Word: goodheartedly
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Dates: during 2000-2009
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...compile all of this information, the committee turned to the Corporation’s secretary, Marc L. Goodheart ’81. Committee members considered him “very able” and perhaps even more importantly, “discreet.” Goodheart was accustomed to the secrecy of the Corporation. He assembled a team of three staffers at the Corporation’s Loeb House headquarters to sort through the incoming mail and prepare binders upon binders of material to be shipped off to the search committee members. His office handled travel arrangements for search committee...
...Goodheart or a member of his staff also accompanied committee members to many of their interviews across the nation, although eventually, as the process progressed, committee members conducted the interviews entirely in private. At the beginning, Goodheart was left to interview some of Harvard’s top administrators on his own, including Vice President for Administration Sally H. Zeckhauser...
...Goodheart or a member of his staff also accompanied committee members to many of their interviews across the nation, although eventually, as the process progressed, committee members conducted the interviews entirely in private. At the beginning, Goodheart was left to interview some of Harvard's top administrators on his own, including Vice President for Administration Sally H. Zeckhauser...
...more research, committee members say. Some of the names on the list were obviously ridiculous—people who lacked the skills or wherewithal needed for the job—and others simply did not live up to the claims made in letters of recommendation. The committee, assisted by Goodheart, assembled massive binders of biographical information on possible candidates. For the first time, the committee personally surfed the Internet for much of its early information gathering, tracking down biographies, vitaes, journal articles and even, in some cases, portions of books for background purposes...
...committee headed out into the field again as the list winnowed. They spoke with other faculty at institutions where possible candidates worked, and then, eventually, Goodheart's office called directly, asking whether Mr. X or Ms. Y would be interested in discussing Harvard University and its future. Again, two or three members, and sometimes even four for the more serious candidates, would arrive at an interviewee's office to talk about Harvard. They would ask the same questions asked at the beginning of the search: How is Harvard perceived? What does it need? Where is higher education going? Who would...