbara Darby
Power and influence are qualities possessed by leaders to various
degrees. At times these are by virtue of the position held. At other times,
they are leveraged when a leader is viewed as authentic, ethical and
knowledgeable. My Maternity Nursing instructor in college was a leader
with power and influence. Her power was positional in that she assigned
our course grades and therefore had the ability to affect our success. But,
it was her influence that made an impact. Sitting in a theatre-style tiered
classroom, I would watch her deliver her instruction with confidence,
authenticity, and knowledge of the subject matter. I can remember
looking down at her from my seat in the classroom and thinking – I too
can do what she is doing. I can be a Professor of Nursing. Some nine
years later, I started my career as a Nursing Professor at Florida Junior
College in Jacksonville, Florida and began my influence on the lives of
countless nursing students now serving as healthcare providers
throughout the United States and abroad. The privilege of power and
influence is not to be taken lightly in leadership – the effects of both can
be far-reaching as was the case in my leadership journey.
As a new graduate nurse living in New York, my first position
practicing nursing was at the Veterans Administration Hospital as an
intensive care nurse. Excited about my new career and filled with fear
and trepidation about beginning in a unit requiring specialized skills, I
braved the assignment with anticipation. This was my dream - to work
where the action was sure to keep me on my toes.
After the usual weeks of orientation afforded new graduates, I was
assigned to my permanent unit - Surgical Intensive Care and assigned to
~ 4 ~

Wisdom from the Trenches
Lisa van Heusen who was to serve as my mentor and “go-to person.” I
could not have asked for a better leader-mentor. Clearly a seasoned
nurse-leader, I observed many valuable qualities in Lisa. Qualities that,
along my journey, I integrated into my own practice as a nurse-leader
once I had been “broken-in.” Lisa possessed a high standard of
excellence – no short cuts when it came to taking care of her patients.
Her attention to details enabled her to anticipate the needs of her
patients, the physicians and nurses with whom she shared the unit. An
open unit with beds in the front and rear of the unit, the nurses could
easily see all patients, their monitors, and other medical devices. The unit
was an “open book” and keen observation skills were a must. My
standards of professional excellence and attention to details as a leader
were unequivocally drawn from my tutelage under Ms. van Heusen.
Poise, self-control, self-discipline and an air of calmness are
qualities I observed in mentors such as Hettie Mills, Dr. Lois Gibson
and Dr. Ezekiel Bryant. Their approach to crises, conflict and stress
appeared to reside in the adage, "Never let them see you sweat." I recall
being interviewed by Mrs. Mills for a position with the Duval County
Family Planning Project and being duly impressed by this beautiful Black
woman, professionally dressed, with a warm welcoming smile that put
me at ease right away. Her role as the County Director for the program
was significant in that she was a high-level administrator with
responsibility for Family Planning Clinics throughout the county,
hundreds of patients and the employees who served them. In my years
working with and knowing Mrs. Mills I never witnessed any behavior,
~ 5 ~

Dr. Barbara Darby
attitude or perspective that was unprofessional. Along with Dr. Gibson
and Dr. Bryant, she illustrated dignity, professionalism, ethics, integrity
and comfort in her own skin. Their example proved valuable in my
leadership journey. When crisis, tension, adversity, conflict, and
disruption seemed the order of the day, week or month, I learned that
poise, calmness, self-discipline, self-control, time and prayer, such as
these mentors displayed, would always see me through.
My grandmother's often repeated words - "This too shall pass,"
also provided solace and comfort when the waters got rough as they
sometimes do along the road. As difficult situations occurred, I
developed the ability to be calm in the storm, no matter what. When a
situation escalated, I would find myself becoming calmer and calmer.
More often than not, I was able to diffuse explosive situations, having
the opportunity to draw on past experiences and wisdom by maintaining
my composure. This ability became an invaluable leadership skill. After
all, leadership can be a lonely place and is not a role for wimps.
Delta Sigma Theta Sorority, Inc.
In 1978, I was inducted into Delta Sigma Theta Sorority, Inc.,
Jacksonville Alumnae Chapter, having been sponsored for membership
by my mentor, Hettie Mills. This affiliation proved to be
transformational in that I truly honed my fundamental leadership skills
and style in the early years of my membership. An international
~ 6 ~

Wisdom from the Trenches
organization of college-educated women committed to Sisterhood,
Scholarship and Service, my membership through the Jacksonville
Alumnae Chapter, inspired my leadership and provided vast experiences
for personal and professional development.
I learned about planning, organizing, working with and leading a
team toward a common goal, conflict resolution, fundraising, public
speaking, compromising, negotiating and giving back to my community.
I was exposed to very accomplished women leaders at the local, regional
and national levels of the organization. These women were professional,
knowledgeable, articulate, powerful, insightful leaders in every
imaginable field of endeavor. They were transforming communities
across the nation and abroad through the organization’s public service
programs.
I recall one national president, Dr. Yvonne Kennedy, who was
among my favorite of the national leaders. My admiration of her
leadership spanned many years based on her many achievements outside
of the sorority. She was an Alabama State Representative and President
of Bishop State Community College while she held the office of
National President of Delta Sigma Theta, Inc. As she presided over
national conventions during her tenure, I observed a characteristic that
endeared Dr. Kennedy to me. During plenary sessions, voting delegates
would approach the floor microphone to make motions on various
issues. Many times, they were unskilled and unsure of how to package
their concern to have it heard. While Dr. Kennedy could have easily
dismissed these delegates from the platform, she exhibited patience and
~ 7 ~

Dr. Barbara Darby
understanding, gently guiding them to articulate a motion or to amend a
motion. She had the power, using parliamentary processes and
maneuvers, to dispense with their issue without giving it a hearing, but,
she typically chose to use her power to help and to support those she
led. This proved to be a remarkable leadership lesson that served me
well as I led teams during my professional career in higher education.
Early in my membership in Delta Sorority, I worked on the
souvenir program for the local chapter's major fundraiser, the Miss
Delta Teen Pageant. Mentored and tutored by the unmatched fundraiser
in the chapter and Past Chapter President, Myrtle Turner, I learned the
souvenir program development process from cover to cover, including
going out to the community to raise funds. The nugget I was able to
extract from this gold-mine experience is the importance of a leader
having an understanding, even if basic, of the operations of the entity
you are leading.
It is difficult to express the depth, breadth and length of the
leadership development that membership in Delta Sigma Theta Sorority,
Inc. provided. My role in various elected offices – Recording Secretary,
Corresponding Secretary, Vice President, President and chairperson of
almost all committees across my years of membership, sowed the seeds
that ultimately yielded the harvest in my leadership journey. For
example, in my position as Recording Secretary, I learned the
importance of maintaining accurate and complete records of any
proceedings. This documentation was the official record often referred
to in order to confirm decisions made.
~ 8 ~

Wisdom from the Trenches
The importance of accurate documentation carried over to a later
professional role. A standard operating procedure in my tenure as the
Campus President for the North Campus of Florida State College was
to create “meeting notes” for meetings with my direct reports to
chronicle meeting outcomes, follow-up required, assignments and
future meetings to assess progress. These were invaluable to the team as
we carried out our work together.
As President of the Jacksonville Alumnae Chapter from 1987 until
1991, my leadership development was further expanded and
strengthened. An honor to serve in the Chapter’s highest leadership role,
I learned the basics of parliamentary procedure in order to lead effective
and productive meetings. This was also a time to sharpen interpersonal
skills as I worked with and led a diversity of individuals. Eventually,
many of the practices and beliefs that evolved from that leadership
period were easily transferred to my most expansive leadership roles
later in my professional career. Resolving conflict was especially helpful
as I worked with my teams to diffuse faculty to faculty, faculty to
administration, faculty to student, campus to the community, student to
student and administrator to administrator conflicts.
My leadership practice in conflict resolution involved bringing all
affected stakeholders around the table, listening to the individual
perspectives on the concern, determining each stakeholder’s desired
outcome and seeking compromise – win-win solutions.
~ 9 ~

Dr. Barbara Darby
My first leadership position at Florida Junior College, as it was
known at the time, was Program Manager for the Nursing/Nursing
Related Programs. The department constituted the largest single
department on the North Campus, if not at the College. The department
consisted of the associate degree nursing, practical nursing, surgical
technology, medical assisting, nursing assisting and home health aide
programs. There were over 600 students served by more than thirty fulltime
and a cadre of part-time faculty. This was a large, dynamic
department.
Early on in my tenure in the position, I had my Leadership 101
lesson. Asked by the then Campus President, Dr. Ezekiel Bryant, to
reduce the number of Xerox copies being made by the faculty on the
copier within the department and to ensure that large copy jobs were
directed to the print shop on campus, I had the answer, or at least so I
thought. I instituted a ten-page single copy restriction per faculty per day
with appropriate signage in the copy room.
When the faculty became aware of the restriction, the complaints
flowed like a stream to my office. I had a large group of disgruntled
faculty on my hands to appease. The leadership lesson I learned from
this trench was perhaps the most important in my career and the one I
practiced with the greatest fidelity during my career at the College. The
lesson I learned was about how best to implement change! First and
foremost, communicate the concern or problem to be solved to the
stakeholders. Provide an opportunity for the stakeholders to participate
in the process of identifying possible solutions and the selection of the
~ 10 ~

Wisdom from the Trenches
solution they feel best meets their needs and will resolve the larger issue.
With the buy-in this process incorporates, implementation of the
solution meets with little resistance and at times strong embrace by the
stakeholders. A small lesson that paid great dividends at all levels of my
career at the college.
Romans 8:28 (The New King James Version) states, “And we
know that all things work together for good to those who love God, to
those who are the called according to His purpose.” I believe that it was
in God’s plan for my life that I would serve in various leadership roles
during my personal life and career. As I reflect on the journey, the sum
total of my experiences from childhood, secondary and postsecondary
education, young adulthood, community-based and professional work,
was to serve the purpose of writing this book to pass on to others who
are at different stages of their leadership journey.
“Iron sharpens iron, and one man sharpens another.”
Proverbs 27:17
(The New King James Version)
Next stop – “My Anchor” – the role of faith along my journey.
~ 11 ~

Chapter 2
My Anchor
Dreams Require Risk-Taking
An anchor holds a ship steady. It keeps the ship from drifting
aimlessly or being tossed to and from in turbulent waters. Among the
definitions in the Merriam- Webster Dictionary (2016), an anchor is said
to hold an object firmly in a place. Leaders operate in a sea of
opportunities, challenges, problems to be solved and outcomes to be
achieved. They are subject to feel the weight of their responsibilities and
must have a place of solace or refuge that gives them a sense of stability
as they consider and reach decisions.

Dr. Barbara Darby
In The New King James Version of the Bible, Hebrews 11:1, we
find these words – “Now faith is the substance of things hoped for, the
evidence of things not seen.” 4 Appropriately, as a Believer, my faith in
the Triune God - God the Father, God the Son and God the Holy Spirit,
has been the anchor that has provided the stabilizing force for my
journey – personal and professional. Countless examples of God's hand
at work and my reliance on His abiding presence and promises will be
shared in this chapter to illustrate the power of my anchor.
In 1973, I was employed as an agency supervisor with the Duval
County Family Planning Project. My position was full-time with benefits
and one of responsibility. But, I desired to teach nursing at a local college
and full-time teaching positions were not frequently available nor easy
to acquire. Part-time teaching positions however, were readily available
on an as-needed basis. Part-time positions also provided an opportunity
to establish one’s brand as a valuable member of the team. My goal to
teach nursing required an act of faith. There was only one action that
would move me closer to my heart’s desire. And so, in April of 1979,
Dr. Lois Davis Gibson, Director of the Nursing Programs, opened the
door of opportunity. I left my full-time position and began my teaching
career at Florida Junior College as an adjunct faculty in nursing.
There was elation, a great sense of satisfaction and apprehension
intermingled with the intellectual challenge of guiding and preparing
future generations of nurses. My two-income family quickly transitioned
to a one-income plus family. This teaching position offered no benefits
or promise of continuous teaching assignments from semester to
~ 14 ~

Wisdom from the Trenches
semester. But God, my anchor, ensured that for the two years I served
as a part-time instructor, I had the needed teaching assignments to earn
the income needed to help meet my family’s financial obligations.
Looking back, my employment decision was the precursor to the various
leadership experiences and opportunities I was able to enjoy in higher
education.
After two full years as a part-time instructor, a full-time position
became available. I applied and was selected for the position. It was by
God's grace.
While in my faculty position, the senior administrator over all
programs at the College requested to visit the clinical area with nursing
students and a faculty member to observe. I volunteered to host Dr. Jon
Cosby for a visit at St. Vincent's Hospital with my students. During his
visit, the intricacies of clinical education became apparent to our visiting
administrator. Faculty had responsibility for instructing and supervising
twelve students in the clinical setting. That responsibility included
selecting patients for the students to provide patient care, reviewing each
student’s preparation for their assignment, ensuring that all treatments
and medications were administered safely and in a timely manner.
Patient records had to reflect the care rendered by the students under
the supervision of faculty. Clinical days would close with a discussion of
lessons learned.
During a recent luncheon conversation with Dr. Cosby, now
retired, he shared that it was that observation experience in the clinical
~ 15 ~

Dr. Barbara Darby
setting with my class that impressed him and influenced him to appoint
me the Program Manager for Nursing and Nursing Related Programs
some four years later, in 1984. Jon stated, "I gained an appreciation for
the complexities of teaching students in the clinical area and I admired
the organization and competence with which you did your work." It was
by God's grace.
Activated Faith
Faith in God and His promises must be nurtured daily through
prayer, the study of His word as found in the Bible, reflection and selfaffirmation.
Throughout my young adult years, I must admit, I have
practiced these habits inconsistently, at my best. But, in 1992, a nursing
colleague, Rosemary Bush, shared an article entitled The Practice of
Gratitude: A Tool for Empowered Living by Connie Donaldson (1992.) 5
To say that the article was transformational in my devotional life does
not do justice to the benefits I can pinpoint twenty-five years later.
Not a religious article, the author focused on integrating gratitude
into our daily routine. Donaldson suggested the use of a journal in which
a daily listing of specific things for which we were grateful are noted.
Already given to a time of daily prayer and meditation, on January 1,
1993, I began a daily meditation diary which included at least three
statements of gratitude. Today, I have a library of meditation journals
covering the twenty-five years since I first began journaling.
~ 16 ~

Wisdom from the Trenches
Reading and reflecting on entries made at earlier times has been a
faith-building and affirming activity. Often, I am led to recognize that
God has been at work in the issues, concerns and activities of my life.
Events that may have been of concern at an earlier point in my
chronological entries were no longer of concern and many times, would
not have been remembered except for the retrospective review of my
journal entries.
The last impression I want to give is that I adhered to this model
one hundred percent of the time. A review of any of my journals will
reveal that there were many days within a year that I had no journal
entries. There were times when faith waivered under the pressures of
my roles. Some days I simply wanted to just curl up in my mother’s arms
– “I want my mama” would be the recurring call in my heart. But, this
one thing I know, my meditation practice was so much a part of my very
fabric, I instinctively worked diligently to get back on track with my
journaling as quickly as I could. I had missed those special times of
communication with my heavenly Father. It was by God’s grace!
On more than one occasion, because of my licensure as a nurse, I
had to function in two full-time administrative positions at the same
time. This was usually prompted by turnover in the leadership role in
the associate degree nursing program. The leadership role in the nursing
discipline had to be occupied by a licensed professional nurse. This
situation occurred more than twice while I was serving as Dean of the
Health Services Programs or as Campus President. The leadership roles
of Dean and Campus President were each very demanding. Looking
~ 17 ~

Dr. Barbara Darby
back at my journal entries, I could clearly see that not only did God
provide the strength, peace and wisdom to do what needed to be done
in both roles, with the support and assistance of my administrative team
and staff, but, He also sent qualified replacements for the vacated
positions. Faith in God bridged those periods of great challenge.
Moving Up the Career Ladder
My career path in higher education was fueled by the desire and
interest in making a difference in the lives of increasing numbers of
students. As a nursing faculty, I influenced twelve to twenty-four
students each semester. My role as Program Manager for Nursing and
Nursing Related Programs expanded my reach to more than 600
students each semester. Once I was appointed to the position of
Instructional Dean for Health Services Programs, my span of
opportunity to assist students grew to more than 1,000 students per
semester.
In 1995, I completed my Doctorate in Educational Leadership
which positioned me to compete for the Campus President position at
the North Campus of Florida Community College. The position had
been held by my mentor, Dr. Ezekiel Bryant, for twenty-five years. He
was a beloved leader who created a culture of “family” on the campus.
The selection process for this position proved to be a big test of
my faith. But, in retrospect, it was a time of preparation for what was to
~ 18 ~

Wisdom from the Trenches
come. A national search was conducted to fill the position. Dr. Dennis
Gallon served as the search committee chair. The pool of applicants
included highly qualified internal candidates as well as candidates from
other locations throughout the country. I was selected as one of three
finalists for the position. As the selection process concluded, there was
a new College President selected for the College through a national
search process, Dr. Steven R. Wallace.
As Dr. Wallace assumed his leadership of Florida Community
College at Jacksonville, he decided that he wanted to start the search
process for the North Campus President position from scratch. This
meant that all the work done by the first search committee was canceled.
For the second time, a national search to fill the position was
launched, with a totally different search committee and Dr. Duane
Dumbleton as committee chair. Once again, I applied and was among
the top three finalists for the position. Ultimately, selected by Dr.
Wallace to fill the position, I was appointed by the Board of Trustees on
April 7, 1998 - the first African-American woman to serve in a senior
executive position at the College in its thirty-three-year history.
While I have described what may appear to have been a
straightforward process, it was far from that. Faith in God and a belief
that, “What God has for me, is for me,” kept me in the process through
two national searches. As an internal candidate, serving as the Dean for
Health Services Programs, I continued to do my work at high levels of
excellence, not looking to the left nor to the right. I did not entertain the
~ 19 ~

Dr. Barbara Darby
institutional gossip that was at hand between the two search periods nor
the efforts by a small group of nursing faculty to portray my leadership
record in a negative way. Holding my head high, keeping a positive
attitude, I smiled often and kept my hands in God’s through prayer and
meditation. Words of scripture were my source of strength and light –
“For I know the plans I have for you,” declares the Lord, “Plans to
prosper you and not to harm you, plans to give you hope and a future.”
– (Jeremiah 29:11, The New King James Version).
Throughout the search process and the “unplanned” time of
preparation, my prayer, if selected as the next campus leader, was to have
the opportunity to provide student-centered leadership and to be led by
God’s love in my interactions with fellow human beings and in my
decision-making process. Expressions shared by employees with whom
I worked seem to indicate that I had some success in achieving my goal.
Joe Davis, who served as Dean of Liberal Arts at the same time as I
served as Dean of Health Services Programs, stated it this way - “Her
priority was always students. How does this help the student?” Don
Hughes, the Executive Director of the Nassau Center, wrote, “Barbara
Darby cared deeply for all of her employees whether they were direct
reports or reported to her through intermediary supervisors.” Youlanda
Henry, Associate Dean for Library and Learning Services, captured her
experience with this statement, “I’ve learned so much from you about
how to merge handling the challenges of leadership with genuine care
and respect for others.” It was all by God’s grace.
~ 20 ~

Wisdom from the Trenches
Armored
A morning person at heart, my workday often began at four or
five a.m. during the work week. Meditation and prayer were the first
order of the day unless I allowed something of less importance (as was
the case too many times, in my estimation) to infringe upon that special
time. My morning prayer often included - Lord, go before, behind,
beside, above, beneath, within and all around so that whatever I face
today, I will face it with the full knowledge that You are with me and I
will know that, “I can do all things through Christ who strengthens me,”
(Philippians 4:13, The New King James Version). Fully armored in
God’s word, my work days would begin.
As is the case in leadership, there was never a paucity of challenges
during my tenure as the chief executive officer of the North
Campus/Nassau Center. Six months into my administration as Campus
President, I faced my first major crisis. Dean Joe Davis brought to my
attention information about observed irregularities in the enrollment in
some of the courses on the campus. Based on the initial information, I
asked Dean Davis to conduct a discovery process to gather more
complete data for my review and I informed Dr. Wallace. My early
practice as a Campus President was never to let my boss be surprised
and to be the first to let him know of any “bad news.”
Once the discovery period was completed by Dean Davis and
myself, it became clear that a small group of faculty had been engaging,
over a two-year period preceding my tenure as Campus President, in
~ 21 ~

Dr. Barbara Darby
enrollment activities that resulted in a financial gain that otherwise
would not have accrued to them. Through many weeks of consultation
with Dr. Wallace and providing updates to the designated Board of
Trustees Committee, I recommended disciplinary actions for the faculty
involved, including suspension, reprimand and termination, based on
the extent of involvement.
As a public institution in Florida, these proceedings were open to
the “Sunshine Law” of the State and subject to media scrutiny and
reporting. Some days, I arrived on campus to find media trucks and
cameras in the parking lot with reporters asking lots of questions about
the situation. There were members of the media present at the monthly
Board of Trustees meeting to cover the story. There were headlines in
the local media outlets. Some members of the African-American
community and civil rights organizations expressed dissatisfaction with
my recommendations, as the employees involved were all African-
American. Criticism came from some campus employees, via
anonymous notes, in favor of the impacted faculty. Not to mention, the
faculty who were involved secured legal representation. Needless to say,
it was a very intense and expectant period on the campus and
throughout the College.
My faith walk was the bright spot during these dark days! My daily
prayers provided an inner calm, a tranquility and an understanding that
God would guard my heart and my mind during this episode. As I look
back in my meditation journals during the time of the investigation, I
saw this entry on Friday, May 28, 1999: “Help me Lord to always come
~ 22 ~

Wisdom from the Trenches
to you in prayer, seeking your wisdom when I must make decisions.
Without your wisdom, I am likely to make errors in judgment and be
guided by imperfect motivations.”
I titled my journal entry on Friday, June 18, 1999, “Trouble.” My
entry was, “Life brings trouble, all sorts of troubles. It is inevitable. But,
my response to trouble is what separates me as a believer in Jesus Christ.
Help me to call on my faith for all circumstances that come my way.
Help me to stand on God’s promises in my time of trouble.” In the
attitude of gratitude section of this entry, I stated that “I am grateful for
the assurance that God is working things out according to His plan.”
After many months of focus and attention, the investigation
concluded and the cloud that hung over the campus was lifted.
Throughout that time, the campus team served students and the
community with integrity and passion. Many positive initiatives were
launched and completed. In other words, we did not allow “trouble” to
distract us from our purpose and mission of serving students.
A Seat at the Table
Weekly Cabinet meetings with Dr. Wallace were quite stimulating
and intriguing. All his direct reports, approximately thirteen senior
executive leaders, would meet on Tuesday mornings to plan, provide
updates, exchange information and generally guide the College’s work
and operations. Because each member of the executive team was
~ 23 ~

Dr. Barbara Darby
accomplished and powerful in his/her own right, the atmosphere in the
conference room was at different times competitive, tense,
collaborative, disharmonious. I was the sole African-American member
of the group which shouldered its own special weight.
Preparation for these meetings included a good night’s sleep,
morning meditation and prayer, a positive attitude, an escape
mechanism, information about the latest updates for my campus, and a
willingness to be a strong advocate for issues of social justice and equity.
Exciting and visionary initiatives resulted from our discussions over the
years of Dr. Wallace’s tenure as College President. He entertained
everyone’s opinions and contributions which at times may have been at
odds with his own or other members’ opinions.
These meetings did not lack in intensity. Some Tuesday mornings
I recall feeling like I was going to do battle, as I drove to the
administration building downtown. Some of my Tuesday morning
journal entries reflected just the right outlook for the day. On Tuesday,
January 16, 2001, based on Psalm 55 (The New King James Version), I
wrote – “God is my burden bearer. I need not walk in anxiety about
anything.”
When meetings became tense and I needed an “escape,” I turned
to my folder in which I carried a photograph of my family. Looking at
their smiles in that photograph always brought a smile to my face and
joy and warmth to my heart. My folder also contained a sheet I labeled,
“Inspirational Thoughts that Strengthen.” This was a compilation of
~ 24 ~

Wisdom from the Trenches
affirmations such as, “The Lord is my Shepherd,” “In my times of heat
I will trust God’s power, God’s perspective and God’s presence,” also,
“With God all things are possible.” I would focus on the wisdom of the
words as the meeting dynamics dictated. These actions saw me through
many of our Tuesday executive meetings.
Challenges Come…Challenges Go
Home of all health programs at the College, the North Campus
had an additional layer of accountability related to the accreditation of
the programs by national and State of Florida regulatory agencies.
Programs such as the associate degree and practical nursing programs
had to demonstrate compliance with national standards at intervals
determined by each accrediting agency.
In 2013, the Practical Nursing program was placed on
probationary status by the Florida Board of Nursing because its
graduates were not successfully passing the licensure examination at the
required rate. The College was given two years to turn the trend around.
Together with the Dean and faculty, many measures were instituted to
address the problem. More stringent admission requirements, an
external testing program to assess students’ end of course and end of
program competency, new grading policies, a free review session to help
graduates prepare for the licensure examination are some of the
~ 25 ~

Dr. Barbara Darby
strategies implemented to increase their success rate on the licensure
examination.
One issue that surfaced during the analysis of our program
graduates who were not successful on the licensure examination is that
most had graduated more than six months from the date they took the
examination; some even more than twelve months. The impact of this
trend on the program’s pass rates was clear. The more time that elapsed
between program graduation and taking the licensure examination, the
less the likelihood of success on the examination secondary to lack of
reinforcement and loss of knowledge.
Apparently, other programs in the State of Florida were
experiencing the same problem and through the legislative process, there
was relief provided. A bill was filed and approved that required graduates
of nursing programs to take the licensure examination within six months
of graduation. Additionally, the bill made provisions for retroactivity to
one year prior. Hence, the pass rates for programs were recalculated to
eliminate those candidates who graduated more than six months before
taking the licensure examination. The legislative actions were a blessing
from God. There is no action that program officials could have taken
that would have had the same immediate turn around for the program.
On Tuesday, July 22, 2014 my “Attitude of Gratitude” entry in my
meditation journal started with my power scripture – Psalm 23:1 (The
New King James Version) – “The Lord is my Shepherd. I shall not
want.” It continued, “My attitude of gratitude today is for the New PN
~ 26 ~

Wisdom from the Trenches
NCLEX Rule – Students’ scores who graduated more than six months
before the NCLEX will not be calculated in the program’s overall pass
rate at the end of the calendar year. Praise be to God who always has a
ram in the bush – Hallelujah!” My anchor, once again, steadied the ship
during a storm.
Power – Handle with Care
As a leader, I have seen individuals, also in leadership roles, who
used their power to inflict fear, discord and injustice. Such was the case
with a leader of a national organization with the authority to accredit
nursing programs. Two of the College’s nursing programs were
subjected to the tyranny of this leader for a period extending more than
two years. Ultimately, the responsible Board of Directors recognized
that failure to act would drive member programs to seek accreditation
with another approved agency. With that leader’s removal, the two
programs satisfactorily reported progress made and met the
requirements of the agency. It was by God’s grace.
For the first fourteen years of my tenure as Campus President, I
prioritized renovations of academic and student spaces and facilities
each budget year. Three years prior to my retirement, renovation of the
administrative suite, which housed a conference room, my office, the
offices of the academic deans and the support staff was scheduled. The
area had not been addressed in more than twenty-five years and was
~ 27 ~

Dr. Barbara Darby
dated. I had strong opposition from my Chief Financial Officer
colleague around the executive table. For one year, I went head to head
and toe to toe with that colleague to get the appropriated funds released.
This colleague argued that it would not be good use of public funds
during a time of financial austerity. But, a new hire on the executive team
came on board and renovated space into a posh office at the
administrative building downtown. This was the turning point for my
renovation project. The much-needed renovation was completed two
years prior to my retirement. This episode reminded me, once again, of
the impact of my faith in God during my leadership journey.
Deuteronomy 20:4 (The New King James Version) speaks eloquently to
my sentiments as we were able to move forward with the planned
renovations – “For the Lord your God is He who goes with you to fight
for you against your enemies, to give you the victory.”
Through the experiences shared in this chapter and many others,
my faith in God was the anchor that held my ship steady. The pressures
of leadership can take a physical, mental and emotional toll on the leader.
Leaders need an outlet to re-energize, refuel, re-direct and to cope. Each
leader will make that choice.
In his song, My Testimony (2011), 8 Marvin Sapp wrote:
So glad I made it,
I made it through
In spite of the storm and rain,
Heartache and pain
~ 28 ~

Wisdom from the Trenches
I’m still alive declaring you…
In spite of calamity,
He still has a plan for me
And it’s working for my good
And it’s building my testimony.
I indeed have a testimony to share as I discuss values-centered
leadership and decision-making in Chapter 3. Many decisions fall in the
purview of a leader. Made consistently from a belief system, leaders earn
the respect of those in their circle of influence.
“This hope we have as an anchor of the soul, a hope both sure and
steadfast and one which enters within the veil.”
Hebrews 6:19,
(The New American Standard Version)
~ 29 ~

Chapter 3
To Thine Own Self Be True
Putting Ethos to Work
What does it mean “To Thine Own Self Be True?” (Shakespeare,
W. (2012) Polonius 1.3.84. Polonius offered these words of advice to his
son Laertes as an admonishment to attend to his best interests first and
foremost.
More contemporary use of the phrase has taken on a variety of
meanings to reflect constancy of personhood, commitment, authenticity
and being a “known brand.” Personally, in my leadership journey, the
phrase represents living and leading by the values and beliefs that are
grounded in my faith – love, kindness, justice, fairness, service and not

Dr. Barbara Darby
counting self-greater than others. The phrase speaks to my commitment
to “walk the talk” and to working day by day and in every circumstance
to be the person that I say that I am. In other words, being me, without
diversion or digression, as consistently as I can. It is adhering to tenets
of integrity, ethics and practices that ultimately define the paths I take.
It is a state of always becoming since, to be so statically would deny my
humanity and propensity for failure, even with the best of intentions.
Operationalized in my leadership roles, one would see habits of
excellence, preparation, accountability, confidentiality, organization,
modeling/mentoring, inclusion, self-growth and development. Along
the way, these habits were shaped and reinforced as I experienced a wide
variety of opportunities and challenges.
Excellence
The Habit of Excellence evolves and is developed from a basic
understanding that it requires steady work and attention to being, doing
and giving the best that you can. In the Merriam Webster Thesaurus,
(2016) these words are used to define excellence – “exceptionally high
quality” and “a quality that gives something (or someone) special worth.
Commonly used synonyms are first-rateness and superbness. These
stand in stark contrast to averageness and mediocrity.
~ 32 ~

Wisdom from the Trenches
So, how does a person pursue excellence? I would respond that one
must first develop a mindset to be excellent. It is committing to doing
the best job possible at whatever one does.
In today’s world, we have the great benefit of technology to assist
us to work smarter and not harder. We often rely on functions such as
“spell-check” and “grammar check” to find and correct errors in the
documents we produce. These functions are very helpful and valuable
but, should not be the ultimate determinants of the suitability of a
document for distribution to others. A little time taken to read one’s
documents after spell and grammar checks can help us identify
additional areas in need of refinement or that were clearly missed by
these very helpful functions available in our word processing programs.
Excellence creates a WOW effect! In other words, excellence, when
present, makes others stand up and take notice every time. It is apparent,
unmistakable, commendable, worthy of comment and appreciated. The
Habit of Excellence requires pre-thinking the details necessary to create the
WOW reaction.
For example, when hosting an event at the North Campus and the
Nassau Center of Florida State College at Jacksonville, my leadership
team and I would discuss every aspect needed to provide a great
experience for our guests. Address and directions from various points
in the city would be provided in advance of the meeting. Signage and
security personnel would be strategically placed to direct guests to
parking for the event. A block of parking spaces would be earmarked
~ 33 ~

Dr. Barbara Darby
for easy access to the closest entrance to the meeting space. If cones
were utilized to hold parking spaces, a security officer would be available
to move the cones so that our guests would not be required to exit their
automobiles to move the cones before they could park.
When the campus hosted one of the monthly District Board of
Trustees meetings, students would be available to escort Board members
individually to the meeting location on campus. In this way, we provided
an opportunity for interaction among Board members and the students
they served through the policy decisions they made.
The route to and the actual meeting space also had to create that
WOW appeal. Pre-planning allowed the team to identify specific needs
that should be attended to prior to the date of the meeting. Tables and
chairs were arranged based on the event to be hosted. Picture the look
of a meeting space where tables have no covering or skirting, a variety
of chair styles are in use, female guests have no privacy for their legs
when seated versus skirted tables covered with table linen, uniformly
styled chairs, and live green plants. Can you picture the difference in the
two set-ups?
Technology-based presentations will always have their own set of
unique challenges. Technology is great if it works. But, Murphy’s Law –
“anything that can go wrong will go wrong,” is at times operative no
matter how well you plan. Murphy’s Law should be anticipated. With
technology presentations, you should check the functionality of the
equipment and the loaded presentation just before guests arrive for the
~ 34 ~

Wisdom from the Trenches
meeting. Additionally, have someone available who is technologically
knowledgeable and efficient who could quickly troubleshoot any issues
that may impact successfully displaying the presentation. Excellence
dictates that you also have hard copies of the presentation to distribute,
if needed, when visuals are important to convey components of your
presentation. Many times, participants will request a copy of
presentations and the copies could be utilized to meet those requests,
even if there were no technological challenges.
When I prepared a report, verbal or written, for consumption by
others, my goal was to anticipate the questions I might be asked and
provide the information in my report or to be prepared to provide an
answer. The initial step – research the topic to become reasonably
knowledgeable. Seek to answer the essential questions – What? Why?
Who? When? Where? How? If recommendations were in order, I would
be prepared to share or include those along with anticipated outcomes.
Excellence, indeed, requires hard work!
Preparation
Preparation is simply planning. Planning is simply preparation. My
preference was never to go into a meeting unprepared unless it was
called on an emergency basis. If I was leading the meeting, my
preparation included reminding invited participants, developing and
sharing an agenda for the meeting, identifying additional resources
~ 35 ~

Dr. Barbara Darby
needed to support the discussion, confirming meeting space
arrangements including seating, signage, water and coffee, paper and
pens for guests to take notes, if desired. When technology was to be
used, checking its functionality just prior to the meeting as well as
scheduling back-up from expert team members to troubleshoot the
equipment if necessary.
At times, preparation meant a few less hours of sleep the night
before the report or presentation was to take place. No complaints to
be offered – it was simply the cost of leadership. Suck it up and keep
moving. If coffee is your favorite stimulant, have it on hand to keep you
motivated. If sheer willpower is all you need, that will work as well. The
message here is that on the day of the report or presentation, you must
not look like you are “Sleepless in Seattle” (Foster & Ephron, 1993). I
found that the excitement and anticipation of presenting provided
sufficient adrenalin to keep my alertness at high levels. Preparation was
and is a value that denotes my personhood and being true to that value
has been an important element in my leadership journey.
Accountability
“The buck stops here” (Mathews, 1951) is an idiom attributed to
President Harry S. Truman and used to indicate that a person accepts
responsibility and will not pass it on to someone else, no matter the
outcome. Have you ever been in a work environment where a leader
~ 36 ~

Wisdom from the Trenches
routinely says – “I asked my secretary to take care of such and such but,
apparently she failed to do so.” This statement posits blame right at the
secretary’s doorstep. Accountable leaders avoid pointing a finger of guilt
at anyone, even when it is deserved. Leaders must be willing to share
praise, acclaim and the rewards of success with team members and to
accept fully all the blame when things don’t go well or as planned. This
is the essence of accountability – counting oneself ultimately answerable.
The health programs, based at the North Campus where I served
as Campus President, had various national and State accreditations to
maintain. At various intervals, these programs would have to reaffirm
their accreditation status by completing a detailed self-study which
examined various components of the program – curriculum, facilities,
student services, student performance on licensure examinations,
organization, administration and an evaluation plan among others. As
the accountable employee at the College for ensuring the quality and
compliance with standards of these programs, these accreditation
reports were extremely important. The reports provided external
reviewers with a status report on the degree to which our programs were
in compliance with national standards. Similar programs at colleges and
universities across the country had to meet the same standards.
The reports were prepared by the program leader, faculty and
senior administrative team members, with participation from students
and community partners from various clinical settings. As the accountable
employee, it was my practice to read each of these reports which
included a narrative of possibly 100 – 150 pages and an accompanying
~ 37 ~

Dr. Barbara Darby
volume(s) of supporting appendices with various documents that served
to verify, amplify or clarify each program’s compliance with the
accrediting agency’s published standards. I provided feedback, offered
suggestions to strengthen components, edited, drafted some narrative
and ultimately gave the final approval to the responsible instructional
Dean when the documents were ready for submission to the accrediting
agency. My review process involved many hours, most often, personal
time at home. This self-study process took place over six to twelve
months and culminated with a two to three-day onsite visit from peer
reviewers from other colleges and universities from across the country.
After the onsite visit, the peer reviewers would make a report to the
accrediting agency regarding our program’s compliance with the
standards and the accrediting agency would take one of several actions
at the scheduled meetings where these accreditation decisions were
made – continue accreditation (reaffirmation of accreditation,)
probation, warning or termination of accreditation. New instructional
programs seeking accreditation had to achieve it before the first class of
students graduated from the program. Again, this requirement
necessitated full compliance with the national standards the first time up
to bat.
I recall a new health program for which we were seeking
accreditation and the responsible members of my team were engaged in
completing the self-study process in the manner we typically followed.
As time drew close for submission of the documents, my time to
complete my review and feedback process was non-existent or at least
~ 38 ~

Wisdom from the Trenches
so I thought. I gave the go-ahead to the responsible Dean to submit the
documents without following my usual review process because it was
important that we meet the submission deadline set by the accrediting
agency. Would you know, the one and only time I did not complete my
review of the self-study documents, it proved to be a significant
problem.
While the self-study documents were submitted in a timely
manner, we learned, that the self-study did not follow the agency’s
required format and therefore was rejected. To make matters worse, the
returned documents were addressed to the program leader who was a
part-time employee, not on campus daily, who had not checked the
mailroom. Delays now associated with these challenges pushed the
program’s accreditation beyond the graduation of the first class of
students. Hence, the two students who were the program’s first
graduates did not graduate from an accredited program. They were able
to find employment despite not graduating from an accredited program
because local employers did not require graduation from an accredited
program for employment.
Within the realm of accountability, had I been true to myself. I
would have somehow carve out the time to review the self-study
documents. If I had done my customary review, I would have discovered
that the correct format had not been used in preparing the report. In my
normal review process, I would print the accrediting agencies most
current standards, guidelines and instructions, and used those as the
template for my review of our self-study documents. A word of wisdom
~ 39 ~

Dr. Barbara Darby
can be shared based on this experience. When you are the accountable
leader for a process, the buck stops with you!
Respect Confidentiality
Much personal information about others often comes to the
attention of a leader in the course of leading a team. How such
information is handled can be illustrative of a leader’s character.
Information learned and given in confidence by someone deserves the
respect and every effort to be held in confidence, unless, it is otherwise
life-threatening to the person and others.
As a child, I learned early that family business was private and not
to be shared indiscriminately with others who had no need to know. In
my nursing program at Hunter College, it was instilled that all
information coming to us about the patients and families we cared for
was to be held in confidence, except for discussions among the members
of the healthcare team responsible for the patients’ care. Patients’
personal information was not to be discussed in hallways, on elevators,
at home, in social venues – nowhere. I learned clearly and early the
importance of confidentiality and am always astonished when I become
aware that someone’s confidentiality has been violated as in one instance
late in my professional career.
A very accomplished applicant for an executive level position
completed a confidential personality inventory required as part of the
~ 40 ~

Wisdom from the Trenches
selection process. The results of these assessments, while utilized to
assist the hiring administrator in the hiring process, are confidential and
to be viewed by a very restricted number of individuals. I was surprised
and frankly appalled when in an open meeting with senior executives
who would be working side by side with this applicant, if selected for
the position, the hiring administrator discussed aspects of the
individual’s results with denigrating comments. Failing to honor
someone’s confidentiality is a clear way to destroy trust. And, for me,
this experience negatively impacted my respect for the leader.
Organization
Being a sequential thinker, organization is perhaps one of the
attributes that has served me well in my various leadership roles. It is a
skill that I value and that is evident in my performance over the years. It
is strongly aligned with the skill of planning and preparation.
For me, the value of being organized is that it takes into high
consideration the quality of the experience I want those I lead to have
as we fulfill the mission and vision of the organization. When team
members get a real sense that you know where you are going or leading
them to, they are more likely to contribute and to follow.
Organization helps to keep progress on track and to provide
direction for the work to be accomplished. If scheduling a meeting, there
should be some pre-thought given to purpose, outcomes to be achieved,
~ 41 ~

Dr. Barbara Darby
next steps and more. The convener of the meeting hence, should
prepare a meeting agenda that will provide the framework for how the
time together will be spent and the anticipated deliverables after the
meeting. The agenda then serves as a rallying point when the “ship” gets
off course.
While an agenda is valuable as a means of organizing a meeting, it
is insufficient for the desired productivity and momentum beyond the
meeting. Meeting notes (minutes) which capture the discussion and
decisions made are necessary as a point for future reference and keeping
participants on the same wavelength. These notes also document
commitments made by various participants and provide a pathway for
dynamic follow-up. An example can be found at the end of this chapter.
Follow Up
A process for follow-up is essential to productivity! Without
follow-up, progress becomes a hit or miss process and success may be
delayed, thwarted or simply not achieved after hours invested in
meetings and planning. A tool I used for follow-up that was a hallmark
of my weekly meetings with my Cabinet members while serving as
Campus President is presented at the end of this chapter. The tool
consisted of four columns. The first identified the status of the item
under discussion. The second column listed a title that at a glance
described the item. The third column identified the person(s)
~ 42 ~

Wisdom from the Trenches
responsible for leading the item and the final column included a due date
for reporting progress and/or completion. This follow-up system was
most helpful in gauging the team’s progress on issues relevant to the
successful operation of the campus and meeting the College’s goals and
objectives.
Writing my first book has been no less a challenge to my penchant
for being organized. My publisher, Marcia Williams, provided helpful
hints and resources to get me started. During our initial meeting, she
launched the process with sage advice, all of which hinged on my ability
to organize my thoughts, my time, and my process for completing this
book. In organizing my thoughts, I knew I would be best served if I
listed my proposed chapters with titles and a brief description of the
content to be addressed. Without a doubt, the framework I created
yielded great dividends for my initial attempt at authoring a book.
Being a Role Model
Leaders serve as role models and mentors whether they intend to or
not. It is a given. Our words, actions and presence leave lasting
impressions. Awareness of this role should be used to support and
encourage team members to become stronger leaders. A leader must
understand that all eyes are upon you always—does your walk match
your talk – is essentially what is being observed.
~ 43 ~

Dr. Barbara Darby
My goal as a leader was to set a positive example. Most times I
believed I was successful as expressed by faculty and program leader,
Denise Dougherty who sent a greeting card to acknowledge the
recognition award she received for her leadership of her program. These
were her words – “Thank you so very much for the award. It was a great
surprise and an unexpected blessing. I cannot tell you how much it
meant to me to be honored in such a way. This card can in no way truly
express my gratitude for such an acknowledgment. Thank you for your
dedication and service to the College. You lead by example for others to
follow.”
At other times, I failed the test miserably, I am sure. I pray these
were few and far between. From time to time I would receive
anonymous notes in my office that would convey an employee’s
dissatisfaction with my example. Once, an anonymous message stated
that I was unfairly hiring friends and members of my church and
Sorority for openings on the campus. The writer of the message clearly
was not familiar with the hiring procedures established by the College
and managed by the Human Resources Department. I would apply the
following principle to anonymous messages – if the message does not
apply, let it roll and if it does apply, change my ways.
I have had many role models and mentors, persons who have
influenced and impacted my personhood, opened doors, given sage
advice, set a good example and provided friendship and strength in
difficult times. Noteworthy among these individuals were Priscilla
Perkins (Middle School teacher), Gloria Kaplan (High School
~ 44 ~

Wisdom from the Trenches
Counselor), Hettie Mills (boss and friend), Dr. Lois Gibson (Sorority
Sister, boss and friend), Eleanor Gay (Sorority sister, colleague and
friend), Dr. Ezekiel Bryant (boss and friend.) While they are all deceased,
their investment in me is still producing dividends. This is the value of
mentoring and role modeling for leaders. Your influence has no limits
so, be careful to make it one that is positive and helpful.
Today, I serve as mentor and role model for many – some I am
aware of and have the pleasure of interacting with on a regular basis.
Others, I do not know. Recently, I exchanged email messages with a
colleague at Florida State College at Jacksonville who was awarded her
doctorate degree in Educational Leadership. I sent her a congratulatory
message on Facebook and received this response from Dr. Jametoria
Burton – “By the way, I mentioned you in my acknowledgments.” I
replied, “Wow! Don’t know why but, I am honored.” Dr. Burton
responded – “Even though we didn’t see each other every day, you were
a mentor from afar and role model for me at FSCJ as a collegiate
academic leader. I truly appreciate you.”
Participative and Collaborative Leadership
I would describe my leadership style as inclusive, participative and
collaborative. My belief system encompasses the understanding that
multiple perspectives are necessary to create the greatest good. As a
~ 45 ~

Dr. Barbara Darby
result, it was my priority as a leader, to promote inclusion of ideas by
bringing a diversity of participants to any process.
Excitement fails to describe the feeling I would experience when
at my weekly Cabinet meetings, my team of leaders would sit around the
table and create innovative initiatives to serve our students and
community. Someone would surface an idea and everyone else would
add a perspective that would further shape and strengthen the idea into
something that we all had a part in creating. No one team member could
claim the initiative as their own. Every team member had a part in giving
it birth.
Many times, along my journey, I was the only African-American
at the table and carried the weight of bringing a missing perspective to
the discussion. As a nursing student at Hunter College, I was the only
African-American in most of my nursing courses. I recall often asking
questions like – “How do you assess an African-American for cyanosis?”
The textbook and instructors always spoke of the bluish hue that one
would see on the patient’s skin and mucous membranes. However, for
individuals with dark skin, the same was not true. Cyanosis appeared as
a grayish discoloration around the mouth and in the conjunctivae of the
eyes for those with deep pigmentation of the skin. By the time I began
to teach nursing, the textbooks included information on cultural
differences and observations that health care professionals needed to
know in a diverse society.
~ 46 ~

Wisdom from the Trenches
As a participant in the Leadership Jacksonville Class of 1993, I
was delighted to see and experience the great length to which the
program leadership went to emphasize and demonstrate not only the
value but, also the importance of having diverse perspectives at the table
as community leaders sought to address community issues. The program
targeted high-level leaders in various fields in the community and I
believe it has made a significant difference in sensitizing its participants
to the need for diversity and inclusion of people with divergent views in
the discussion of issues and solutions.
While serving at Florida State College at Jacksonville as the
Campus President for the North Campus, I was the sole African-
American senior executive leader at the table for several years. Again,
this carried an unusual burden, not by intent but because of the simple
lack of knowledge and sensitivity around issues of diversity among some
of my colleagues. I was often reminded that people cannot do what
people do not know how to do.
Marketing materials were prepared by the College’s Marketing
Department and mailed to members of the community to create
awareness of the College’s programs and services and to build
enrollment. At one of the Tuesday morning executive meetings, samples
of a brochure that was to be mailed were shared with the executive team.
Comments from my colleagues around the table were generally
favorable but, all the images included in the brochure were Caucasian
and I highlighted that weakness. Essentially, the document did not
reflect the diversity of the community so, why would members of the
~ 47 ~

Dr. Barbara Darby
groups not represented in the document feel that the College was a place
they should come. Dr. G. Pritchy Smith’s course in Multicultural
Education would have been an excellent development opportunity for
the executive team. Inclusion minimizes the “blind spot” in a leader’s
decision-making process and is an important asset in a leader’s toolbox.
Self-Growth and Development
Leaders must be committed to self-growth and development. Learning
new things keeps the leader informed, knowledgeable, current and
relevant. In his Seven Habits of Highly Effective People (1989), Steven
Covey’s seventh habit is Sharpen the Saw which speaks to the need for
self-renewal. Conferences, courses, workshops, books, journal articles,
rich and stimulating conversations with colleagues and others, can all
have a very positive impact on a leader’s capacity and productivity. In
chapter six I speak in greater detail about this component of my
leadership journey.
As I conclude this discussion of “To Thine Own Self be True,” I
sum it up in this way – along my leadership journey, I valued and tried
to be consistent in my demonstration of excellence, preparation,
accountability, confidentiality, organization, role modeling, mentoring,
self-growth and development. By these, I would be known.
You must know your values and belief system as a leader. Stand
firmly and consistently on what you believe. Be guided by these values
and beliefs when making decisions of importance. This is your BRAND!
~ 48 ~

Wisdom from the Trenches
Next stop “No one can represent you like you can.” So, why
would you yield your opportunities and right to represent yourself when
and where it matters most.
“For we are His workmanship, created in Christ Jesus for good works, which God
prepared beforehand, that we should walk in them.”
Ephesians 2:10,
(The English Standard Version)
~ 49 ~

Dr. Barbara Darby
~ 50 ~

Cabinet Follow-up Assignments
August 10, 2005
Wisdom from the Trenches
Item
List of “Information Items to
be shared at Faculty Retreat
Responsible
Administrator
Dr. Brenda Simmons
Completed; packet
distributed at the Retreat.
Due
Date
8/17/05
Grants Update — “Learning
Any Time, Any Place”
Review and Recommend
Multimedia Equipment
Request Information to
Faculty
Update Evening Clerk’s
Responsibilities
Dr. Neal Henning
Joe Davis
Deans
Steve Park
Dr. Neal Henning
8/17/05
Week of
8/22/05
8/17/05
Metlife Foundation Grant
Opportunity Explore and
Advise
Dr. Theodrick Morton 8/17/05
Constitution Day / 911
Observance Plans
Revisions to service districts
information in catalog
(Nursing Program’s Service
District)
Refine concept for Health
Sciences Building
Kerry Roth
B. J. Hausman
Dr. Brenda Simmons
I need clarity on this
request.
Dr. Neal Henning
Dr. Barbara Darby
8/17/05
9/14/05
9/14/05
~ 51 ~

CHAPTER 4
No One Can Represent You Like You Can
Who Are You?
As individuals, each of us has characteristics that are uniquely ours
and separate us from everyone else. Often, others will reference these
characteristics when describing us, when trying to bring us to someone’s
remembrance or when simply thinking about us. The characteristics they
select are most often the ones that define us based on their relationship
or association with us. Characteristics such as humorous, caring, warm,
authentic, aloof, shy, angry, ambitious, hard- working, lazy, “know it all”,

Dr. Barbara Darby
helpful, kind, well-spoken, free spirit, creative and many more are used
by others to define us.
Leaders also have characteristics that are used by employees,
colleagues, and members of organizations in which they hold
membership to describe them. These attributes by which we may be
known include approachable, friendly, effective, organized,
knowledgeable, hard to work for or with, innovative, strong-willed,
visionary and many more. When leading, I recognized and came to
understand the weight and importance of how I was viewed, perceived
and described by those I led. I also realized early on that the perceptions
of employees and other constituents depend on institutional folklore,
their interactions with the leader, personal as well as distant, over time.
My goal as a leader has been to be trustworthy, approachable,
accessible, transparent, authentic, believable and welcoming to those I
lead. Developing a relationship of this nature does not just happen. A
leader must be intentional, investing self and time into creating an
organizational culture that exudes these qualities. Well, how exactly is
this accomplished, one might ask? My response is -- not easily nor over
a short few months. It is accomplished through consistent, authentic
multi-level messaging and actions on the part of the leader and it is
ongoing – a work always in progress.
~ 54 ~

Wisdom from the Trenches
It Is All About Relationships
If a leader is successful in creating a relationship with employees,
colleagues and community associates based on the premise of the
qualities I have articulated, the benefits are numerous and include
intangibles and tangibles such as high morale among employees,
employees willing to go the extra mile without being asked, but certainly,
when asked, high productivity and employees willing to share their
thoughts, fears, concerns and needs with the leader. These and other
benefits can be extended to other constituents of the leader. A note
written by Natarsha Joseph-Hall and included in my retirement “book
of memories” sums up the rewards of the culture in which I placed high
value. She wrote “… the one thing that really warmed my heart is that
you made yourself touchable with warm hugs and attentiveness to all.”
When I was appointed as Campus President for the North
Campus and the Nassau Center in 1998, I immediately began the process
of creating the foundation to build a culture that fostered the important
tenets of a strong working relationship with my boss, Dr. Steven
Wallace, the employees with whom I worked and the students and
community I served. As I look back, I feel that the organizational culture
I was able to establish was among one of my highest achievements. For
the most part, we were a family of colleagues caring for and about each
other and our community.
~ 55 ~

Dr. Barbara Darby
First Person Is the Best Source
The chair of my dissertation committee, Dr. Kathe Kasten, would
remind me as I worked on my dissertation that the first-person source
or account was always the best to use as supporting documentation. I
found that sage advice applicable to my work as a leader.
How would my boss, Dr. Steven Wallace, know that I was doing
an effective job and fulfilling my responsibilities at the College? He could
certainly examine my work personally, but he did not have time to do
that. He had a big, complex, College to lead. It was therefore up to me
to represent the quality of my work and productivity to him. I certainly
did not want him relying only on the news and tidbits shared by wellintentioned
and sometimes not well-intentioned individuals within and
outside of the institution.
My boss needed to hear from me directly about the work, the
efforts and accomplishments of the North Campus/Nassau Center
team. While, our weekly Tuesday morning executive meetings provided
a very modest opportunity to share, there were twelve other leaders at
the table, not to mention the boss’ agenda for the meeting. No real time
for sharing one on one, which is what is needed for information
exchange at a deeper level.
To the end of representing myself, my team’s and my work to my
boss, I employed several strategies. Chief among them was establishing
a regular one on one appointment time on his calendar through his
~ 56 ~

Wisdom from the Trenches
secretary. These thirty-minute appointments provided a platform for me
to share specific and important projects, issues and concerns. Items
would include progress on assignments and projects, concerns that
needed his attention, significant achievements, heads-up about
potentially thorny issues and ideas for which I needed a temperature
check. The sessions also served as a time when I could seek his counsel
on a variety of topics. I would arrive armed with two copies of a
prepared agenda – one for him and one on which I could make notes
regarding our discussion to prompt my post-meeting follow-up. I was
respectful of his time by only addressing high-level issues and canceling
appointments in advance when I had no items of importance to discuss.
As I reviewed an agenda dated July 29, 2012, it reflected a discussion
about several high-level items – reorganization of the leadership roles in
the health programs, the start-up of a new associate in science degree
program in Funeral Services, a partnership opportunity for the Culinary
Program with the LaVilla Grille at the Jacksonville Urban League
Building.
In addition to the one on one meetings, I used telephone calls to
his cell phone when necessary, or messages left with his secretary who
communicated with him throughout the day and could relay
information. Together, these strategies provided ample opportunities to
communicate the status of the campus/center. While others may have
shared perspectives about the status of the campus/center and the
leader, these perspectives would not be the only ones he heard.
~ 57 ~

Dr. Barbara Darby
Another benefit of the one on one meetings with my boss was the
strength and the character of the relationship we grew to enjoy. He was
able to learn about my leadership approach, develop confidence in my
decision-making and value my trustworthiness in the role of Campus
President. In a letter of recommendation written on my behalf in 2011,
he illustrated the benefit of our thirty-minute appointments. He wrote:
“One of the things that I value most about Barbara Darby is her “failure
is not an option” attitude. She is phenomenally resourceful, creative and
strategic in her pursuit of objectives.” He would not have been able to
make this statement, absent first-hand knowledge of my work as a
leader.
“Touch” and be “Touched” by Your Constituents
Maintaining an authentic connection with constituents is an
essential leadership discipline to be developed by effective leaders. Ask
a constituent in any organization about the leadership and you will
receive a quick litmus test of that leader’s connection or representation
in the organization. If the constituent’s response to the leader’s name is
“who?”, it conveys a connectional distance between leader and
constituents. If the response is warm, personal and positive, it signals a
strong connectional relationship between leader and constituents.
~ 58 ~

Wisdom from the Trenches
Students
Students were the focus of our enterprise – education. At the
North Campus, we served some 5,000 to 7,000 students during any
given semester. How would students at the Campus and the Center
connect with the leader in Office C136? Well, I had to be intentional
about cultivating a warm and welcoming culture on the campus and
center. It was with sheer joy that I gave my attention to this effort.
Believing that no one could represent me as I could among our students,
many avenues for student interaction with the campus leader were
developed. Some were aided by technology, but most required my
personal presence and the investment of time.
I instituted and attended the monthly meetings of my leadership
team with the officers of the Campus Student Government Association
and the leaders of other student clubs and organizations. Agenda items
consisted of administrative updates and students’ updates and concerns.
The exchange of views was open and my presence at the meetings,
assured students that any concerns they brought to the table would
receive my attention. They could also hold me accountable for updates
at future meetings.
During the beginning weeks of every semester, I randomly visited
classrooms on the campus/center to personally welcome students, to
thank them for choosing Florida State College to pursue their higher
education, and to encourage them to contact my office if I could be of
assistance with any needs they encountered during their enrollment.
~ 59 ~

Dr. Barbara Darby
Over the years, many students took me up on my offer. Again, hearing
directly from the president of the campus was better than receiving
information from a secondary source such as a dean or a faculty
member.
A variety of celebratory events were scheduled each semester for
students by the administrative team and I attended as many as my
schedule permitted, often in the role as a server – ice cream socials,
Fourth of July Cookouts, just to mention a few. An open appointment
time block was scheduled monthly for students and staff to drop-in to
my office to chat about anything they wished. The campus marquis
proved to be a visible location to announce these meetings.
There were occasions when very thorny programmatic issues
surfaced which impacted students negatively. When such issues came to
my attention, it was my practice and preference to personally meet with
the impacted students to hear their concerns, to allay their apprehension,
to avert negative press coverage and together with my team find and
implement solutions. In each of those instances, the responsible dean
could have been my envoy or representative, if you will. But, my
appearance at the meeting with the responsible dean signaled true
interest and concern. Further, it provided assurance that their message
was getting to the person who was ultimately responsible. There was the
added advantage of communicating the information to the group, all at
the same time.
~ 60 ~

Wisdom from the Trenches
Why was I so intentional about the approaches I have described?
First, there is no substitute for the personal touch when conveying one’s
authenticity as a leader! No one else can truly do you justice like you can
in these situations, even the most well-intentioned. Secondly, when one
engages personally, one gets a first-person view and perspective of the
dynamics at work in any given situation. Third, the constituents can see
and hear my concern for their issue as well as understand that it will be
under review with follow-up forthcoming. Finally, and most
importantly, the leader can develop a trust-based rapport with various
constituents.
Employees
Employees are another group of important constituents. They are
the key to the achievement of vision and mission. Their partnership in
the work is crucial to the success of the leader and the organization. A
leader must tangibly and consistently recognize and value those who
serve with him or her. Again, the question that looms large is how can
this be achieved by the leader in a sizable organization? I will say, not
randomly, not easily and not without intentionality.
Tom Peters (1982) wrote about the best run companies and noted
the factors these companies had in common. Among these factors was
the practice he and his partner, Robert Waterman, Jr., profiled as
Management by Walking Around (MBWA.) This leadership approach,
~ 61 ~

Dr. Barbara Darby
which still enjoys popularity today, establishes the importance for
leaders to get from behind their desks to engage employees, clients, and
customers to better understand the operations, support constituents and
problem-solve with employees for greater effectiveness.
It will become apparent that communicating with constituents at
multiple levels and in a variety of ways was my preferred strategy to
convey interest, concern and encouragement. It was and is my belief that
constituents should “hear the leader’s voice”, literally as well as
figuratively.
“Good Morning or Good Afternoon North Campus/Nassau
Center” was the subject line of e-mail messages directed to all employees
using the available technology. The messages were used to greet, salute,
inform, encourage, recognize, make requests and appeals, thank and
appreciate employees and groups of employees at very frequent intervals
– no fewer than once or twice weekly. These messages resulted in replies,
questions, and a sense of awareness about campus life. The
communication also built a sense of anticipation for the next message
among employees. I found this method to be the most direct and
effective way to communicate with all employees at the same time.
Periodic visits to departments, offices and classrooms provided
yet another opportunity for connecting and communicating with
constituents in an authentic fashion. As I moved around from one
location to another on campus and at the center, I greeted employees
~ 62 ~

Wisdom from the Trenches
and students, often introducing myself to some whom I did not know
and others who did not know me and my role on the campus.
Hugs were always in order when I stopped-in. Most employees
were comfortable with the hugs, returning them with warmth and
expressions of appreciation. Some would even initiate the hug by
approaching me with outstretched arms. There were some whom I
discerned to be uncomfortable with this gesture and I was respectful of
their personal space.
In today’s work environments, hugging an employee is not
without risk because of abuses that have been well reported in the media
and I find that to be unfortunate. But, leaders today, must adapt to
organizational culture and practices regarding invading anyone’s
personal space with a hug or an unwelcomed touch of any kind.
The opportunity to speak with employees one on one, to ask
about their families or, just to ask how they were doing, was priceless.
Seeing employees in their work-spaces provided a first-hand perspective
of vision and mission support in action. As a leader, this was always a
satisfying part of my work-day. A time that I scheduled on my calendar
to occur at various times of my work day, including evenings. Process
changes and improvements also were derived from employee
suggestions and concerns generated through this “walking about
campus” practice.
Theodore Roosevelt and others have been noted for coining the
phrase, “People don’t care how much you know until they know how
~ 63 ~

Dr. Barbara Darby
much you care.” This popular truism, additionally illustrates the
importance for a leader to represent himself or herself to constituents.
There is no substitute for personally acknowledging the death of an
employee’s family member, or recognizing an employee’s achievement
with a hand-written note, a card, a telephone call or office visit. The
gesture will be long-remembered and always appreciated by that
employee.
As campus president, schedule permitting, I attended funerals and
family celebrations. Personal hand-written notes on birthday cards,
sympathy cards, congratulatory cards and encouragement cards were not
in short supply. It was important to convey my awareness and
connection during special moments in their lives.
Holidays and the cyclical rhythm of the academic year provided
unique opportunities to communicate with employees – Christmas
breaks, semester breaks, memorable events and more. Individually
addressed and signed letters, mailed to employees’ home address, were
my option for communicating during special times. Content was usually
reflective, celebratory of our collective achievements, appreciative and
anticipatory of our future.
In a letter dated December 20, 2001, shortly after the 911 disaster,
my opening paragraph was reflective of the recent events:
“As the year ends, I pause to reflect and to be thankful for untold
blessings! The events of September 11 and the aftermath have surely
made us all look at life through different lenses. We have no doubt re-
~ 64 ~

Wisdom from the Trenches
examined our priorities, put first things first, and evaluated what is truly
of importance. Perhaps we have made some revisions in the way we are
living and how our lives reflect what we value.”
In the same letter, my appreciation was expressed in this manner:
“Among the blessings I am thankful for is the opportunity to work
along with you to serve our students and community. Your contributions
to student success and the progress and growth of North Campus and
Nassau Center are valued and appreciated.”
In contrast, the communication penned to mark the end of the
2000-2001 academic year was heavily celebratory of our collective
achievements in support of the College’s vision and mission and with
mention of future aspirations as reflected in the following excerpt:
“As the 2000-2001 academic year ends, it seems most appropriate to
pause to give thanks for another successful year of ‘teaching and learning’
at the North Campus/Nassau Center. Countless students have come
through our doors with dreams and goals in hand, mind and heart. To
some measure, you have contributed to whatever successes these students
have experienced along the way to …’achieving their hopes, dreams and
full potential,’ (These words were pulled directly from the College’s
mission statement, at the time, to connect our work with the College’s
intent).
The letter continues…
~ 65 ~

Dr. Barbara Darby
“I applaud, commend and value your ‘commitment to our core
competencies of teaching and learning’. This is why we exist! It has been
my fortune to work along with you to make a real difference in the lives
of so many. Please feel a sense of pride about your work this year … I
certainly do.”
The letter further calls to remembrance specific achievements of
the team:
“We have seen the aesthetics of North Campus improve over the year
with renovated and remodeled facilities (name one renovated facility.)
The beauty of our grounds and serene campus atmosphere continues to
elicit compliments from students and all who are first-time visitors to the
campus (visualize your highest-ranked location on the campus grounds).
Overall enrollment has increased, and we have seen the addition of
several new programs. A number of new initiatives (summer camps,
holiday gift certificates, Continuing Workforce Education and
Enrollment Coordinator positions) have been implemented.”
The letter concludes with a leap to the near future.
“Looking to the 2001-2002 academic year, I anticipate new challenges
and opportunities that will stretch and cause us to grow. They have
been there in the past and this year will be no exception. What will be
different is our approach!
Direct your attention to our theme for the coming fall convocation –
Creativity: Exploring Your Potential. We will challenge ourselves to look
~ 66 ~

Wisdom from the Trenches
at old and new issues with different lenses and from different perspectives.
The net result will be clearer, broader, more complete and far-reaching
solutions.”
For the seventeen years of my leadership as campus president, all
employees received letters at the Christmas holiday break and at the end
of each academic year. These letters served to communicate many things
to the team, most important of which was my connection to each of
them, my reliance on them to advance the vision and mission,
appreciation for their hard work and accomplishments on behalf of our
students. At the highest level, the letter communicated my belief that we
were family. The message came directly from the leader, not through a
designated member of the team.
Community
One additional group of constituents to whom I knew it was
important to represent myself as the leader, was the North Jacksonville
and Nassau County communities. Our facilities resided in these
communities. We were neighbors.
The goal became how best to convey that we were the
community’s college campus and as such, our doors were open to our
neighbors. Our “Open Door” policy was communicated directly to
residents within the service area through a community newsletter mailed
to their homes, messages on the campus marquis, services provided by
~ 67 ~

Dr. Barbara Darby
students in various programs such as Cosmetology, Culinary Arts and
Dental Hygiene, which residents could access for a nominal fee. Lastly,
community programs such as an Annual Family Literacy Fair, A Taste of
North Campus, the Mallard Room Restaurant and “Holler for a Dollar”
at the Nassau Center, to mention a few, were developed and
implemented by the team to invite citizens unto our locations for a fun,
enjoyable learning experience. Wow – we had a great time getting to
know members of our community and inviting them to know who we
were and what we offered.
Regarding our community focus, Dean Joe Davis stated,
“Dr. Darby saw the position and its responsibilities as going beyond the
contractual limits. She constantly reminded us that we were part of a larger
community – a community of citizens and businesses that our campus had
a mandate and an obligation to find ways to serve. I was not just a dean,
but a member of the community, and in many ways that defined what I
was as an educator.”
The point of this chapter is to highlight the essential aspect of a
leader having a “face” that is visible to constituents, literally and
figuratively. Tom Peters frames it this way – “I’m trying to sell you the
discipline of, in fact, getting out of your office and getting close to where
the work is really done and working like hell to make sure the normal
course of affairs does not keep you from doing that.” I add, getting in
the hearts of those with whom you work and having them in your heart
is a powerful catalyst to great things happening in the workplace.
~ 68 ~

Wisdom from the Trenches
How to Swim with Sharks is the next stop on this leadership
journey. It is a chapter that captures my recollection of the intrigue of
navigating the tough waters of destructive institutional dynamics and
politics – real and imaginary.
“Every good and perfect gift is from above, coming down from the Father
of the heavenly lights, who does not change like shifting shadows.”
James 1: 17
(The New International Version)
~ 69 ~

Wisdom from the Trenches
CHAPTER 5
How to Swim with Sharks
The Sharks are Coming
Sharks are known to be active predators, at times dangerous to
humans (Merriam- Webster Dictionary, 2016). The mere mention of the
presence of sharks in bodies of water shared with humans, can elicit fear,
a sense of alertness, concern and even intimidation. The emotions
experienced by some humans regarding sharks are often associated with
the reported harm to human life and limb that can result from a chance
encounter with one of these inhabitants of the ocean.
~ 71 ~

Dr. Barbara Darby
Along my leadership journey, I have had encounters with humans
who raised my sense of alertness, caused concern and who even behaved
in a manner that I viewed as deliberately intimidating. I branded such
individuals “corporate sharks and corporate bullies.” Some had the
power and position to cause harm and confusion. Others seemed to be
in a continuous state of attack and still others delighted in simply being
like “bull sharks”- predators on the hunt. I found a common thread in
their behavior. One never knew when or in what manner their
treacherous actions would occur because the direct route to address
differences was rarely their preference. Starting a false rumor, writing an
anonymous letter, discussing differences behind someone’s back, using
innuendos and telling falsehoods were the instruments best suited to
their intent to bring harm.
Leadership can often be situational, requiring different strategies,
approaches and perspectives, while maintaining authenticity, integrity
and transparency. This is especially true when “swimming with sharks.”
The goal is to remain whole and to continue the work and pursuit of
goals. Some of my experiences support my beliefs.
In the Shark Tank
My earliest recollection of “swimming with sharks” resulted in a
lesson from my mother on how I should address the situation. I was in
elementary school and while walking to school each day, I would be
~ 72 ~

Wisdom from the Trenches
teased by two sisters. Their teasing targeted a portfolio I carried with
me. These sisters started calling me “portfolio” in a teasing manner. As
most children would, I reported the teasing to my mother. Her advice
was twofold – first, ignore the girls for they were simply jealous because
they did not have one. But, secondly, my mother wanted me to be
prepared if the “sharks” launched a physical attack. She taught me how
to put my fists up to fight in self-defense. The wisdom gained from this
experience was the value of not being drawn into conflict if you
understand the opponent’s motivation. And, plan B was preparation to
safeguard one’s well-being from the untoward effects of an attack. In
other words, have a plan to fight back when necessary.
As I relocated to Jacksonville from New York in the early 1970s
and while working for the Duval County Family Planning Project, I
experienced a “shark attack.” My colleague and the program
administrator invited me to a meeting in the administrator’s office
(“shark tank”) to discuss statements I made to a physician about the
disrespectful tone in which he addressed patients in the clinic. In this
instance, while fear of becoming unemployed for insubordination might
have caused me to make a different decision, I chose not to ignore or to
be silent about my observations. I had witnessed a pattern of
disrespectful, condescending and demeaning communication with the
mostly African-American patients being served by the clinic. I spoke to
the physician about the need to treat everyone with dignity and respect
regardless of economic status. No doubt, he complained to the clinic
administrator and I was called in to quiet my voice of advocacy on behalf
~ 73 ~

Dr. Barbara Darby
of the patients we were there to serve. In the “shark tank,” I did not
retreat from my position. I stated clearly that I was more concerned
about doing what I knew to be right. I was not dismissed from my
position nor did I stop being insistent that our patients receive the
respect they deserved. I have maintained professional friendships over
the years with some of the Residents with whom I served in the clinic.
As we have reflected on our shared experiences, I have been told by
some such as Dr. Reuben Brigety, Dr. Wade Barnes and Dr. Herman
Miller that, from my example, they learned how to be compassionate
and caring healthcare professionals. I count their statements an
affirmation of my choice of action in the “shark tank” so many years
ago.
During my tenure in higher education, my experiences
“swimming with sharks” took on a new, interesting, and at times, more
intense character. These experiences often sought to do harm to my
viability as a leader within the institution, to my reputation and to the
trust and respect I enjoyed with my superiors and colleagues. Along the
way, I learned many lessons, experienced stress, gained inner strength,
grew in wisdom as a leader and ultimately succeeded despite very clear
and present danger. What sustained me during these times of challenge?
My faith, my family, my mentors and inner fortitude all played a role in
not simply surviving but, remaining whole through it all.
~ 74 ~

Wisdom from the Trenches
And the Sharks Keep Coming
My initial administrative position at Florida State College at
Jacksonville, then Florida Community College, was as the Program
Manager for Nursing/Nursing Related Programs. I became the leader
of the department in which I served as a faculty member and was now
the supervising administrator for those with whom I had worked for
approximately nine years. While I was cautioned to expect that the
dynamics would change, I did not anticipate that a handful of my nursing
colleagues would actively plot to oppose and undermine my
advancement to the position of Campus President, eight years after my
role as the leader in Nursing. I learned never to underestimate the extent
to which opposers will go in their attempts to derail the person they
oppose. It was a valuable lesson to learn because it removed the element
of surprise and disbelief from all similar future occurrences. I also
learned that God provides a remnant of supporters to protect, alert, care
for and uphold you during “shark attacks.” Throughout my leadership
tenure, I was blessed to be surrounded by more people of good will than
those who sought to bring harm.
The nursing faculty was famous for its celebrations of various
occasions – birthdays, engagements, farewells, holidays, retirements and
more. In pot-luck fashion, each member would bring a specialty dish
and we enjoyed good food and fellowship. Gifts and greeting cards were
presented on special occasions to the Campus Provost and other leaders
on the campus at Christmas. There was a standing committee called the
~ 75 ~

Dr. Barbara Darby
Sunshine Committee that coordinated these celebrations and
expressions. Each faculty member contributed twenty-five dollars per
semester to support some of the expenses. When my husband, John and
I became engaged, there was a lovely luncheon planned for us in the
Mallard Room, the campus restaurant. At that time, I was serving in the
role of Dean of the Health Sciences Programs with an office in the
administrative suite. Responsible now for all health programs, I was one
administrative level removed from the nursing team.
In contrast, when I was named to the position of Campus
President, there was no congratulatory message or expression from the
Nursing faculty as a group, for this first-time achievement of one of
“their own.” However, the African-American members of the faculty
planned and implemented a wonderful celebration of my appointment
at my home. The members of Delta Sigma Theta Sorority, Inc.,
Jacksonville Alumnae Chapter hosted a beautiful community-wide
reception in my honor at the then Hilton Hotel – Airport. Elected city
officials, community leaders, family and friends were in attendance.
Additionally, congratulatory email messages, greeting cards, flowers,
dish-gardens and a variety of remembrances were received from
employees, community members, friends and family. Mayor John
Delaney signed a resolution declaring November 1998 as Dr. Barbara
Darby month. It was all very humbling and heartwarming.
~ 76 ~

Wisdom from the Trenches
Sharks Everywhere
Interestingly, I was aware that one nursing faculty member who
had long been my nemesis, had organized a group of four to five other
faculty members to oppose my candidacy for the position of Campus
President. Because I typically kept my office door open, one day I
witnessed this group of faculty pass by my office as they went into the
Interim Campus President’s office, a very short distance from my office,
in the administrative suite. Soon after their visit, I was asked to come to
the Interim Campus President’s Office where she informed me of the
reason for the visit by the group of nursing faculty. They told the Interim
Campus President that I had made a decision that impacted the faculty
without discussing it with them and getting their input. Because of my
penchant for memorializing, in writing, meetings, conferences and
conversations, I was able to refute their report. Moreover, the Program
Manager of the Nursing Programs confirmed that I had indeed held the
discussions with faculty and had followed-up in writing. As I recalled
this episode, I was reminded of valuable advice that has been helpful on
more than one occasion – ‘When you are criticized, if it is not true, just
let it roll. If it is true, change your ways.’ In other words, strive to never
give credence to what your enemies might say.
A few weeks prior to my retirement, I learned for the first time,
from a staff member in the Nursing Department, that this faculty
member tried unsuccessfully to circulate a petition against my being
appointed to the position of North Campus President. I had no
~ 77 ~

Dr. Barbara Darby
knowledge of this for the seventeen years I served in the role.
Throughout my tenure, this individual tried to orchestrate any number
of situations that she thought would be harmful to me in my leadership
role. As a faculty senator on the Faculty Senate, she became the source
of misleading information, fabrications and the instigator of unrest in
the department of nursing. There were times that members of the staff,
the faculty and the student body came to my office with complaints and
concerns that had every appearance of “bullying” on the part of this
individual. My nemesis remained an active shark seeking to do harm in
any way possible until she retired. Because of my experience with this
individual, I understood the Apostle Paul when in 2 Corinthians 12: 7b
– 9, (The New International Version), he wrote, “Therefore in order to
keep me from becoming conceited, I was given a thorn in my flesh, a
messenger of Satan, to torment me. Three times I pleaded with the Lord
to take it away from me. But He said to me, ‘My grace is sufficient for
you, for my power is made perfect in weakness.’ Despite the various
ways in which she sought to undermine my leadership, she never
prevailed, and I give thanks and praise to God for the invisible shark
cage, without boundaries, in which He kept me enveloped.
There were times when the shark attacks would occur among
individuals or groups with opposing viewpoints -- student to student,
faculty to faculty, faculty to student, administrator to faculty,
administrator to student, staff to staff and every other conceivable
combination. My intuition and sensibility led me to utilize conflict
resolution principles and negotiation skills in these situations. It was
~ 78 ~

Wisdom from the Trenches
always helpful and revealing to get the individuals involved in the
conflict in the same room – face to face. This strategy seemed to bring
constraint to what individuals would state in those conversations versus
what they might say to me alone in a one on one session. The goal was
to get each side to identify their need in the conflict as well as desired
outcome. Once these were articulated, they could more readily discuss
remedies, points of agreement and areas for compromise to bring
resolution to their differences. I found this approach to be valuable,
especially with conflict among individuals.
Sharks in Suits
Around the executive table, I had to first learn the “attack”
strategies of my colleagues. Dr. Duane Dumbleton, my colleague,
mentor and role model, who sat next to me in my early transition to the
executive team was most helpful and provided valuable counsel. Two
colleagues had the habit of throwing “hand grenades” on the discussion
table. These “hand grenades” would often be in the form of an
incendiary statement, comment or outright criticism directed at another
colleague around the table. One example that I vividly recall was, “Some
people around the table do not know what they are doing.” No one
knew who the statement was directed to but, it elicited strong rebuttals
from those seated around the table. It also changed the tenor of the
meeting.
~ 79 ~

Dr. Barbara Darby
Initially, I would take the bait. After all, how could I allow
inaccurate statements to go unanswered? Dr. Dumbleton taught me
how to leave the “hand grenades” on the table. When that was done, the
grenades seldom had an opportunity to explode. So, one helpful strategy
became learning to ignore some “shark attacks.” Not everything was
worthy of a response and in the long run, very little was. Left alone,
many of the situations had no fins and would not travel anywhere-- a
valuable leadership lesson to learn!
Another important understanding about addressing “shark
attacks” is knowing when it is yours to manage or should be punted-up.
I recall one of my executive colleagues acted to re-purpose a resource
that was attached to the Culinary & Hospitality Institute, housed at the
North Campus, without consultation, conversation, input, collaboration
or notification. I became aware of the plan while in a meeting with this
individual and others. I spoke to the unacceptability of the approach
during the meeting but, knew that the issue had more serious
ramifications and had to be addressed by our mutual supervisor, Dr.
Steven Wallace.
First, the proposed action was an affront to my leadership of the
campus and its programs. Secondly, there were discriminatory elements
to the action as I believed that this individual would not have acted
similarly with a male or a white counterpart. I scheduled a meeting with
Dr. Wallace and in that meeting advised him of my concerns. I indicated
that I found my colleague’s action unacceptable and requested that he
address the issue with my colleague since this colleague reported directly
~ 80 ~

Wisdom from the Trenches
to Dr. Wallace. Following the meeting with Dr. Wallace, the situation
was resolved to my satisfaction, clarity was brought to role
responsibilities and the need for respectful and collegial interactions was
addressed. Michelle Obama’s adage sums up this approach well –
“When they go low, we go high.” (Obama, 2016).
Closing Thoughts
As a little girl, I often heard my grandmother, May Adelita
Fairclough Stephens say, “Honey is sweeter than vinegar” and “You can
catch more flies with honey than with vinegar.” I applied the wisdom of
these words by incorporating the strength of a smile always, especially
in my times of challenge, opposition and stress. If I was ignoring a
“shark attack,” I was smiling. If I was fighting back, I was smiling. If I
was punting-up, I was smiling. If I was arbitrating, I was smiling. If I was
being attacked, I was smiling. My smile was always the evidence that I
was whole as I swam with sharks!
Growth in a leadership role comes with experience and
opportunities to grow professionally and personally. Grow, grow, grow
follows with my narrative about its importance and benefits. The
leadership journey continues in chapter six.
~ 81 ~

Dr. Barbara Darby
“Do not be afraid or discouraged of this vast army. For the battle is
not yours, but God’s.”
2 Chronicles 20: 15b
(New International Version)
~ 82 ~

Chapter 6
Grow, Grow, Grow!
Most living things require nurturing and nourishment to sustain
life and to thrive. The human intellect is likewise needful. Without the
stimulation of new information and knowledge we can quickly become
stagnant and even obsolete in our approaches to our work. In an earlier
chapter, I spoke about the imperative of making daily deposits into my
spiritual bank account. My spiritual strength from day to day was the
foundation of my inner peace no matter what a day presented.
Sharpening the saw, the seventh of Steven Covey’s Seven Habits
of Highly Effective People (1989) addresses the importance of renewal
and refueling in the life of leaders. The practice of exposing ourselves to

Dr. Barbara Darby
experiences, activities, people and circumstances that build capacity in
every aspect of who we are as human beings – spiritually, physically,
intellectually, psychologically and socially -- has innumerable benefits.
Covey states “You increase your capacity to produce and handle the
challenges around you. Without this renewal, the body becomes weak,
the mind mechanical, the emotions raw, the spirit insensitive and the
person selfish.” (Covey, 1989). This is not the picture of a leader at his
or her best. Since this book is about leadership, I focus my attention
more pointedly on renewal through professional development activities.
Focus on You!
My energy level is highest in the early part of the day and
therefore, I have always chosen to perform my more difficult, most
physically or intellectually demanding or least liked tasks and activities in
the early part of the day. Meditation is first because I recognize the
benefits of centering, inner peace and spiritual fortitude I derive from
starting my day in communication with God. Physical exercise followed
closely because I knew if I did not get it done at the beginning of the
day, it would not get done. But, exercise energizes my body and
stimulates my thought processes, likely due to the increased oxygen to
all my cells with the release of endorphins! Exercise is also a great way
to manage the stress that comes with leading. It is a great way to start
any day and I highly recommend its inclusion into every leader’s daily
schedule.
~ 84 ~

Wisdom from the Trenches
The importance of renewal cannot be stressed too much. It keeps
the leader in the - How can I do what I do well, even better? How can I
reinvent the company? How can I reframe my approach to business?
How do I re-imagine what we are doing? All are important and necessary
questions when we pursue excellence! A myriad of strategies are
available for leaders to refuel, renew, re-start, re-charge and simply
reinforce themselves to do their jobs at the highest possible level. Some
strategies include seeking higher educational credentials or special
certifications, attending professional and other conferences, taking-on
leadership roles or becoming members of Boards and other community
organizations, reading a wide array of materials, sabbaticals, participating
in leadership development programs and seeking memberships in
professional organizations.
Along my leadership journey, many of the previously mentioned
strategies served me well as I sought to expand my leadership capacity.
My discussion of several strategies will illustrate the priceless growth
opportunities I was afforded.
Growing is Preparation
In 1987, I was elected as the President of the Jacksonville
Alumnae Chapter of Delta Sigma Theta Sorority, Inc. While I served for
two terms, this role began a year before my first administrative position
at Florida State College at Jacksonville. The role of chapter president
~ 85 ~

Dr. Barbara Darby
enhanced my personal and professional growth as it prepared me for my
first administrative role at the college. I learned how to lead a team of
professionals, to delegate with accountability, to lead with a vision, to
develop and evaluate programs, to plan and lead effective meetings, to
learn the basics of parliamentary procedure and to deal with difficult
people and situations.
As an international organization, we met in conference regionally
and nationally, which meant I had the opportunity to meet and learn
from other members from across the nation. The national and regional
leaders of the organization are accomplished professionals in a variety
of fields. I was able to observe and learn from leaders who had been
leading for much longer than I had and who made it all seem so easy. In
retrospect, I can say now that I know it was not easy to lead an
organization of more than 300,000 college educated, professional
women. At the conferences, held annually, there were always prominent
national leaders invited to address the membership. These conferences
were fertile ground for networking, sharing information, cultivating new
friendships and most of all learning.
The professional associations and work-related conferences I
attended, provided similar benefits in terms of the information sharing
and knowledge gained. If I made it a point to sit with new people at the
luncheons and dinners that are often a part of these conferences, it was
possible to participate in a rich discussion and exchange of best practices
and strategies.
~ 86 ~

Wisdom from the Trenches
Another benefit associated with the conferences was the access to
a marketplace filled with vendors of every description who were selling
educational materials, programs, equipment and support services to
assist colleges and universities. I always left these meetings with several
pearls of wisdom that I could apply or adapt when I returned home.
Often, I left these meetings beaming about how much more we were
doing in Jacksonville in comparison to institutions in other cities.
One of the jewels that I delved into at one of these meetings and
brought back to the nursing faculty was a system of nationally
standardized testing for every course in the nursing curriculum. This
comprehensive online testing package was based on the National
Certification Licensure Examination (NCLEX) which all graduate
nurses must successfully complete to practice the profession of nursing.
The faculty voted to adopt this system of standardized testing which
included a report for the students and faculty about performance on
every test item. The report also provided comparative data analyses that
assisted faculty and administration to assess the students’ performance
against other nursing programs in the State of Florida and across the
country. The faculty also had the flexibility of customizing questions
based on our curriculum as curricula vary from college to college.
During a period of declining pass rates on the NCLEX nationally, this
testing program proved to be invaluable. Program policies were revised
to utilize scores on these examinations as a component of a student’s
course grade and in the final semester of the program, a requirement to
attain a minimum score on the comprehensive assessment was added.
~ 87 ~

Dr. Barbara Darby
The result of these changes was a progressive increase in the NCLEX
pass rates for the nursing program over time. Needless to say, this was
a good outcome stemming from adopting a best practice gleaned from
attending a professional meeting.
Leadership Development Programs a Blessing
Leadership development experiences were particularly beneficial
along my leadership journey and I had the opportunity to participate in
some excellent programs. Some were sponsored by the college, others
were community-based and yet others were nationally recognized
programs. My posture was always to take advantage of whatever learning
experiences I could. Preparation begins before opportunity knocks.
When opportunity knocks, the prepared individual is poised to step into
the opportunity confidently.
One of the earliest opportunities I applied for was a Leadership
Program for Women and Minorities offered by Florida State College at
Jacksonville. Those selected, participated in a year-long program
consisting of program days with specific leadership topics presented by
subject matter experts. Participants were placed into small groups and
had to identify an issue, need, problem or opportunity within the
institution and to develop a plan to address the situation. The plan would
ultimately be presented to the College’s Executive team. The experience
created a network of aspiring leaders who worked collaboratively as a
~ 88 ~

Wisdom from the Trenches
team, learned more about the institution, its resources, leaders and
operations. While the participants were not promised any promotions as
a result of completing the program, I will say that we were all positioned
to be competitive in any searches for which we threw our hats in the
ring. So much so, that when the College created a new mid-level
administrative role of Assistant Dean, many of the leadership program
participants submitted applications and were selected for several of the
positions that opened-up. I became the Assistant Dean for Nursing.
Preparation pays dividends!
My first community-based leadership development program was
the inaugural class of Project Blueprint. Acceptance to this program and
others like it was competitive, based on the weight of one’s application
as measured against the acceptance criteria. Typically, there were more
applicants than available seats. Project Blueprint was a program designed
to prepare minorities to serve on local boards of directors and provided
year-long exposure to community agencies, their leaders, boards of
directors, operational structure, fiduciary responsibility and value to the
community. Again, selected as a cohort, participants formed a bond and
a network of support that in many cases continue today. For example,
Joyce Morgan Danford, who at that time was a local TV station anchor
and now serves as a Councilwoman on the Jacksonville City Council,
and I have had a long-standing connection based on our participation as
classmates in the first class of Project Blueprint.
The final months of the program involved an internship with a
local board. My internship experience was with Family Counseling
~ 89 ~

Dr. Barbara Darby
Services, Inc., an agency which provided counseling support for
children, individuals and for families. Upon completing Project
Blueprint, I rotated on to the board of the agency as a regular board
member. While, I had previously served on the Branch Administration
Committee for the A. L. Lewis Branch of the Young Women’s Christian
Association (YWCA), this was one of my early appointments to a board
of directors.
In 1993, I applied for and was selected to participate in Leadership
Jacksonville (LJ) with classmates such as Michael Stewart, Ju’Coby
Pittman, Elaine Tisdale, Sandra Hull-Richardson, Alberta Hipps and
others. Again, a highly competitive process, I did not allow the specter
of competition and the risk of rejection to deter me from the
opportunity. I am reminded of several adages in this regard-- no risk, no
gain; if at first you don’t succeed, try and try again; failure is not final,
just a place of reflection and refueling for the next quantum leap!
Leadership Jacksonville gave us a solid understanding of the Jacksonville
community by exposing the class to the state of affairs locally through
themed program days such as, Poverty, Economic Development,
Education, Government, Criminal Justice, Health Care and the Arts.
With an opening and closing retreat as bookends and program days once
per month for a year, we met as a group in various locations in the
community and listened to and exchanged perspectives on issues of
importance with individuals thought to be the movers and shakers in the
area (Mayor, Superintendent of Schools, Sheriff, and CEOs.) The
program included leadership skills development through a variety of
~ 90 ~

Wisdom from the Trenches
strategies such as Asset Mapping, Meyers Briggs Personality
Assessment, Visioning and more. It was an exciting year and the
friendships we formed among class members are immutable to this day.
The network of LJ Alumni is strong and supportive as we continue to
support the organization by serving on committees and attending
sponsored events. I had the distinct honor of serving as the
organization’s Board Chair and being recognized at one of its
Celebration Fundraising Events for service to the community. I
continue to participate when called upon to serve. My participation in
LJ led to participation in the Northeast Florida Regional Leadership
Academy in 2005 where we focused on issues impacting Northeast
Florida; Leadership America in 2011 in Washington, DC focused on
issues from a national perspective. Memorable moments from my
Leadership America experience included the dynamic class of women
that were assembled from across the nation, our sessions in various
states – San Francisco, Texas, Washington, D. C., our session at the
Washington Press Club with the late Helen Thomas, the reporter who
covered the White House during the administration of ten presidents.
My Leadership Florida experience was no less stimulating and rewarding
than any of the others in which I was blessed to be a participant. As with
the other programs, my classmates were accomplished leaders –
scientists, artists, politicians, attorneys, business owners, non-profit
leaders, and CEOs, to mention a few. Among them was Andrew Gillum
who was elected as the Mayor of Tallahassee, Florida since completing
the program and who was the 2018 Democratic Party candidate for the
governorship of the State of Florida.
~ 91 ~

Dr. Barbara Darby
I remember with fondness my participation in the National
Institute for Leadership Development, led at the time, by a uniquely
special leader, Dr. Carolyn Desjardins. I am thankful for the crossing of
our paths. Held in Scottsdale, Arizona, the program was an immersion
leadership development program for women seeking mid to executive
level administrative roles in higher education, particularly the role of
president. A dynamic and transformational program, my most impactful
memory, besides the exceptional women with whom I shared the
experience, was the actual preparation I received for seeking the position
of president in higher education. We each were prepped for “the search
committee interview,” negotiating a contract, articulating a vision and
more. Our simulated interviews were taped, analyzed and individual
feedback provided with areas for improvement, along with a copy of our
tape. I recall one of my feedback points was my tendency to let the
pitch/tone of my voice go up at the end of my sentences. The experience
was one of the most supportive and reaffirming of women and their
leadership opportunities in my memory. Several of my classmates,
whose careers I followed, went on to serve in high-level administrative
positions in higher education.
My best friend, Barbara Tolliver Haskins, was living in Lincoln,
Nebraska and working with State Farm Insurance Company as a Vice
President for Operations in 1998. She informed me of the Gallup
Leadership Institute and recommended I consider attending the Gallup
Premier Leadership program. It was an intensive week-long program
held in Lincoln, Nebraska in November. I had been selected to be the
~ 92 ~

Wisdom from the Trenches
Campus President of the North Campus and the Nassau Center of
Florida State College in April of the same year and would need to
persuade, my boss, Dr. Steven Wallace, that this was a once-in-a-lifetime
opportunity that I should experience. Well, I succeeded in my appeal to
Steve and off I went to a very cold Nebraska.
One of my classmates was Stedman Graham. Another was the
Mayor of the City of Laredo, Texas, Betty Flores. Others were seniorlevel
executives of large corporations such as Searle Pharmaceuticals,
Phillips Petroleum Co., the Reformed Church in America and more. The
depth and breadth of this Institute was like none I had experienced
previously. Based on research, its focus was to help participants to
pinpoint their leadership strengths and manage their weaknesses in
pursuit of excellence. 19
I have chosen to say much more about this professional
development experience because of the transformational impact it had
on my leadership practice upon my return to Jacksonville. Prior to our
arrival in Lincoln, Nebraska, participants were required to complete an
online self-assessment known as the Gallup Workplace Audit. My direct
reports at the College and faculty did the same. Dr. Wallace also
provided feedback about my leadership through a Gallup survey.
Among the highlights of the institute were: 1) A unique, comprehensive
leadership profile for each participant; 2) A report from a 360 Degree
Feedback Survey completed by members of our teams about how they
perceived our leadership strengths and effectiveness and how to manage
those perceptions; 3) Exploration of the Seven Demands of Leadership;
~ 93 ~

Dr. Barbara Darby
4) An understanding of our team members’ perception of the work
environment and culture; 5) One on one consulting time with a Gallup
professional consultant assigned to each participant (Gallup,1998.) The
premise of the research-based program is that we lead best when we lead
from our strengths and talents.
The topics covered in each session were eye-opening, challenging,
thought-provoking and often led to self-examination and selfassessment.
As was true for me, I believe that the self-examination and
self-assessment shaped the formulation of strategies to maximize our
strengths and to manage our weaknesses. Once we arrived in Lincoln
for the institute, we each received a comprehensive Leadership Profile
based on the online surveys completed by many of our workplace
stakeholders back at home.
My personal Leadership Profile, prepared by my Gallup
consultant, was a six-page report based on the sum of input received
from various sources. A few excerpts from my profile are provided to
illustrate the valuable information contained in our profiles. My leadingedge
strength was identified as achievement orientation. It keeps me on
the move – thinking about the next big goal, the next big challenge.
Ironically, a weakness to be managed is a by-product of strong achievers
– it is overcommitment. My consultant wrote, “In the mind of an
achiever, there is always room in one’s day to do one more thing! Those
close to Barbara may likely worry about Barbara burning-out.” To this
date, I have not mastered the art of saying “No!” and so I often find
~ 94 ~

Wisdom from the Trenches
myself balancing an over-committed schedule. I am still a work in
progress for sure!
A second strength identified in my profile was referred to as
Relator. It is addressed in this manner, “Barbara’s religious beliefs are
important cornerstones to her values. She wants to be able to touch the
lives of people and make a difference. She believes in the dignity of the
human being and she reveals a great capacity for acceptance of others.
It is her relational strengths that allow her to create a following of people
who have confidence in her ability to lead.” Finally, I will share that in
reviewing the results of the Gallup Workplace Audit, I learned that
members of my team did not feel recognized and praised for doing a
good job. This finding was among those that provided an opportunity
for growth and strengthening my leadership skills. I determined a
number of ways to provide authentic recognition to team members and
encouraged direct reports to do the same with their teams. As a result
of my Gallup Leadership Institute experience, I left Nebraska with a list
of goals I would be working on as I continued my journey early in my
role as Campus President. Prominent among my goals was scheduling
individual meetings with my direct-reports and with Dr. Wallace, and
sharing my vision with employees more frequently.
I concur with Ron Beegle, a past Gallup Institute participant who
offered the following comment about his experience – “The Premier
Leadership Program provided me a rare opportunity to slow down and
take a good, long and hard look in the mirror. The program provided
~ 95 ~

Dr. Barbara Darby
me with a wonderful opportunity to get to know me better,” (Gallup,
1998).
Final Thoughts
Indeed, as I grow in knowledge of my strengths as well as areas
for growth, if I am willing to do the inner work, I not only become a
better leader but a better person as well.
Journal articles, research papers, books, mentors, monographs
and other materials are but a few examples of other sources of
professional and personal growth for leaders. Conference participation
can be costly when you consider registration fees, travel, meals, room
and board. But, even so, a leader must be willing to invest in self if the
organization will or cannot. The benefits are innumerable and longlasting.
What’s more, your outcomes as a leader will far exceed your
expectations! As the leader grows, he or she must make certain that the
team as a whole is also growing. My next chapter will highlight teams,
their value to the organization and the leader’s success.
“All scripture is God breathed and is useful for teaching, rebuking,
correcting and training in righteousness, so that the servant of God may be
thoroughly equipped for every good work.”
2 Timothy 3: 16 – 17
(New International Version)
~ 96 ~

Chapter 7
Choose Further Rather than Faster
High Performing Teams
The title of this chapter was inspired by an African proverb that
advises that if you want to go fast, go alone. If you want to go far, go
together, (PassItOn.com, 2018). The Proverb aptly describes the value
of a team – a collective of individuals working toward a common goal
or goals. There is a certain “magic” about a team that works well
together. Though consisting of very different and unique individuals, the
members work together effectively to create results. We’ve all seen the
process work when watching professional sports teams in their

Dr. Barbara Darby
respective field of endeavor. Every member knows the goal – to win the
game. Every member has unique talents that qualify the person to be on
the team. Team members are expected to contribute those talents at the
highest level every time they are on the field of play. Performance must
be kept at high levels through physical and mental development and
disciplined practice. And, at times, the contribution must be given at a
sacrificial level.
As a Senior Leader in high school, I recall that our drills required
precision, coordination, repetitious practice, knowledge, skills and an
understanding of the goal – impeccable, precision drills, every time.
Each squad was a team – a group of students in pursuit of the same
(common) goal and willing to dedicate the time to do what we did well,
even better.
Strength of a Team - Priceless
Over the course of my career, I have had the special privilege of
working with and leading exceptional teams. In my role as a Shift Charge
Nurse at the Veterans Administration Hospital in New York, I worked
with a team of professional nurses and we were charged with the care of
the patients in the Surgical Intensive Care Unit. It required that we work
closely together to achieve a common goal – to ensure the safety and
well-being of individuals who were very ill. To do so, we needed first to
have the knowledge, qualifications, experience and skills gained through
~ 98 ~

Wisdom from the Trenches
our nursing education. We also needed information about the patients
from the departing team as is typically shared during a change-of-shift
report. To that information we added the resources provided within the
unit – nursing assistants, equipment, medications, treatments of various
kinds and access to a telephone to communicate with physicians and
other departments in the hospital. None of the aforementioned would
be of value, without a plan for how best to meet the goal. Our plan was
executed through assignments, wherein, the acuity level of the patient
determined if a nurse had one or two patients to care for on a given
shift. The plan also anticipated additional patients being transferred to
the unit during the shift and who among us would assume the care of
each additional patient. While each nurse had a specific assignment, we
were each responsible for all of the patients and for achieving the goal
of safety and well-being for every patient in the unit. We knew that we
could count on each other to get the job done! Whenever one patient
experienced a medical crisis and the assigned nurse’s attention had to be
laser-focused on that patient and she had a second patient, another nurse
stepped-in to meet the needs of the second patient. No questions asked,
no drama or discussions about workload – the team understood the goal
– the safety and well-being of all the patients on the unit.
Organizations and Boards which I have had the honor to lead and
serve, have reflected the same essentials. Often, a collective of
community volunteers come together with the staff to achieve the
organization’s mission and vision. Multi-talented individuals, from
varied backgrounds and with a passion for the organization’s purpose,
~ 99 ~

Dr. Barbara Darby
work together to transform the community. Effective board teams, as
all other effective teams, can point to successful outcomes. This is the
highest mark a team can attain – goal achievement!
My Phenomenal Teams
I dedicate this chapter to all of the teams that I have had the
pleasure of leading, learning from and attaining extraordinary goals – as
a nurse, a community volunteer, educator and a higher education
administrator. My most expansive, challenging and rewarding team
experiences occurred at Florida State College at Jacksonville and will
garner the greatest attention in this chapter. I especially thank, salute and
acknowledge the teams that God blessed me to serve with during my
thirty-six-year career at the North Campus and the Nassau Center of
Florida State College at Jacksonville. Together we travelled further,
climbed higher and left a legacy that will long benefit citizens in
northeast Florida.
In every operational area, team members worked arduously to
meet the challenges of pursuing excellence on behalf of students. The
final seventeen years of my tenure at the College were particularly
exciting and rewarding because of the stellar work of my assistants Jan
Locker, Nancy McDuffie, Marti, Dane Ruser, Kimberly Earney and
Wanda Williams Davis, as well as the accomplishments of the leadership
team consisting of Joe Davis, Dean of Instruction, Dr. Melanie Ferren,
~ 100 ~

Wisdom from the Trenches
Dean of Workforce Development, Mrs. B. J. Hausman, Dean of
Students, Dr. Neal Henning, Dean of Workforce Development, Mr.
Don Hughes, Executive Director of the Nassau Center, Mr. Steve Park,
Director of Administrative Services, Dr. Brenda Simmons-Hutchins,
Executive Dean and Dr. Dana White, Dean of Liberal Arts.
Mentors such as Dr. Lois Gibson, Dr. Ezekiel Bryant, Mrs. Hettie
Mills and Dr. Jon Cosby modeled leadership styles that were warm,
personal, family oriented, dynamic and outcomes focused. I learned
from observing them, how to build effective teams early in my career at
the College. I would even say that my lessons were more along the lines
of how to build an effective “family-team.” My early observations led
me to invest in a well- known truism attributed to a number of
individuals – “People won’t care how much you know until they know
how much you care,” (Goodreads, 2018). Given that team members
spent more than fifty hours at work together during a week, we were like
a second family to each other. When one of us experienced joy, we all
shared that joy. Similarly, when life brought pain, loss, difficulties, all of
us shared in those as well. My colleague, Don Hughes, articulated his
experience as a member of my leadership team in this manner – “One
of the tenets of good leadership is caring for those on your team. Barbara
Darby cared deeply for all of her employees whether they were direct
reports or reported through intermediary supervisors. She always
addressed her several hundred employees by name and made great
efforts to stay abreast of their major life events. Her personal
communication to individuals who experienced losses of loved ones,
~ 101 ~

Dr. Barbara Darby
serious illnesses or who achieved a major professional or personal goal,
was always well received, appreciated and often comforting as she
demonstrated that she really cared. Employees who are genuinely cared
about tend to go the extra mile.”
It was of great importance to be “present” with and for my team
and so, I communicated with them often and in a variety of ways.
Whenever on campus, I would schedule time to visit a few departments,
faculty offices or classrooms. These were opportunities to simply say
hello, how are you doing, give and get a hug. When I stopped by a
classroom, I would make a few remarks to students expressing
appreciation that they had chosen the North Campus/Nassau Center
for their studies. I would invite them to visit my office or seek me out if
they ever needed my assistance. Three or more times a week, I sent an
e-mail message to all employees at both sites that greeted them with:
“Good Morning North Campus/Nassau Center: Changing lives…One
Student at a Time.” Updates about projects, upcoming events,
recognitions for outstanding contributions and other topics were often
covered in these brief messages.
At the beginning of each academic year, at Christmas and other
special occasions, I wrote a letter, personally signed with my first name
only and sent it by U.S. mail to the home address of every
campus/center employee, expressing thanks for their hard work,
celebrating their accomplishments, previewing upcoming events and on
occasion addressing a social or national situation that was timely
addressed in this way. In a letter I sent in August of 2003, I said: “Our
~ 102 ~

Wisdom from the Trenches
team continues to thrive because of the strengths that each individual
brings to the whole. We can boast a number of accomplishments among
the challenges that have clearly tested our resolve, patience and unity.
Our mission to serve students, businesses and the community has been
the common theme and often the invisible life-force that has kept us
along the way. I commend you for making students first! Our faculty
has led the way by maintaining standards of excellence in the teaching
and learning process while guiding students toward academic success.
The exemplary support and skills of North Campus Career employees
have been the glue holding us all together. The administrative team has
superbly sustained and supported all campus personnel, activities and
operations. Our beautiful campus continues to be admired by new and
repeat visitors because of the work of our Plant Services Team. It is a
special privilege and indeed a blessing to work with you.”
Building Effective Teams
Effective teams don’t just happen! Building the team is the
beginning step in the process. Sometimes a new leader will inherit an
executive team already in place. It serves the new leader well to get to
know the team members’ talents, skills, contributions and interests. In
my case, I had a great mix of leaders who had worked for the College
for many years and were well seasoned and experienced administrators,
(Davis, Hughes, Hausman and Simmons-Hutchins). I had the
opportunity to add new leaders to the executive team, (Deans Henning,
~ 103 ~

Dr. Barbara Darby
White, Ferren and Director Park). Important in the selection process
was to add new members that possessed qualities and talents that were
perhaps missing on the team or that would round the team out. When
building a team, a leader must not simply select individuals who are just
like the leader. The goal should be to select individuals who will bring
skills and talents that the leader may not have as strengths, who will ask
the hard questions, who will push-back on ideas that have not been well
thought through and who will challenge the status quo. This is not an
easy thing for some leaders to do, even when they want to do so.
Group dynamics are always at play when a new group is
constituted and each time a new member is added to an existing team.
A leader must recognize the impact of this phenomenon and facilitate
the group’s transition through to effective performance. Failure to
matriculate through the phases of this phenomenon will decidedly
impact the team’s ability to be productive. Numerous scholarly articles
and books describe the phenomenon of group formation – coming
together: forming; storming: infighting and positioning; norming:
establishing ways of operations and ultimately, performing: effectively
fulfilling its mission, (Egolf & Chester, 2013). As a leader, I witnessed
the phenomenon in the early stages of building my leadership team at
the North Campus/Nassau Center. Oh but, once the team got to the
“performing” stage, they were unbeatable in excellence, productivity,
achievements and service to our students and community. They truly
exemplified our initial vision of “The Campus of Choice.” Our students
felt that the team was there to work on their behalf and to facilitate their
~ 104 ~

Wisdom from the Trenches
journey to successful completion of the selected program of study. Dean
Joe Davis captured our team’s focus on students in this manner – “Dr.
Darby always seemed to try to narrow the focus of a problem to the
group that was most impacted by a decision. The first priority in her
mind was always the students. When approached about an issue, she
would always ask, ‘Does this help the student?’ and if it did, she wanted
to know how and to what extent the students would be benefitted. The
student priority stayed with me and seemed to be a decisive
consideration for anything I proposed doing as Dean. Dr. Darby often
repeated the maxim ‘We’re here to serve the students and I think that
applies to all levels of educational leadership…”
Teams Thrive in Pursuit of a Vision
The formation of the team is an important first step in building a
team that goes further. But, engaging the team in establishing a vision
for the plan of work is far more important, in my experience. The vision
becomes the beacon light that fuels every effort, every plan, every
activity, every decision. And while, visionary leaders are often spoken of
with great exultation, my belief, as a leader, was that creating a sharedvision
with my team would get us far more mileage, because of our
collective ownership. How was this to be done? I learned in one of my
doctoral studies courses that individuals will have a greater sense of
investment and buy-in for any idea in which they have been actively
engaged in framing and creating. Somehow the “sweat-equity” poured
~ 105 ~

Dr. Barbara Darby
into the development process allows them to feel connected and
responsible for seeing the idea become reality.
I was appointed as Campus President in April of 1998 and spent
my first three months meeting with the teams in each department to
learn more about their work on behalf of students, their aspirations and
needs. In July of 1998, we held the first of what would become an annual
practice – A Leadership Team Retreat. The Leadership Team consisted
of the leaders of every instructional and operational department on the
North Campus and Nassau Center, faculty representatives and student
government leaders. A second half-day session was held in September
of 1998. The purpose of the retreat was to engage the leaders of the
campus in a planning process that would frame our work on behalf of
students going forward. I personally led the visioning process
component of the retreat, utilizing skills and processes learned during
my Leadership Jacksonville experience. After two half-days of
interacting, sharing ideas, affirming and confirming plans and thinking
about the future, we came away with a vision statement and seven goals
which we aligned with the then college-wide mission and goals. The
vision was stated simply as: North Campus/Nassau Center: The
Campus of Choice. Inherent in the vision statement was our belief and
commitment to be the campus that students, employees and community
members would come to because we were student-centered,
technologically efficient, responsive, innovative, market-sensitive and
performance driven. From first impression to last impression, we would
be a welcoming place to visit and to pursue educational goals.
~ 106 ~

Wisdom from the Trenches
The team’s visioning process also resulted in the identification of
seven goals that would guide the team’s work over the coming years.
Each goal was defined contextually and had measurable strategies for
advancing to achievement status as well as a designated champion. The
goals resulting from the visioning at the retreat were:
1) Provide aesthetically pleasing learning environments and
facilities that support experiential learning and the integration
of technology.
2) Create a quality service-oriented environment.
3) Expand current programs and add new programs.
4) Establish partnerships with our communities of interest.
5) Initiate employee-directed teams to plan training and
development opportunities.
6) Increase visibility and access for the North Campus and the
Betty P. Cook Nassau Center.
7) Enhance campus-based performance and accountability.
It was Benjamin Franklin who is credited with saying that “failing
to plan is planning to fail.” 23 The North Campus/Nassau Center team
lived by its planning processes which engaged leaders and employees in
every area of campus operations and instruction. Through
representation on the leadership team, Student Exchange of Views and
the Student Government Association as well as the Student
Organizations Council, members had monthly opportunities to be
engaged in these processes. Faculty engagement was facilitated through
annual faculty retreats, faculty forums and Faculty Exchange of Views.
~ 107 ~

Dr. Barbara Darby
A planning and evaluation model was ultimately designed that tied all of
the necessary elements for success together. It is located at the end of
this chapter.
Following the initial planning process, I penned a memorandum
to every employee of the Campus and the Center, expressing
appreciation for their participation and contributions to the visioning
process. It read in part - “The excitement and agreement generated by
the visioning process were very encouraging and confirming. Thanks for
a productive and enjoyable experience. Attached you will find the goals
with strategies, all a result of the hard work at the two retreats. The entire
North Campus/Nassau Center team will also now have an opportunity
to react and respond to the plan which will guide us over the next few
years.” Enclosed with the memo was a response form for each employee
to anonymously indicate support or non-support for the goals and to
provide comments.
Continuity, Consistency,
Engagement, Productivity
Each summer, the Leadership Team Retreat had a theme that gave
focus to our work, our sharing, our connecting and our development.
The goals were revisited, progress reported, goal achievement
recognized and celebrated, revisions and updates shaped and agreed to.
At one retreat, the team revised the vision statement to: “North
~ 108 ~

Wisdom from the Trenches
Campus/Nassau Center: Changing lives…One Student at a Time,”
based on our recognition that our work on behalf and with students
resulted in significant positive life-changes as they matriculated and
completed their selected program of study. Their lives and the lives of
immediate family members would now change because of the expanding
opportunities for economic security and stability created by the
postsecondary degree or certificate they now held.
When we provide access, expand opportunities and build capacity
so that citizens who don’t see a way to a different economic trajectory
find themselves on track to do exactly that through education, we have
changed their lives, their children’s lives and their grandchildren’s lives.
In nursing, the addition of an evening-weekend option to complete the
associate degree as well as the practical nursing certificate, granted access
to citizens who could not have otherwise enrolled in these programs.
They were the bread-winners in their family and could not leave their
9am – 5pm jobs to enroll in these programs. The expansion of the
Bridge-Option Nursing program to enable Emergency Medical
Technicians (EMTs) to become Registered Nurses through an
accelerated program of study that recognized previous education and
experience was of benefit to many local EMTs who were desirous of
advancing in the health field. The development of the online Bachelor
of Science in Nursing Program expanded access for associate degreeprepared
nurses who wished to advance in their professional nursing
career. The Early College High School program at Ribault High School,
in partnership with Duval County Public Schools, was developed with
~ 109 ~

Dr. Barbara Darby
Dr. Carolyn Girardeau and other public-school district leaders. It is an
example of providing access to an accelerated college education through
the dual enrollment option. Students at Ribault High School would
complete college-level classes at the North Campus while concurrently
taking their high school classes, ultimately earning the associate in arts
degree and their high school diploma concurrently. Initiated in 2005, the
legacy continues and high school students and their families are still
benefitting educationally and economically.
When new programs of study were added to the College’s
educational offerings, they automatically opened new opportunities for
meaningful and rewarding careers for those citizens who enrolled. I am
very proud of the North Campus/Nassau Center Team’s track record
in developing new programs. Each of these programs required state
approved state-of-the-art facilities and equipment which were costly.
The College did not embark on these undertakings lightly. The campus
leadership team had to conduct a feasibility study in partnership with the
College’s Office of Workforce Development before a program could be
offered. The State Department of Education approval was also
necessary for new programs. The feasibility study provided information
on employment opportunities in the field in the northeast region of the
state (Region 8), the entry-level compensation which had to be within
the state’s high-wage job classification, accreditation and marketing
requirements as well as facility renovation and equipment costs. New
programs were never pursued on a whim. Much preliminary
documentation of need had to be compiled. But, the team I led was
~ 110 ~

Wisdom from the Trenches
never daunted by that prospect. A matter of fact, the team developed a
three-year new program planning priority list which it pursued with
fidelity and updated annually based on environmental scanning and high
demand job trends in the State.
Once the campus received approval to move forward with the
proposed program, the real work began. Standards-based curriculum
had to be developed, library holdings and learning materials had to be
identified and secured, laboratory development had to be planned,
facilities renovations had to be contracted to architectural firms,
program marketing to attract students had to be planned and initiated, a
program leader and faculty had to be recruited and hired, clinical
affiliation agreements were necessary for students to receive authentic
practical experiences, advisory committees consisting of professionals in
the respective fields had to be established, and planning to seek national
accreditation for the program was initiated, just to mention a few
elements of new program start-up.
The Physical Therapy Assistant Program was among one of the
early programs the team developed. A new state-of-the-art physical
therapy laboratory had to be planned, developed and equipment
purchased. Space on campus was identified and completely renovated
to host the laboratory and classroom. Graduates of this program work
with physical therapists to restore optimal musculoskeletal function
when impairment occurs as a result of injury, disease, surgery, or some
other form of trauma or condition. There has been a high-demand for
these healthcare workers over the years and graduates work in a variety
~ 111 ~

Dr. Barbara Darby
of settings. Recently, I needed physical therapy because of a walking
injury to my meniscus. When I went to the rehabilitation center in my
community, I was served by a graduate of the inaugural class of this
program. Needless to say, I was delighted to see him in the role and
doing well! A campus employee whose son completed the program
never failed to advise me of how well he was doing in his field. When I
would run into him in the community periodically, he personally
affirmed that he was doing very well because of the associate degree in
Physical Therapy Assisting he earned at the College. These encounters
with graduates of our programs in the community are not infrequent.
The new Associate in Science degree programs launched by the
North Campus/Nassau Center team included the Occupational
Therapist Assistant program which prepares its graduates to work with
individuals to assist them to return to or regain optimal ability to
perform activities of daily living. The closest Funeral Services Programs
to Jacksonville for many years were located in Atlanta, Georgia and
Miami. Local funeral directors asked the College to consider starting a
program locally. The North Campus Team successfully developed and
launched the Associate Degree Funeral Services Program followed a few
years letter by an Embalming certificate program and the development
of an Embalming Laboratory. Other programs included the Ophthalmic
Assistant Program, a Radiography Technician Program and the Human
Services Assistant Program. When the University of Florida started its
planning to develop the Proton Beam Center in Jacksonville, the North
Campus team was approached to develop a program to educate the
~ 112 ~

Wisdom from the Trenches
Radiation Therapist Assistants who would work with the Radiation
Oncologists to plan and implement the treatment for patients. Initially,
a one-year certificate program that prepared certified Radiography
Technicians to become Radiation Therapist Assistants was developed
and successfully launched to meet the employment needs of the new
center. Subsequently, a Radiation Therapy Assistant Associate in Science
degree program was added. A high-tech program with a very
sophisticated high-tech laboratory was launched at the Betty P. Cook
Nassau Center – Cardiovascular Technology to meet the growing need
for healthcare workers in this field.
The value and importance of creating career ladder opportunities
for citizens were not lost on the North Campus/Nassau Center team.
Many certificate programs from six months to one-year duration were
identified and developed to provide entry-level skills and access to
employment for many of our citizens. After some time in the field,
graduates could return to pursue advanced degrees or to add
certification levels that would expand their marketability and
advancement options. Among such programs were Florida Funeral
Director, Culinary Arts, Food and Beverage Management, Bartending,
Guests Services Specialist, Healthcare Informatics Specialist, Medical
Information Coder/Biller, Pharmacy Technician, Massage Therapy,
Case Management and Facials Specialty. When the College was
approved to offer workforce based bachelor degree programs, the
North Campus Team was among the leading development teams with
degrees such as the online Bachelor of Science in Nursing, Bachelor of
~ 113 ~

Dr. Barbara Darby
Science in Human Services and Bachelor of Applied Science in Public
Safety.
Team Accountability
Produces Great Outcomes
~ 114 ~
The North Campus/Nassau Center was responsible for all of the
health programs offered by the College. Uniquely, health programs must
obtain and maintain national accreditation through program-specific
accreditation agencies. Some programs like the Emergency Medical
Services programs and nursing, also have annual State required program
approval processes. These standards-based review processes are
intensive and extensive and designed to promote program quality and
excellence in the preparation of health care professionals nationally.
They require the performance of a self-study based on the national
standards addressing curriculum, faculty, resources, student outcomes,
student services, evaluation processes and others. A comprehensive selfstudy
report with separate appendices must be prepared by each
program and submitted to the accreditation agency by a specific date. A
visiting team of professional peer evaluators from other educational
programs, not in the State of Florida, visit the program on site to verify,
amplify and clarify information included in the program self-study. The
visiting team makes a written report to the accrediting agency following
the two to three-day on-site review. At a subsequent national meeting,
the accreditation council acts on the report. Several possible outcomes
were typically possible – continuing accreditation, continuing

Wisdom from the Trenches
accreditation with progress report, probation, withdrawal of
accreditation status. Each year, there would be at least two programs
undergoing the preparation process for an upcoming accreditation visit.
I am blessed to say that the team successfully acquired accreditation for
new programs and maintained the accreditation status for the programs
– a big undertaking with documented success.
As noted, the accreditation process was intensive and involved the
campus leadership team, collegewide departments like the budget office,
marketing, human resources, campus and collegewide leaders. The
program leader and faculty were responsible for performing the selfstudy
and preparing the report with the support of the leadership team.
Each member of the leadership team had review responsibility for a
specific standard in the report. For example, B. J. Hausman reviewed
and assisted as needed with the student services standard; Steve Park did
the same for the resources component, Dr. Neal Henning reviewed
curriculum if it was one of his programs, Dr. Melanie Ferren, if it was
one of hers, I reviewed the Outcomes/Evaluation Plan component, Dr.
White worked with the faculty component.
The College serves the community. That responsibility calls for
building partnerships to support the needs of employers, agencies,
government, organizations and other community entities. The North
Campus leadership team had a strong track record in forging
partnerships such as the one with Aetna Insurance Company. The
company had a need to fill a number of positions with registered nurses
and wished to invest in its own employees becoming registered nurses.
~ 115 ~

Dr. Barbara Darby
Meetings between the campus team and the Aetna team, framed the
partnership and the pathway to accomplishing the desired outcome. A
complex initiative was successfully launched with classroom lectures
taking place at the company, lab experiences at the campus and clinical
sessions at local hospitals. A cohort of approximately twenty students
enrolled with eighteen successfully graduating from the associate degree
in nursing program. These graduates were able to advance in the
company.
A similar partnership was established with River Garden Hebrew
Home for Nursing Assistants to become practical nurses and with
United Community Outreach Ministry (UCOM) to prepare community
residents to become nursing assistants and home health aides. These
partnership, without exception, opened employment opportunities for
the participants and lifted their economic status through gainful
employment. In addition to these examples, the campus/center also
partnered with the City of Jacksonville to conduct the certification
training for Jacksonville Small and Emerging Businesses. A very multitalented
and hard-working team accomplished these and many other
partnership initiatives.
One of the goals in the North Campus/Nassau Center plan was
to provide aesthetically pleasing learning environments and facilities that
support experiential learning and the integration of technology. To that
end, the team worked tirelessly to create this reality at both sites. This
effort included maintaining current structures and spaces, updating and
upgrading where needed and adding new facilities, as programs and
~ 116 ~

Wisdom from the Trenches
services expanded. The talented team of employees with whom I worked
and led, pursued this goal with serious intent to provide students with
the best learning environment we could within funding limitations. We
developed a master plan for the campus/center which we updated and
re-prioritized annually. The campus and center are located in serene, oak
and pine tree canopied areas of northeast Florida with natural flora and
fauna. Visitors to the campus/center never failed to comment about the
beauty of the campus/center grounds. And the Plant Services team
responsible for maintaining the beauty of the campus, under the
leadership of Steve Park, Director of Administrative Services, was
phenomenal and hardworking! I remember each member that served on
that team with great warmth and appreciation because they understood
our commitment to provide an aesthetically pleasing environment for
students, employees and visitors and they delivered. Hats-off to those
who provided direct supervision for the team during my tenure – Dick
McEwen, Willie Jacobs and Mark Gandy. This hard-working team never
disappointed this leader.
The team led and executed $43.5 million of facilities renovations,
remodeling and new facilities construction. Key among these were the
construction of the Criminal Justice Center on the North Campus in
partnership with Sheriff Nat Glover of the Jacksonville Sheriff’s Office.
Since 1998, this state-of-the-art facility has provided regional training to
produce police and correctional officers as well as continuing education
programs for officers from various counties. In Nassau County, the first
permanent higher education facility was constructed and opened by the
~ 117 ~

Dr. Barbara Darby
College – The Betty P. Cook Nassau Center of Florida State College at
Jacksonville. This was followed by the Lewis “Red” Bean Technical
Center, in partnership with Dr. John Ruis, Superintendent of the Nassau
County Public School District. This state-of-the-art educational facility
provides technical education for Nassau County public school students
and citizens. Don Hughes was the leader on the ground for these two
projects. As the campus enrollment grew from approximately 3,500 per
term in the mid to late 90s to a high of 7,700 the spring term of 2011
and new programs were added, many new laboratories were developed,
existing laboratories were remodeled and upgraded, technology access
was expanded, new learning resources such as the Academic Centers and
Learning Center were brought online along with new classrooms,
remodeled faculty offices, student cafeteria, science laboratories, a
second culinary laboratory and much more. All facilities initiatives were
ably led by Steve Park, Director of Administrative Services.
A Word of Gratitude
While I had leaders who were added, released or who retired along
the way, the core team of leaders who were my direct reports were intact
as a team for most of my tenure as Campus President. They were a group
of dedicated, hard-working, committed phenomenal professionals with
whom I enjoyed working. We met weekly on Wednesdays for strategy
planning and reporting sessions. Together we achieved much and
established a legacy that will continue to serve the citizens of northeast
~ 118 ~

Wisdom from the Trenches
Florida with programs offered at two locations in learning environments
that will position them to compete for well-paying employment
opportunities. Thanks to Dean Joe Davis for his integrity, the strong
leadership and support he provided as my only Dean when we first
started on this journey together. His friendship over the years has been
a treasure, not to mention being my editor in chief, even to this time.
Mr. Don Hughes, as the Executive Director of the Nassau Center,
demonstrated leadership and network-building expertise in the Nassau
community that were invaluable to the College’s success in Nassau
County. I always knew that the Center was in good hands and that his
heart would provide the nurturing the team members at Nassau Center
needed. Together, Dr. Brenda Simmons-Hutchins and I were the
dynamic duo! Her seasoned and expert leadership experience was one
of my most valued assets and allowed me great freedom to grow into
my new role as Campus President in a focused manner. Dr. Dana
White’s great capacity to complete any assignment given at the highest
level of excellence was always a characteristic I admired and I was
thankful to have her on the team. Dean B. J. Hausman, a seasoned and
experienced student services professional, was the leader I depended on
to create that initial student-centered impression in the Student Services
area. She rose to the occasion at all times and groomed her team to
respond to never-ending changes in College policies which impacted
students’ matriculation, in proactive ways. Her innovative ideas were a
welcomed addition to the team. Dean Neal Henning, as one of the
Workforce Development Deans, was my “work-horse.” His ability to
get things done with his program leaders, to maintain program
~ 119 ~

Dr. Barbara Darby
accreditation, expand and develop new programs, produce reports,
coordinate grant development and much more was impressive and a
must-have on the team. Dr. Melanie Ferren, the second Dean of
Workforce Development, was also an experienced higher education
leader whose attention to detail and focus on excellence rounded-out
the team nicely. Her thoroughness in approaching her responsibilities
was a strength that heralded the high quality that was among my
expectations of my leaders. Steve Park, Director of Administrative
Services was the first member of the team I selected and hired. He was
committed to our vision and work one-hundred percent. Often he was
the last one to leave the campus. He managed multiple operational
functions with a high degree of coordination and excellence. A positive
energy on the team that I much appreciated.
In my final communication to campus/center employees, as I
retired in 2015, I wrote the following excerpt. It very much applied to
the effective team of professional leaders with whom I was blessed to
share my leadership journey.
“Together, we have ‘changed lives…one student at a time’ and made
important contributions to the College and the community! I thank
you for allowing me the privilege of working alongside and leading on
this journey. As I reflect on our achievements as a team, I am proudest
of the family atmosphere we nurtured, the culture of recognition of
employees’ excellence we shaped, the increasing numbers of students we
served, the community outreach programs we developed, the more than
twenty new instructional programs we created, the program
~ 120 ~

Wisdom from the Trenches
accreditations we achieved and maintained, the more than $43.5
million in facilities improvements and new construction as well as the
more than $7 million in grant resources we garnered to support
students and programs. Indeed, we have done much to add value and
to leave a legacy.” And I added, “Together, we went further!”
Some Final Reflections
I recently discovered that retirement does not break the bond
between the leader and the team and does not diminish the legacy
created by the team. In a news article in the local paper, the retiring
College President of four years, was quoted in a statement that was
disparaging, unfounded and not based in facts about North Campus
facilities. Upon reading the article, I was incensed and wrote my first
letter to the editor of the local paper. My letter, which was two pages in
length, was published almost in its entirety in the Opinion Section of the
paper, under the heading: “A Response to FSCJ president’s comments
on FSCJ North Campus.” The letter had as its primary objective to set
the record straight and correct the inaccurate picture painted in the
article by the retiring college leader. As someone who knew first-hand
of the excellent quality of programs and facilities at the campus, it was
my responsibility to respond. When my response was published in the
paper, it was as though there was a collective sigh of relief from
employees at the Campus and the College that a response had been
delivered. I received any number of messages from employees
~ 121 ~

Dr. Barbara Darby
expressing appreciation for my letter to the editor. Much of what was
stated in my letter was a summary of what is covered in this chapter.
Among the messages received from colleagues were the following:
“Hi Dr. Darby, just wanted to drop you a note of thanks. I am very
happy that you responded the way that you did to comments about the
North Campus. In the ten years that I worked with you as my
president, I never felt that North Camus was ‘less than’ any other
campus. In fact, I always felt bad for the other campuses because I
knew we had a campus president who fought tirelessly with her team to
make North Campus the best at the college.”
Another employee’s message said:
“Your ‘view’ in the Reason section of today’s paper absolutely made
my weekend. I cut it out, scotch-taped it together and have copied it
to hand out to those who don’t get the paper. Your words were
precise, elegant, not mean-spirited, but clear. They focused on what
we should be focused on – the student, and how we change
lives…one student at a time. I have heard from probably two-dozen
people today, ranging from student to faculty and staff to trustee.
All were so happy with your comments. You corrected the record,
and in doing so, you also demonstrated what true class looks like.”
One final response simply said:
“Your viewpoint column regarding North Campus was right-on.
Thank you for writing about the North Campus today.”
~ 122 ~

Wisdom from the Trenches
Every leader builds on the successes of previous leaders. Every
leader works with a team that brings the vision into reality. Every leader
owes a debt of gratitude to all who brought excellence, innovation,
creativity, hard work, commitment, dedication, talents, courage, insight
and joy to goals that have been achieved. It was a high privilege and even
higher blessing to have served with the North Campus/Nassau Center
Team, who long before we adopted the vision statement was “changing
lives…one student at a time.” I am delighted through this medium to
share how this was done over the course of my thirty-six years at Florida
Junior College/Florida Community College/Florida State College at
Jacksonville.
Effective teams build organizations and leave their mark in the
process. Teams, however, are comprised of individual performers.
Therefore, teams are only as strong as the individuals that make-up those
teams. Each individual must have a sense of who they are, their talents,
strengths and the confidence to stand strong within and apart from the
team.
Believe in yourself is the title of the next stop on our journey and
it focuses on the individual team member’s self-confidence and sense of
self-worth. I will see you there.
“For the body does not consist of one member but of many.”
1 Corinthians 12: 14
English Standard Version
~ 123 ~

Dr. Barbara Darby
~ 124 ~

Chapter 8
Believe in Yourself
Nature and Nurture
We are products of both nature and nurture. No one would argue
effectively that the environments in which our nature is nurtured do not
play a significant role in our development and how that development is
expressed individually and in groups. I am a firm believer that our sense
of self and our self-confidence are impacted by family, society, media,
culture, authority figures, friends, education, religion, relationshipsespecially
those with a “power gradient,” and so many other factors.
Leaders must exude self-confidence to have a following. That selfconfidence
stems from a belief that they are capable of doing what needs
to be done to advance the mission of the organizations they lead. Leaders

Dr. Barbara Darby
believe in themselves and their ability to get things done. They tell
themselves repeatedly, until they believe it, that they can make things
happen and what they do is important. Those who follow them, look for
their leader to demonstrate that she knows “true north” or in other
words, knows where she is going and has a sense of how to get there.
For a believer like myself, self-confidence is grounded in my
relationship with Jesus Christ and knowing what scripture says about His
presence and my access to His direction and guidance at all times. My
self-confidence hence, is based on my faith in God and His word – “I
can do all things through Christ who strengtheneth me,” (Philippians
4:13, The King James Version.)
Self-confidence is not haughty; it is not prideful; it is not selfaggrandizing
or self-promoting; it is not dismissive of others’ opinions; it
is not rude. It is a quiet centeredness that guides a leader through a
repertoire of actions and decisions. Healthy self-confidence wears a smile,
warmth, kindness, poise and an aura of peace.
At an early age, I was given a vision of what defined a self-confident
person. I was surrounded by family members and teachers who modeled
this characteristic. The common thread I saw among them – my mother,
maternal grandmother, aunts and teachers, was the strength and seeming
ease with which, they did the things they had to do – work, care for
families, interact socially with others, manage life-issues and much more.
They believed in themselves and their actions reflected this reality, at least
from my vantage point.
~ 126 ~

Wisdom from the Trenches
I am sure that they experienced and had to address the stressors of
life that have impacted human beings since the beginning of time. But,
they did not succumb to these pressures. They transcended them.
As a young adult, my confidence and belief in self were bolstered
by things such as educational attainment, promotions, preparation,
attaining personal and professional goals. As I advanced professionally, I
observed a transition from external reinforcers to internal factors such as
wisdom acquired through various experiences and the accumulation of
maturity associated with such experiences. When I recognized that stress
is self-limiting and crisis has its peak then titers downward, a weight was
lifted that freed me to lead with greater confidence.
For young leaders I offer a number of suggestions to enhance selfconfidence
and belief in self. Obtaining the necessary credentials is an
important step. Possessing the necessary educational credentials conveys
persistence, goal orientation, a willingness to work hard and the blue
ribbon of excellence. Equipped with the theoretical and practical
knowledge in the field, a leader is ready to lead as an expert.
We are often surrounded by role models and examples of all that
we aspire to be and do. As I did, it is important to draw from their
experiences and example. Observation and conversation are important
strategies to deploy. I had the great blessing of learning from the strong
women and men in my life – my mother, my father, my maternal
grandmother, aunts and uncles, their friends and teachers. In retrospect,
their example deposited strength, knowledge and confidence in me.
~ 127 ~

Dr. Barbara Darby
Shapers and Molders
Recognizing the mentors in our lives and learning from them is
an important part of a leader’s toolkit. Mrs. Hettie Mills was among the
valued mentors that God brought into my life. An educated, well
positioned and respected professional and community volunteer, her
example and influence were powerful in expanding my confidence. A
woman of strong faith, she modeled the peace, dignity and selfassurance
that come from having a relationship with Jesus Christ. She
walked, talked and led with quiet poise, intelligence and self-confidence.
She embraced the young women in her life by sharing her wisdom,
supporting their endeavors, congratulating them on their achievements
and opening doors and opportunities for their personal and professional
growth.
Another mentor who influenced the development of my belief in
myself was Dr. Lois Gibson. I was introduced to Dr. Gibson by Mrs.
Mills at an event sponsored by the Jacksonville Alumnae Chapter of
Delta Sigma Theta Sorority, Inc. that was held at Snyder Memorial
Church located in downtown Jacksonville. A very accomplished woman,
with many “firsts” on her resume, I was quite hesitant to approach Dr.
Gibson to introduce myself. But, aware of my interest in teaching
nursing and knowing that Dr. Gibson was the Director of the Associate
Degree Nursing Program at Florida Junior College, Mrs. Mills urged me
to introduce myself to Dr. Gibson. She did not relent until I did. This is
~ 128 ~

Wisdom from the Trenches
just one example of how mentors create life-changing opportunities for
their mentees. Meeting Dr. Gibson was a life-transforming opportunity.
Looking back, it was the event that established the trajectory for many
wonderful professional achievements and successes in higher education
and in my community.
I became an adjunct faculty member at the community college and
was able to “sit at the feet” of Dr. Gibson to learn and grow. And, I did.
Lois Gibson was a dynamic, energetic, passionate leader. She was selfconfident,
educated, well-informed, knowledgeable, goal-oriented.
Observing her, as she first led the nursing programs at the college and
later became the Dean of all the Health Services Programs, was a lesson
in leadership far more important than any I could have had in any formal
leadership program or classroom. Being in her presence was indeed like
being in a classroom without borders.
I learned that belief in self was among the top characteristics of a
leader. It was necessary to lead a group to a goal. Lois’ staff meetings
were organized, purposeful and well led. Participants had responsibilities
and accountability for reporting on the status of their assigned
responsibilities at the meetings. And, this accountability therefore,
demanded everyone’s engagement. Decisions were typically made by
consensus. But, when she had to make decisions as the leader, she did
not hesitate to do so with confidence.
Poise, especially under duress, is another sign of believing in
oneself. It conveys a sense of inner peace that transcends the crisis of
~ 129 ~

Dr. Barbara Darby
the moment. Poise states emphatically, “I will not be overcome by this
temporary diversion.” Poise also sends the message that “I am in control
of my response, no matter what may be occurring around me.”
When Dr. Gibson applied for the position of Dean of the Health
Services Programs, her interview was open to any employee who wished
to attend. I attended as an observer, for support and to provide that
warm, friendly face in the room that we often look for when making a
presentation, sitting through an interview or being examined by a group.
The experience was instructive. First, she was dressed for the occasion
– professionally in a beautiful dark suit. She sat upright in her chair with
hands overlapping and legs crossed at the ankles. She wore a smile which
made her glow. She was the picture of poise. As the screening committee
asked the predetermined questions, she listened intently, gave thought
to what she would say and only then, proceeded to respond very
deliberately and directly to each question. She did not stop smiling nor
looking comfortable in her own skin. She was truly the picture of
someone who believed in herself and her ability to do the job for which
she had applied.
When I went through my interviews for the position of North
Campus & Nassau Center President, the poised images and example of
Mrs. Hettie Mills and Dr. Lois Gibson were at the forefront of my
preparation. Two strong, self-confident leaders and role models.
Three other role models influenced my understanding of believing
in self. Eleanor Gay, my line sister in Delta Sigma Theta Sorority, Inc.
~ 130 ~

Wisdom from the Trenches
and fellow employee at the College, was someone whose calmness and
tone of voice always conveyed that what she had to say was important.
Her self-confidence commanded attention. From Eleanor I learned how
best to handle criticism that will certainly be experienced as a leader –
not everyone will agree with your decisions. Her advice was never take
it personally and never take-on responsibility for other people’s
problems.
Dr. Ruth Stephens, an exceptional individual, nurse, educator and
professional, modeled the role that faith in Jesus plays in building selfconfidence.
She demonstrated how to stand courageously with a smile
in the face of opposition. She exuded the belief that, “If God is for us,
who can be against us?” (Romans 8:31, The New International Version.)
Angie O’Bryant, Lieutenant Colonel (Retired), a fellow nursing
faculty member, church member and friend, also made deposits into my
“belief in-self” bank account. While I was Director of the Nursing
Program, Angie was called to active military duty and served in the
Desert Storm conflict in a significant leadership role.
I needed someone to serve as the Director of the Nursing
program on an interim basis while we conducted a search to fill the
position. I asked Angie if she would take-on this very demanding role.
She said ‘yes’ and confidently led the nursing department, setting
expectations and working hard to enhance the program. Angie’s belief
in herself, strength, courage and ability to deliver what she said she
would were always evident and admired.
~ 131 ~

Dr. Barbara Darby
Be Open to New Experiences
Experience is a good teacher. When we volunteer for new
opportunities, we broaden and deepen our experience, even when the
opportunity is not positive or does not produce the desired results. The
fear of the unknown or of failure will at times prevent us from exploring
and trying new things. But, that approach only keeps us in our comfort
zone, never to challenge our skills, abilities, capacity and our talents.
Perhaps, never to grow beyond where we are.
I strongly recommend searching for new growth-producing
experiences. These may include chairing a committee, leading an event
or task force, taking on a project, volunteering to conduct a special
research project, drafting a document or letter, coordinating a
conference or training session, making a presentation to a group,
planning a meeting, representing the organization or your supervisor at
a specific initiative – the examples are unlimited.
I remember signing-up to be a part of the inaugural leadership
class for women and minorities at the College. I diligently prepared and
submitted my application, even though, I only had a conceptual
framework of the year-long program. I knew that it would add to my
workload and time requirements but, as a middle-management leader in
the organization, I felt it would only add to my leadership toolbox.
The program was led by Dr. Campbell from the University of
Florida and consisted of a comprehensive agenda of leadership topics
~ 132 ~

Wisdom from the Trenches
and experiences. Participants were exposed to senior level leaders in the
organization and current trends and literature on the leadership topic of
the day. The cohort of participants was divided into groups which were
assigned to identify an issue within the institution that needed to be
addressed and to propose a plan to address the issue. Each group would
make a presentation of their issue and proposed plan to the college
president and other senior leaders. Every member of each group had to
participate in the development of the plan and the presentation.
There were numerous benefits derived from this experience that
further shaped and strengthened my belief in myself. These were
invaluable benefits that paid dividends throughout my career at the
college.
During the year-long journey, I worked with colleagues from
across the college – from various campuses and departments which
meant I developed a network of colleagues that I could call on for
assistance in their areas of expertise, when needed. Similarly, my coparticipants
got to know me better and to learn more about my skills,
talents and strengths.
The collaboration required to identify the group’s project and to
develop the plan to address the issue was a gift of great magnitude. There
was negotiation, consensus building, persuasion and much more
required for each group to meet its objectives. Experience was gained in
team building, teamwork, conflict resolution and networking. These
benefits carried over into my day to day responsibilities, making me a
~ 133 ~

Dr. Barbara Darby
more confident and effective leader. In other words, there were
immediate gains from my participation in the program.
The interaction with the college president and senior leaders
provided great exposure and the opportunity to demonstrate my
capabilities in a forum that otherwise might not have been possible. My
capabilities were not related by a secondary source but demonstrated by
the primary source – myself. Name and face recognition in both
directions – participants and senior leaders - was now possible because
of the exposure provided by the program.
Once we completed the year-long program, there was a planned
celebration with presentation of certificates. Participants were informed
that while completing the program was not a guarantee of a promotion
or advancement in the institution, we could anticipate being granted an
interview for any position we applied for within the institution.
I could have said that my job responsibilities were too demanding
to participate in the leadership program and they were. But, I did not. I
could have said that I did not have the time to take on anything else – my
plate was full and it was. It was actually overflowing! But, I did not. I
could have allowed fear of the unknown and the risk of failure to keep
me in my safe zone – and I considered doing so. But, I did not. I will
never know the full measure of the benefits I derived from participating
in the program but, one sure thing, my confidence and belief in myself,
as a leader, were strengthened.
~ 134 ~

Wisdom from the Trenches
Closing Thoughts
Growth in education, knowledge, information, skills, talents and
wisdom related to the experiences we pursue, encounter or are divinely
guided to, help leaders to be well planted and to produce good fruit. A
leader who exudes belief in self will gain the respect and loyalty of those
who follow in support of the common vision.
A confident leader understands the value of building an equally selfconfident
team and, while there is a multiplicity of strategies to do so,
well-placed celebrations can convey the leader’s appreciation of the team
and promote positive feelings and a desire to pursue excellence that is
rewarded within the organization.
Celebration, as a leadership tool, is the subject of chapter nine.
“She is clothed with strength and dignity, and she laughs without fear of
the future.”
Proverbs 31:25
(The New Living Translation)
~ 135 ~

Chapter 9
Celebrate!
The Art of Recognition
Celebrations are moments in time when we pause to acknowledge
an individual or a group on a noteworthy occasion. The occasions are as
diverse as the forms of celebration and the effort conveys significance,
appreciation and awareness. As a student of leadership, I had the
opportunity to observe masters of the art of leadership. I noted that time
for acknowledgment and shining a light on personal as well as
professional life events was always a component of their practice. As a
good student, I learned the value of this practice and made use of it
extensively throughout my professional and personal leadership
experiences. After all, everyone loves to be affirmed and to be celebrated

Dr. Barbara Darby
in some way, if we were to be honest. There is a certain “feel good”
element about celebrations that lifts one’s spirit, encourages the heart
and motivates greater levels of engagement.
My colleague, Joe Davis, offered the following, “Leadership is as
much a celebratory act as it is a decision-making process - that I learned
early-on from Dr. Darby. She was adamant that whenever the College
offered an opportunity to recognize achievement or success, the deans
were responsible to make sure their students, staff or faculty were put
up for consideration. It was up to us as leaders to find someone or
something to celebrate, and we did just that. The local newspapers, local
TV channels, campus publications, radio publications all were
challenged to tell the success stories that were a part of the College
experience. Faculty innovation was recognized, campus building
expansions were spotlighted, new curriculum programs,
community/college partnerships, multiple generations of students
within a family enrolled on the campus – all were part of the pride that
comes from recognizing the efforts and the successes of the educational
process on the campus.”
“Dr. Darby started every weekly leadership meeting with an
agenda item listed simply as Celebrations -- ‘What’s new and good on the
Campus that we should celebrate. The result was a general feeling among
all the staff, faculty and students that good things were happening, that
the hard work everyone was doing was worthwhile. At one Campus
Convocation, we adopted a theme of ‘Whale Done’ and every employee
in the audience found a colorful stuffed whale on his or her chair. When
~ 138 ~

Wisdom from the Trenches
the previous year’s achievements were mentioned, a rousing ‘Whale
Done!’ was shouted, with the whales raised in the air. It was fun and a
great way to start the year.”
Dean Joe Davis recalls - “Another time, the leadership team
assembled for a three-day annual planning retreat and were told to show
up on the first morning for breakfast. When they did, Dr. Darby pointed
to a counter loaded with all kinds of grocery items and said, ‘Okay, team,
you make it, we’ll eat it!’ and referred the team to the menu written on a
chalkboard. It was amazing to watch twenty-eight leaders from all
departments take control of the challenge and to organize themselves to
successfully prepare a breakfast for the entire group. It was fun and it
demonstrated that leadership was not just telling people what and when
to do something but giving people a chance to form their own groups,
to find their particular strengths and talents, and to work together to
accomplish a goal that ultimately benefited everyone.”
I was intentional about celebrating those with whom I worked and
led! While I was not in a position to give monetary recognition to
employees, I knew the importance of tapping into the intrinsic human
desire to be valued, recognized and celebrated for work well done
professionally as well as for events that had special personal significance
in their lives.
The Goal – Create and Foster Celebrations
My weekly messages to employees on the campus and
~ 139 ~

Dr. Barbara Darby
center contained “shout-outs” to individuals, groups and departments
for various achievements. Examples included things such as the
graduates of a program achieving a high pass rate on their licensure
examination, a faculty member earning a graduate degree, a studentleader
recognized for exceptional leadership and engagement, the beauty
of the campus grounds, well-cared for by our Plant Services team. There
was much to celebrate and acknowledge and sharing the information as
I did, gave everyone on campus an opportunity to participate in the
recognition of colleagues.
Annually, in the spring, the College would publish requests for
nominations for outstanding faculty, career employees, and
administrators. Individuals could self-nominate, or departments could
nominate a colleague. The first year of my presidency, no one on our
campus received any nominations or awards. I was quite disturbed by
these results because I knew that we had an excellent team with team
members who were worthy of recognition. In the very next meeting, I
charged my team of deans and directors with the responsibility of
identifying a campus nominee for each of the annual award categories,
working with the nominees to prepare the nomination packet and
submitting the nomination by the established deadline. As a team we
identified a number of employees for each category along with the
noteworthy achievements. This approach yielded phenomenal results.
Every year hence, our campus was well represented, with employees
receiving many of the available awards. It was always a point of personal
pride for our leadership team to see our colleagues recognized at the
~ 140 ~

Wisdom from the Trenches
college-wide convocation each fall and then again at our campus
convocation.
As Campus President, I instituted special campus-based
recognition awards to acknowledge excellence and special efforts. The
Campus President’s Excellence Award and the “Gimper” Award were
two examples. The first identified those employees whose contributions
to the campus and center were unquestionably at an excellent level.
Every employee who was nominated for a college-wide award was also
a recipient of the Campus President’s Excellence Award. If an employee
nominated for a college-wide award was not selected, the strength of
their nomination was sufficient to receive the campus award. The
“Gimper” award was given annually to one employee on the campus
whose efforts and contributions were consistently above and beyond.
My assistant, Dane Ruser, (a recipient of both college-wide and
campus awards) was a talented, creative, hard-working member of our
team. Her technology skills were superb, and she played a tremendous
role in supporting my vision of celebrating employees. She created
special stationery, Thank You note cards, birthday cards, sympathy cards,
congratulatory cards, thinking of you cards and much more. Just imagine
receiving a card with a personal, handwritten message, from your
Campus President, at your home through the U. S. mail. How would it
feel? I assume that some employees were surprised and delighted, others
may have smiled, while others may have felt very special. No one ever
returned the card stating that they were not appreciative of the gesture.
~ 141 ~

Dr. Barbara Darby
One year, early in my tenure as Campus President, I hosted
monthly Ice Cream Socials for all the employees celebrating birthdays
during each month. I ultimately settled on sending individual birthday
cards to each employee to their home address.
Special achievements such as receiving a degree or being
appointed to an important committee or task force were also occasions
for a handwritten congratulatory greeting from the campus president.
During Administrative Assistants’ week, my leadership team
meticulously planned annual celebrations for those without whom we
could not do our work. There was a luncheon held for all administrative
assistants on the campus/center in the Mallard Restaurant on campus.
Small tokens of appreciation were selected as gifts for each assistant
(Two of my deans went shopping and selected the items.) One year, the
gift was a beautiful matching tea cup and saucer holding a live plant.
Members of the executive team offered expressions of appreciation to
our very valuable assistants during the luncheon.
No Permission Needed – Just Do It!
New and renovated facilities on the campus, once completed,
were opened with the fanfare of a ribbon cutting ceremony, Open
House tours and reception to which employees, colleagues from other
campuses and community members and partners were invited.
Prominent examples include the opening of the Criminal Justice Center,
~ 142 ~

Wisdom from the Trenches
the Betty P. Cook Nassau Center, the Red Bean Technical Center, the
Library and Learning Commons, the Building “A” infill with new
classroom spaces and laboratories, the science laboratories, the
cosmetology and personal care laboratory and others.
Students on the campus were also celebrated. Each Pinning
Ceremony for graduates of the Health Services Programs was followed
by a reception with cake and punch for graduates, their family members
and guests. Additionally, the fourth of July holiday “picnic” was hosted
for students and employees with a free lunch of hot dogs, chips, soft
drinks, cookies and ice cream bar or cups. The administrative team
donned aprons and gloves to serve our guests. Because students had a
number of options for pursuing their educational goals, enrollment
growth was celebrated with ice cream socials for students, to express
appreciation for their selection of the North Campus/Nassau Center for
their studies.
Planning retreats served twofold purposes – planning for the new
year and celebration of achievements during the past year. Faculty
retreats provided an opportunity for the administrative team to
acknowledge faculty contributions to our core purpose – teaching and
learning. Led and planned by and for faculty, the administrative team
had a place on the agenda for updates and we also used the time
propitiously to celebrate our faculty for their work in the classroom with
students.
~ 143 ~

Dr. Barbara Darby
Similarly, the leadership team retreats were fashioned to include a
time of celebration, recognition and fun. A very committed and hardworking
team, it was important to this leader to acknowledge and
celebrate her team. While most retreats were held at college facilities
such as the Nassau Center and Cecil Center, some years we ventured to
locations that provided a nice change of scenery and a special treat for
participants such as the Ribault Club and White Oak Conservation.
Don’t Forget Those Who Help Along the Way
The campus enjoyed many community partnerships with
organizations and citizens whose contributions were significant in
support of the campus/center. Our annual fall campus convocation was
the perfect opportunity to recognize and acknowledge community
leaders for their good deeds. A special example was when the developer
of Cambridge Estates met with campus leaders to discuss his
development and he honored my request to create a tree-lined median
with flowering plants and shrubbery along Capper Road and North
Campus Boulevard. This added to the overall aesthetics of the access
road to the campus. He was honored at a fall convocation and presented
with a plaque.
A bridge that led to the campus on Capper Road was in need of a
face-lift and a good paint job. Councilman Dr. Johnny Gaffney was
contacted and in a short time had my request addressed by the City of
~ 144 ~

Wisdom from the Trenches
Jacksonville. He too, was recognized with a plaque, as a community
partner, at one of our fall convocation ceremonies. Senator Tony Hill
secured funding to add lighting to the track and field complex on the
campus. He was also recognized for his support.
Summing it all up!
There was a cost to support celebratory activities but, the benefits
far surpassed the cost. As Campus President, it was my responsibility
not just to lead but, also to support the emotional well-being of
employees. When employees feel valued and appreciated, their
performance is enhanced, their outlook about their work and the
organization is more positive and they are willing to give and do more
in support of the mission of the organization. Leaders who understand
this phenomenon, will invest heavily in creating a culture of genuine
celebration and recognition. This does not mean that the workplace will
be void of conflict, discontent, criticism and complaints. But, these will
not be the dominant characteristics of the organization.
Dean Joe Davis summed it up by stating, “There were many
examples of this philosophy – this approach—the notion that the
administrative leaders were a ‘team’ that celebrated and recognized the
contributions of those who made the difference on a daily basis in places
and spaces where our mission was enacted – meant something real and
positive.”
~ 145 ~

Dr. Barbara Darby
My celebratory philosophy transcended the workplace. It was also
evident in the community-based organizations I led. As president of the
Bold City Chapter of the Links, Incorporated I used “thank you notes,”
white roses and e-mail messages often to commend, congratulate and
acknowledge members for special contributions and for leading
successful initiatives.
Leaders lead but, they also serve. Giving back is an important
concept in leadership and the final chapter will explore my experiences
in this arena – follow me.
“Therefore encourage one another and build one another up,
Just as you are doing.”
I Thessalonians 5: 11
(The English Standard Version)
~ 146 ~

Chapter 10
Pay Your Rent
A Responsibility of Good Citizenship
The late Shirley Chisholm is credited with an often-used quote
about service – “Service is the rent we pay for the privilege of living on
this earth,” (Chisholm, 1973). This discussion about the place of service,
in the realm of leadership, seems appropriately launched within the
framework of Congresswoman Shirley Chisolm’s quote. Her statement
posits a two-way relationship between living on earth and the
responsibility for serving the earth on which we live. This is not a
revolutionary idea when viewed from the example of Jesus, presented in

Dr. Barbara Darby
Matthew 20:28, “Just as the Son of Man did not come to be served, but
to serve…” (The New International Version).
I have very vivid and early recollections from my first role models
- my mother and maternal grandmother - about rendering service to
others. I remember seeing them fill bags with clothes to give to a needy
family and preparing meals to share with neighbors. They visited those
who were ill or grieving the death of a loved one, providing support and
demonstrating caring. Fast-forward twenty-three years from my birth
and approximately five-years following my graduation from Hunter
College in New York, I relocated to Jacksonville, Florida – the place
where I would live-out the example set by my mother and grandmother
in my own life experiences.
Upon relocating to Jacksonville, a community that embraces
service from its citizens, I had my first real opportunity to put into
practice what I had learned from the matriarchs in my life. The late
Hortense Brewington invited me to serve on the Branch Committee on
Administration for the A. L. Lewis Branch of the YWCA. The
organization’s focus on serving young ladies in the community through
a variety of enrichment programs resonated in my heart. Under the very
capable and effective leadership of Francis Alexander, I became a
student of the work of non-profit organizations to serve and improve
the quality of life for all citizens in Jacksonville. There is one particular
leadership lesson I learned from Francis Alexander that remains with me
until today. She would say, “if you are having a meeting and you want
people to attend, you should call to remind them. Otherwise, they will
~ 148 ~

Wisdom from the Trenches
forget and you will not have the participation you desire.” Now, there
was some wise advice from someone who had been on the front line of
community service for years. Unlike employees who have
responsibilities to fulfill, volunteers may not feel the same obligation to
fulfill a duty they have accepted. Thanks, Francis. Your advice has served
me well all of these years.
Getting Involved
One would expect that my background in healthcare would draw
me to serve with a focus on health care issues. But, my initial exposure
to working on behalf of youth in our community, through the YWCA,
sparked a passion for youth issues and concerns that has remained at the
heart of my activism. I understand that the trajectory for success can be
altered for the most vulnerable youth and when this occurs, the
trajectory for generations to come can indeed be positively altered as
well.
My community service has focused largely on the youth in our
community. Through organizations such as Delta Sigma Theta Sorority,
Inc., The Links, Incorporated, Bold City Chapter, The Moles, Inc.,
Jacksonville Chapter, Woodlawn Presbyterian Church, Florida State
College at Jacksonville and others, I have led the development and
implementation of programs designed to address the holistic needs of
youth in our community. Programs have focused on teenage pregnancy
~ 149 ~

Dr. Barbara Darby
prevention, obesity prevention, academic, sociocultural and personal
development, literacy, public speaking, leadership skills, team building
and many other developmental needs of young people. Examples
include Destiny Starts Today Youth Partnership which comprehensively
addressed the needs of young people in middle through high school
(Academics, arts, social, personal.)
A jury duty assignment that involved a minor, literally brought me
to tears as I considered the lost life I was witnessing because the young
man stood accused of breaking into a home. I promised myself on that
day that I would not be an observer on the sideline, bemoaning the
destructive path many of our young black males were taking.
Sometime after my jury duty experience, I participated in a
leadership development training session where participants were paired
and asked to share one aspiration or goal with each other. I shared that
I wanted to open an academy for young black males. The point of the
exercise was to highlight that when we share our dreams and aspirations
with someone, we will be more accountable for achieving them. The
individual(s) with whom we have shared, will become participants by
periodically asking how we are progressing toward accomplishing the
goal we shared. Thanks for listening, Marge!
~ 150 ~

Wisdom from the Trenches
Find Your Passion
The Summer Leadership Academy was launched at Florida State
College with a grant from the Jacksonville Children’s Commission in its
early years and subsequent funding from the Community Foundation of
Northeast Florida. It targeted young black males in middle and high
school with an intensive six-week summer program. Led by strong black
male program directors (Brian Holloway for the initial years, Claud
Myers and Alpha Smith in subsequent years,) the program addressed
academics, the arts, science, technology, engineering, mathematics,
teamwork, social skills, project development and more. Relevant field
trips and recreational activities were also incorporated in the program.
Local Black professionals visited and discussed their journeys with
the young men at the beginning of each day. They presented and shared
concepts about manhood that otherwise might not be a part of the
young men’s experience.
The Summer Academy for Young Black Males evolved into the
True North Academy, continuing the focus as before. These
comprehensive summer programs were provided free of charge for
fifteen of the seventeen years I served as president of the North
Campus. As I write, I am struck by the need to do a retrospective
research study of the participants to analyze impact and outcomes. Ah,
but, that is another project entirely.
~ 151 ~

Dr. Barbara Darby
The transition of the Summer Youth Academy to the True North
Academy brought new partners to the table. I was joined in this work
by Cleve Warren, Gregory Owens and Janet Owens. We were all
members of The Community Engagement Group, a group of Black
professionals, focused on issues affecting the Black community and
therefore, the entire community. Together, we made a formidable team
working on behalf of our young Black males.
An outgrowth of our efforts is the annual community call to
action titled, Urban Education Symposium: Reclaiming Young Black
Males for Jacksonville’s Future. A forum designed to highlight the
significant detriment to the community when Black males are not able
to take their rightful place in the life of the community. The Urban
Education Symposium, as a forum, informs the Jacksonville community
of the perils impacting young Black males and stimulates action and
advocacy on their behalf. It was incited by a Schott Foundation report
presentation that reflected the graduation rate for young Black males in
Duval County Public Schools for the 2007-2008 year as 36%, (Holzman,
M., 2009). This was, in our estimation, a deplorable statistic. This was a
time for action and so, the team of Cleve, Gregory, Janet and Barbara,
along with other community partners have planned and implemented
ten symposia over these many years. Leaders such as Leon Baxton
(Communities in School), Michael Boylan (WJCT), Betty Burney (Duval
County School Board), Ronnie King (Business Owner), Melanie Patz
(Baptist Health), George Maxey (New Town Success Zone), Dr.
Kimberly Allen (Jacksonville Public Education Fund), Darryl Willie
~ 152 ~

Wisdom from the Trenches
(Teach for America), Dan Foley (City Year Jacksonville) Dr. Jarik
Conrad (Independent Consultant), Gwen Crutchfield (Sallye B. Mathis
Elementary School), Ronnie Ferguson (Jacksonville Housing
Authority), Nat Glover (University of North Florida), Sandra Hull
Richardson (Delta Sigma Theta Sorority, Inc.), Crystal Jones (Teach for
America), Dr. Katherine Kasten (University of North Florida), Dr.
Edward King, Jr. (Jesse P. Dupont Foundation), Brian Lyons (Ribault
High School), Phil Mobley (Blue Cross/Blue Shield of Florida), Claud
Myers (True North Academy), Dr. Judy Poppell (Schultz Center), Dr.
Christina Ramirez-Smith (Jacksonville University), Cheryl Riddick
(Community Foundation of Northeast Florida), Bryant Rollins
(Mountain Top Institute), Tracy Tousey (Community Foundation of
Northeast Florida), Denise Walton (True North Summer Youth
Academy Parent), Dr. Claudette Williams (Community Engagement
Group), Renee Williams (True North Summer Youth Academy), Pat
Willis (Duval County School District), Kelly Wilson (True North
Summer Youth Academy Parent), Dr. Irvin Pedro Cohen (YMCA),
Ywanna Allen (Consultant), Drs. Jason & Mary Rose (Jacksonville
Public Education Fund and the University of North Florida,
respectively), Sharon Robinson Banks (United Way) and Tina Wirth
(Jacksonville Regional Chamber of Commerce) invested heavily in this
work. The first Symposium was held February 7, 2009. Dr. Jawanza
Kunjufu was the invited guest speaker and delivered a no-holds-barred
message that stirred the audience of more than five-hundred attendees.
~ 153 ~

Dr. Barbara Darby
Attendees were engaged in facilitated “Call to Action” small group
discussions. The output from approximately twenty-one small groups,
once analyzed for themes, resulted in twelve priorities, divided into
short, mid and long-term. The priorities identified by this very diverse
group of citizens, representing every segment of the community were
our springboard for action:
Short-Term Priorities
- Engage the faith-based community
- Map available community resources
- Organize Youth Forums
- Assess school resources
Mid-Term Priorities
- Facilitate educational programs for parents
- Provide culturally relevant professional development for
teachers
- Expand out-of-school academic programs
- Develop “early warning system” for schools to identify
students in need of focused interventions
- Recruit and train adult volunteers for a “ministry of
presence” in the schools
~ 154 ~

Wisdom from the Trenches
Long-Term Priorities
- Develop gender-based classrooms or schools for African-
American males
- Recruit African-American male teachers
- Continue vigilant advocacy on behalf of young Black
males
An Urban Education Steering Committee worked diligently with
the public-school district and other organizations within the community
to advance the priorities. Each year’s Symposium included the
superintendent of schools who provided a report on the status of
schools, particularly our young Black males. Additionally, each year’s
theme brought the community’s attention to specific areas of relevance.
2009 – A Call to Action
2010 – Status of the priorities at the targeted schools
2011 – Model Community-Based Programs
2012 – Economic Impact
2013 – Single Gender Education
2014 – Faith-Based Programs and Partnerships
2015 – Who is teaching and leading our students in the classroom?
2016 – Charter Schools: A viable school choice option
~ 155 ~

Dr. Barbara Darby
~ 156 ~
2017 – The Steering Committee took this year to review and recenter
its efforts. No symposium was held.
2018 – Re-Centering
In August 2014, Cleve Warren, Gregory Owens, Janet Owens,
Tunji Williams, Shawn Ashley, John Taylor and myself, with major
funding from The Charter School Growth Fund, the Eartha M. M.
White Legacy Fund, the Weaver, Chartrand, Northeast Florida
Community and Cindy Edelman Foundations, opened the doors of
Valor Academy of Leadership Charter School for Black Males on Soutel
Drive to serve the very students who have been the target of the Urban
Education Symposium: Reclaiming Young Black Males for
Jacksonville’s Future call to action. The public-school district also
instituted single-gender classrooms at Eugene Butler Middle School
along with uniforms. These actions represented movement in response
to one of the long-term priorities to develop single-gender classrooms
or schools to address the learning styles and needs of young Black males.
In August of 2015, Virtue Arts & Science Academy Charter
School for Girls was launched on the south side of Jacksonville. The
vision for the two charter schools was to prepare these young students
for success regardless of the path they embarked on after high school
graduation – college, workforce, military service. The culture of the
schools was supportive, challenging, encouraging and one of high
expectations. The students wore business uniforms and first and
foremost were expected to demonstrate respect and pride in themselves,
the adults who served them, their environment and their school. In

Wisdom from the Trenches
December of 2016, both schools closed because of lack of financial
sustainability. Students, parents, administration and community were
sorely disappointed. In retrospect, if I could do it all again, I would have
urged, if not insisted, that the founding team delay the opening of the
girls’ school until we had a firm, stable foundation set for the boys.
The owner of the facilities that hosted the two schools was
desirous of maintaining an academic presence at the Soutel Drive
location to continue to serve the community. Rather than licking my
wounds and succumbing to the sense of loss (emotional, personal and
financial) I felt after the schools closed, I worked, as a volunteer, with
the inaugural principal of Valor Academy of Leadership, John Taylor,
Lester Joseph and Lorreta Zimmerman, to assist with the development
and launch of Gravely James Military Academy. The school is a co-ed,
private, voucher- supported school which opened its doors in August
2017. The need for options to meet the special needs of young Black
males continues. Too many African-American students remain illprepared
academically, socially, culturally and personally for success in
today’s society. The school provides a smaller, more intimate,
technology-infused, self-paced academic environment and personalized
attention to the students and the myriad of behavioral, emotional,
academic and learning needs many possess.
In 2017, the Urban Education Symposium Steering Committee
elected not to host a Symposium but, rather, to use the time to reflect
on its work, accomplishments and future direction. Under the leadership
of Dr. Kimberly Allen (Jacksonville Public Education Fund,) a
~ 157 ~

Dr. Barbara Darby
subcommittee conducted and analyzed extensive research to assess the
status of our target group – young Black males. A review of the Florida
Department of Education’s academic indicators (2018) such as
graduation rate, reported by Dr. Kimberly Allen, revealed that in 2015 –
2016, the graduation rate for young Black males was 70%, a definite
improvement from the 36% in 2007 – 2008. Yet, while we can celebrate
this progress, their graduation performance was still below all other
groups – white males (77 %,), Black females (80%) and white females
(86%) (Allen, 2018).
Astonishingly, while graduation rates increased, the
subcommittee’s analyses reported by Dr. Allen (2018), revealed another
disturbing performance indicator – the literacy rate, measured by the
Florida State Assessment, for Black males in 10 th grade in 2017 was 23%,
lower than any other group. Additionally, Out of School Suspensions
for Black males was 75% in 2015 – 2016, even though Black male
enrollment in the public-school district is 44%. These two indicators
have been identified as the areas for focused advocacy by the Urban
Education Symposium Steering Committee and were the topics
addressed at the 2018 Symposium.
Community Needs Abound
My personal commitment to serve my community has been
consistent since my relocation to Jacksonville. Being a card-carrying or
~ 158 ~

Wisdom from the Trenches
dues-paying member of an organization has not been my style. I have
held leadership roles in the civic and social organizations in which I hold
membership. My service and leadership on Boards over the years have
included the Jacksonville Urban League, Health Planning Council,
National African American Women’s Leadership Institute, The Ritz
Theatre & LaVilla Museum, Community Hospice, Economic
Development Enhancement for North Jacksonville (EDEN), JAX Care,
Leadership Jacksonville, PACE Center for Girls, Profectus Learning
Systems, Inc, Jacksonville Women’s Network, to mention a few.
At this writing, current Board service includes the Jacksonville
Symphony (Arts), City Rescue Mission (Homelessness), City Year
Jacksonville (Youth Education), Memorial Hospital (Healthcare), Kids
Hope Alliance (Youth), WJCT Advisory (Community Issues & topics.)
Clearly, I believe that my life is made more purposeful through service
and I have committed to leave this life on EMPTY when I close my final
chapter. Erma Bombeck (2012) stated it best when she said: “When I
stand before God at the end of my life, I would hope that I would not
have a single bit of talent left, and could say, ‘I used everything you gave
me.’”
Beyond the intrinsic benefits of working to support causes and
issues dear to me – youth, education, healthcare, and social justice, my
community service has blessed me with recognition and accolades that
I must ascribe to the God I serve for making it all possible – mayoral
proclamations, African-American Achiever, Times Union Up and
Comers, Outstanding UNF Alumnus, Leadership Jacksonville
~ 159 ~

Dr. Barbara Darby
Community Trustee, Living Legend, Women of Distinction, Bank of
America Local Heroes, Mayor’s Trailblazer, Distinguished Educator and
others.
Professionally, I thought it important to model “giving-back” to
my community and to encourage my executive team to follow suit. Dean
Joe Davis captured my expectations of my team with this: “One thing
that became obvious to me as Dean of Liberal Arts was that Dr. Darby
saw the position and its responsibilities as going beyond the contractual
limits. She constantly reminded us that we were part of a larger
community - a community of citizens and businesses that our campus
had a mandate and an obligation to find ways to serve. We joined
business clubs, community action groups, neighborhood associations,
public school councils, civic organizations, and we regularly attended
meetings as active members. We took our enrollment drives into local
malls; we went to local corporate businesses to find out ways we could
better serve them and their employees; we opened campus facilities to
the community in whatever ways we could. Dr. Darby insisted that as a
Community College we serve our students and their community, and we
did. I was not just a dean, but a member of the community, and in many
ways that defined what I was as an educator.”
Don Hughes provided day-to-day leadership at the Betty P. Cook
Nassau Center in Nassau County and exemplified among my executive
team members the importance of actively participating in the
community. In his role as Executive Director of the Center, he
effectively immersed himself in the community, creating a network of
~ 160 ~

Wisdom from the Trenches
partners and friends of the College. He had great name and face
recognition, as well as the respect of the community. As a result,
whenever we needed to launch an initiative in the county, Don was our
go-to person. His familiarity with the players in the county was
invaluable.
Closing Thoughts
I have had many successes and some failures along the way and
count them all part of my growth and wisdom development. Leaders
should find their passion regarding community service and contribute as
they are able. Gifted with many talents and skills, along with influence,
they can make a difference. It has been my personal experience that the
act of serving and giving-back brings the giver or the person serving so
much more in the process. We should all pay our rent.
“With good will doing service, as to the Lord, and not unto men.”
Ephesians 6:7
(American Standard Version)
~ 161 ~

References
Allen, K. (2018). Urban Education Symposium Presentation delivered April 27,
2018. [Florida Department of Education, July 2017, Accountability
Report]
Anchor. 2016. In Merriam-Webster.com. Retrieved November 22, 2017, from
https://www.merriamwebster.com/dictionary/anchor
Chisholm, S. (1973). The Good Fight. New York: HarperCollins Publishers.
Covey, S. (1989). The Seven Habits of Highly Effective People. New York: Free
Press.
Donaldson, Connie. (1992). The Practice of Gratitude: A Tool for Empowered
Living. Health and Fitness, 4-6.
Egolf, D & Chester, S. (2013). Forming Storming Norming Performing:
Successful Communication in Groups and Teams (3 rd Edition).
Bloomington: iUniverse, Inc.
Excellence. 2016. In Merriam-Webster.com. Retrieved December 19, 2017,

Dr. Barbara Darby
from https://www.merriamwebster.com/thesaurus/excellence
Foster, G. (Producer), & Ephron, N. (Director). (1993). Sleepless in Seattle
[Motion picture]. United States: TriStar Pictures.
Goodreads. (2018). Quote by Theodore Roosevelt. Retrieved June 23, 2018,
from https://www.goodreads.com/quotes/34690-people-don-t-carehow-much-you-know-until-they-know
Holzman, M. (2009). Schott Foundation for Public Education Report.
Presentation. [Urban Education Symposium, February 7, 2009].
Larsen, C. (2012). God Moments for Women. Virginia: Education Publishing
Concepts.
Mathews, M. (1951). A Dictionary of Americanisms on Historical Principles.
Chicago: University of Chicago Press.
Neblett, B. J. 2013, February 26. George (Part One) [“Niblett takes us through
A wonderfully captivating interface between reality and the virtual reality
of next-generation video games.”] Retrieved from
https://www.goodreads.com/author/quotes/6113119.B_J_Neblett
Obama, M. (2016, July 25). Speech at the 2016 Democratic National
Convention. [Video File] Retrieved from https://www.youtu.be/AaKju-
TrEmU.
~ 164 ~

Wisdom from the Trenches
Pass it On.com. (2018). African Proverb Retrieved June 23, 2018 from
https://www.passiton.com/inspirational-quotes/7293-if-you-want-to-gofast-go-alone-if-you-want
Peters, T. & Waterman, Jr., R. H. (1982). In Search of Excellence. New York:
Grand Central Publishing Co.
Sapp, M. (2011). My Testimony. On I Win [CD] Nashville, TN: Verity
Records.
Shakespeare, W. (2012). The Tragedy of Hamlet, Prince of Denmark (B. A.
Mowat & P. Werstine, Eds.). New York: Simon & Schuster Paperbacks
The Gallup Organization. (1998). Retrieved from The Premier
Leadership Institute Brochure. Gallup International Research and
Education Center Lincoln, NE.
~ 165 ~

About the Author
Dr. Barbara Ann Barnaby Witherspoon Darby
Dr. Barbara Darby is married to John Benjamin Darby, Jr. and
together they are the parents of three adult children, Jzanyt Burney,
Tamara Witherspoon and Jonathan Darby. They have two young adult
grandsons, Alexander and Brandon Burney. Barbara and John worship
and are active in the Christian fellowship of Woodlawn Presbyterian
Church (USA) in Jacksonville, Florida.
She received the Bachelor of Science degree in Nursing from
Hunter College in New York (1970), a Master of Education in Adult
Education from Florida A&M University (1979), a Master of Science in
Nursing from the University of Florida (1988) and a Doctor of
Education in Educational Leadership from the University of North
Florida (1995). After graduating from Hunter College, she practiced
professional nursing in the Surgical Intensive Care Unit at the Veterans
Administration Hospital in New York. She continued her professional
nursing career in Pittsburgh, Pennsylvania and in Jacksonville, Florida at

Dr. Barbara Darby
Baptist Medical Center and the Duval County Family Planning Project
at University Medical Center. She participated in several leadership
programs including Leadership Jacksonville (Class of 1993), National
Institute for Leadership Development (1994), Gallup Leadership
Institute (1998), Leadership America (2007) and Leadership Florida
(2012.)
Dr. Darby served in the role of Campus President for the North
Campus & Nassau Center of Florida State College at Jacksonville from
1998 until 2015. Prior to her appointment as Campus President, she
served as Dean of Instruction/Campus Dean for Health Services
Programs (1994-1998), Assistant Instructional Dean, Nursing/Nursing
Related Programs (1989-1994) and Instructional Program Manager,
Nursing/Nursing Related Programs (1988-1989). During her
administration, there was strong enrollment growth, program expansion
and new program development to provide health care and other
professionals for Northeast Florida. Her professional career spanned
forty-five years.
Barbara is a community trustee who has devoted her time, talents
and treasure to the education of youth, especially young Black males,
health care access, higher education access, Jacksonville’s homeless
population and the arts.
~ 168 ~

TO PUBLISH YOUR STORY OR BOOK
CONTACT
WILLIAMS & KING PUBLISHERS
888-645-0550
Info@WilliamsAndKingPublishers.com
OR
TO LEARN ABOUT
OTHER BOOKS PUBLISHED BY
WILLIAMS & KING PUBLISHERS
VISIT
WilliamsAndKingPublishers.com