Melissa L. Gilliam on Challenges, Ambitions for Boston University
Taking office as the University’s 11th president, she says BU’s opportunities are boundless, and it must remain laser-focused on what it does best
“I believe Boston University’s best days are still ahead,” says Melissa L. Gilliam, BU’s new president.
A Conversation: Boston University President Melissa L. Gilliam on First Impressions, Challenges, and Ambitions
Taking office as the University’s 11th president, she says BU’s opportunities are boundless, and it must remain laser-focused on what it does best
Throughout its 185-year history, Boston University has had just 10 presidents. On Monday, July 1, 2024, Melissa L. Gilliam, a physician, a researcher in public health, medicine, and the humanities, and a higher education leader for two decades, took office as BU’s 11th president.
Since being named as the next president in fall 2023, she has traveled throughout the region, the country, and the world, to help her understand the history of BU, its place in the city, the people who make it tick, and to begin to shape her vision and the direction she sees for the University’s future.
Gilliam, who spent the majority of her career at University of Chicago and most recently served as provost and executive vice president at The Ohio State University, sat down with BU Today on a warm June Friday for a relaxed, hour-long conversation. With a view of the Charles River behind her and the anticipation of beginning her presidency in front of her, Gilliam spoke openly about some of her initial impressions of BU, the people she’s met both in Boston and around the world, the opportunities that she sees, the challenges she anticipates, and her ambitions for the University she now leads.
This interview has been edited and condensed for clarity.
Q&A
With Melissa L. Gilliam
BU Today: Let’s start with why you chose BU. Something about Boston University specifically likely drew you here. It’s a very urban campus, the city of Boston is our front step, and that’s different from Ohio State, where you came from. What was the appeal of BU?
Gilliam: In many ways, Boston University combines some of the best aspects of my two prior institutions—Ohio State and the University of Chicago. Like Ohio State, it is large, comprehensive, has a wonderful culture, a commitment to service, and a large alumni population. Similar to the University of Chicago it is private, rigorous in research and academics, and in one of the world’s great cities. Boston University appealed to me because it is a major comprehensive, urban research university. I value institutions that are strong in the sciences, the humanities, as well as undergraduate, professional, and graduate education. I wanted to be at a place with a medical school and was impressed by the range of schools and colleges. Since being appointed president, with the help of our excellent librarians, I have read about the history of Boston University and archival materials. This institution has a proud history. From its inception, Boston University has been accessible, impactful, and played a critical role in higher education.
BU Today: When you were examining BU, I expect you looked not only at its past and its history, but also at its potential. Was that a factor as well for you?
Gilliam: Yes, the potential was an important factor. I was drawn because despite all that has been achieved, I believe Boston University’s best days are still ahead. To have great potential, it is essential that an institution has been stewarded well. Bob Brown was an excellent steward of this institution. Yes, there are opportunities, but you need a strong foundation in order to fulfill those opportunities; Bob and his predecessors have given us that.
BU Today: In your roles at Ohio State and the University of Chicago, did you pay attention to other schools and how they are doing? Was BU on your radar because of Bob Brown’s leadership or were there other things you noticed?
Gilliam: In fact, I knew very little about Boston University, aside from having friends who work here or whose children attended BU. I have discovered so much that I did not know about this institution, [so] perhaps that is why I have been so captivated. I was not looking for a new job. I was fully focused on my work when I was tapped on the shoulder. That is a common pattern for me. I am not a person who looks around. By nature, I am fully convinced that what I’m doing is the most important thing anyone could possibly be doing. [Laughs] So I wasn’t thinking about my next move.
BU Today: At the same time, though, it appears you are someone who aspires to lead.
Gilliam: I call myself a reluctant leader, as it is not necessarily an aspiration, despite being something I do. I have been leading things since very early on in my life. I’ve been offered leadership positions; I have accepted them, worked hard, and learned a lot. Instead, I would say that I am drawn to the privilege of having a positive impact, of serving. I have worn many hats, but have found that I am most impactful in leadership roles, regardless of the trade-offs. But it is a trade-off. I really liked being a faculty member. I really liked being a doctor. I’m a doer, by nature.
BU Today: Have you had some early conversations with BU faculty, and how have those conversations gone?
Gilliam: Yes, I have met faculty and look forward to meeting many more. Spending time with faculty and hearing about their scholarship is one of my greatest pleasures. I have been very impressed by the faculty at BU. Supporting and developing faculty has been core to my academic leadership roles, and faculty will be a top priority for me. I want this to be an intellectual destination, where faculty find great colleagues and can conduct field-defining research.
BU Today: One word you’ve used to define BU, and other people have used to define BU over the years, is “interdisciplinary.” Can you talk about what that word means to you and why you think it’s important for BU?
Gilliam: Disciplines are important; they focus communities of scholars on a common area. But sometimes disciplines are limited by the way that we have conceptualized them, often a long time ago. There is tremendous complexity, whether you’re thinking about quantum physics, the cosmos, or the human body. Disciplines help us conceptualize. However, disciplinary boundaries can also limit discovery. It makes sense that at times, crossing disciplinary boundaries, combining disciplines can be necessary for new knowledge. So we need both the depth and richness afforded by strong disciplines and we need to cross boundaries.
In the video above, Melissa L. Gilliam answers questions about her vision for Boston University’s future, and what she has learned and observed in the time leading up to her presidency.
BU Today: There are different types of research—some research has a clear benefit to improving society and others are more about furthering our understanding of a complex issue. How do you see research moving forward at BU?
Not all research and scholarship has to be of clear impact. I value art, creativity, and discovery even when there is no certain outcome. The freedom to discover enables universities to be impactful. Crossing and combining disciplines is a means of creating new ideas. At times, a university’s policies and processes can discourage interdisciplinary research and teaching, and therefore we need to remove barriers to collaboration. If we value interdisciplinary research, we will have to be intentional. It is also challenging for the individual scholar to collaborate outside of their discipline. Human nature is to be safe. Crossing disciplines takes courage and daring, and because we’re experts, to be in a place of not knowing and uncertainty is challenging. So, we do not want institutional barriers to create further limits.
BU Today: Is there an example of interdisciplinary work you’ve seen at BU that makes you think you want to see more of that?
Yes, we definitely have great examples. The Faculty of Computing & Data Sciences is designed to be interdisciplinary. While still maturing, the undergraduate Hub [general education program] is pointing us in that direction. The College of General Studies is a great example of interdisciplinary learning. I look to Ken Lutchen’s leadership and the College of Engineering—it is a wonderful example of interdisciplinary and convergent research within a college. So, we are achieving it in many places and also aspiring to cross schools and colleges and campuses. That is what we’re allowed to do in universities—to aspire.
BU Today: That’s a good segue to my next question. You’ve talked a lot about having ambition for BU. What does it mean for a university to have ambition, especially a place like BU. How do you balance that ambition with certain financial limitations?
I will focus a lot of my attention on fundraising and financial discipline. We are competing with institutions that are better resourced than we are. But we have to shift this thinking that the budget has to limit our ambition. There is a risk of complacency if we think there is a ceiling to what we can achieve.
When Boston University was founded, it had a large endowment that was lost in the Boston Fire of 1872. Boston University made the decision to continue, but it had to be a different type of university than originally envisioned. The university had to be scrappy. The leaders found buildings in the city to house the university—they had to be very determined to survive. To be ambitious, we will have to focus on our assets and our strengths.
BU Today: In your mind, what are those assets?
I believe Boston University is one of the most consequential institutions of our time. We are a large, comprehensive, urban research institution with great disciplinary breadth and depth. We are in one of the great cities and states for education and medicine and are surrounded by other great educational institutions. We are a top research institution and our faculty value teaching. We provide a top-tier education while still being accessible. Almost 20 percent of our first-year students are among the first generation in their family to attend college, which means we transform the lives of individuals and their families. Almost a quarter of our students are international, and we have a global presence. We are partnered with a safety net hospital and our faculty, staff, and students are committed to service right here in Boston and all over the world. The Terrier community, including almost 400,000 alumni, is an excellent asset. When you think about these assets, the institution is breathtaking in its scope and scale.
BU Today: Do you have what you consider a leadership philosophy?
My goal in leading an institution is to increase its eminence and excellence for future generations. Eminence results from focusing on strategy, operations, and institutional culture. We will have to make choices in order to align around shared strategic goals. Attending to culture helps to empower one of our most important assets—our people. One of the reasons I speak about operations is that high-quality operations give you a reliable outcome. And that’s how a large complex organization excels—through reliable experiences, high-quality student experiences, high-quality faculty and staff experiences, and making impactful research. All of that is by being strongly and intentionally focused on strategy and operations within a positive culture.
BU Today: You said it’s important for you, as a physician, to be at a place with a medical center. There are certain fields where BU has gained great prominence, such as concussion and CTE research, neuroscience, infectious diseases, through work being done at the NEIDL [BU’s National Emerging Infectious Diseases Laboratories], the Framingham Heart Study, the Black Women’s Health Study. Have you come across something BU is doing that you were not aware of—and wondered, why doesn’t BU talk more about that?
Well, I have a lot to learn about Boston University. Already, I’ve had two common experiences. First, as you say, I am discovering areas of excellence that others should know about. We have leading researchers in photonics, sustainability, social inequality, and neuroscience. I just visited our amazing campus in central London. Our online approach, the online MBA in particular, is distinctive. There are many other examples of things that we are doing that we need to talk about. The second experience I am having is learning about things or seeing things that I knew were out in the world, but not realizing they were at Boston University. So, for example, I knew about CARB-X. But I did not know that CARB-X was at Boston University. I knew about the Framingham Heart Study and the Black Women’s Health Study. I did not know that these are Boston University studies.
BU Today: When you learned about the BU ties, did that excite you?
Yes. Yes! It is great to know these things are happening right here. We need to keep telling our story. I’ve also been very impressed with the Boston University approach to computing and data science, photonics, and economics. I have looked at a lot of schools of public health, and I’ve been impressed by the trajectory of our School of Public Health. And I have been blown away by biomedical engineering, whether it’s the bionic pancreas or engineered cardiac tissue. I have only scratched the surface of Boston University research and scholarship and am looking forward to learning more.
BU Today: Let’s talk about location. You’ve met with Boston Mayor Michelle Wu and Governor Maura Healey. Are there ways BU can work with the city and the state more closely and leverage its position even more?
There are a small number of large, urban, R1 institutions [R1 is the highest tier of research universities that also offer doctoral programs and a commitment to groundbreaking research]. We have the great fortune of being one and being in one of the world’s great cities. Foundationally, that is a defining feature of who we are, and what we’ve been able to do, and what we’ll be able to do in the future. I am tremendously impressed by the long history of engagement and commitment to the city.
One of the biggest challenges facing universities is that they are complex, and potential partners struggle to figure them out. There are people, whether it’s nonprofits, researchers, members of the city, who want to contribute to, and collaborate with, an institution—but it’s very hard to find the front porch. Clarifying pathways to collaboration can be a big help.
BU Today: How was your conversation with Mayor Wu?
When I spoke to the mayor, we talked about a number of things, including how we can identify mutually beneficial ways to create more opportunities. The success of this city is our success. We want our community to be able to live in the city and to live on or near campus. We want to be a place where we are contributing to helping address urban issues: global warming, marginalized populations, education. These are the areas in which we are well positioned for collaboration. It’s how we will work together to make the city an even better place.
BU Today: What about at the state level?
The governor has identified top priorities. We want to ensure that we are well aligned to her commitment to environmental technology, the life sciences, and education. We have the experts and the expertise. And again, the state’s success is our success. We have one of the largest student populations in the city, we are one the largest employers in the city. It is enlightened self-interest to want our state and city to do well. But also, because of this beautiful alignment, we have the opportunity to serve as a model to other cities and states around the country.
BU Today: Over the last six months, you’ve traveled locally and regionally, but also around the world. Can you share some of what you’ve heard from alums, trustees, or anyone else, and any surprises you’ve had?
Our alums, trustees, and families are very proud of Boston University. It was great to hear. In these months, I have learned and seen many terrific things. We have a strong presence in Los Angeles and leaders in film and television. We have a wonderful alumni community of highly accomplished people there. I had the opportunity to hear about the connections between the College of Fine Arts and the College of Communication. I did not know how impactful we’ve been in the arts. I learned [renowned painter and muralist] Philip Guston was here. And, [celebrated abstract artist] Brice Marden was a graduate. I learned about Sargent College [of Health & Rehabilitation Sciences] and the [Chobanian & Avedisian] School of Medicine and their history of promoting women in medicine.
I also learned about our large global footprint, and our strong global reputation. I had the opportunity to speak to parents in international cities. And they talked about why they want their children to go to Boston University. They said it is a wonderful community of people, that your child learns something that is translatable—engineering, business, international relations. And their children are in a safe city. That was appealing to them. As I have traveled, many people have told me that they owe their success to Boston University.
BU Today: Okay, let’s move on to some of the obstacles ahead. BU, and higher education in general, is facing a lot of headwinds. Political pressures, the rising cost of a college education, free speech on campus, especially around Israel and Hamas, and on top of that, BU’s own issues, including graduate students on strike. Have you thought about some of these challenges—and how you intend to lead at a time like this?
No, I haven’t thought about it at all [laughter].
First of all, this is not a higher ed moment. This is a national and international moment. Higher ed is one aspect of it. But it is a time of questioning institutions in general. So, you listen for the music beneath the words and some of that music is really important.
One important concern is the cost of education. We must face the challenge of debt at graduation and ensure the value of a college degree. We have to ensure that we are offering a singular education and know students will get an education that is distinct from other institutions. We also need to focus on the student experience across the entire educational life course. This moment is an opportunity to define our values.
We need to focus on the student experience across the entire educational life course. This moment is an opportunity to define our values
BU Today: Have you begun to think about those values and what they look like for BU?
Again, this turbulent moment is national and international. I think in these times, there have to be places that hold a positive vision for the future. My aspiration is for a democratic society that is highly diverse, with equitable outcomes for all people. Universities are the place where we learn to sit with discomfort and to regard one another with a sense of grace, compassion, and humanity.
There will be faculty and staff who will be here for 30 to 50 years and some students who will only be with us for one to two years. But the more people who can experience this oasis, this quiet in a storm, then we can ensure this world progresses and becomes more peaceful, more equitable, and more joyful. That, to me, is the underlying thing that we do in a university. Whether you come through the CGS door, for example, or through the HR portal, you become a part of Boston University. Our opportunity is to be a place that creates knowledge and aspires to eternal truths.
BU Today: Coming back to something you said, about what makes a BU student a BU student, it’s only Day One, I know, but have you started to formulate some ideas on that?
You know, I asked our Admissions Office about that. Our students have done very well academically; that is a given. But on top of that, schools look for this concept of “fit”—students who will fit their community. It does need to be a student who has a certain scrappiness to be part of an urban institution. They look for students who have a commitment to service experience, who have some tenacity, and who want to try and impact the world for good. And they look for students who are curious.
But that’s who comes to BU—that’s what the family and the high school achieved. The question for us is, once they arrive here, what do we provide for students? Given this great foundation, and all of the momentum, how do we make attending this institution a truly transformational educational experience for all students?
BU Today: What else have students told you?
One thing that I’m hearing students say is that, compared to friends at other institutions, they have so much opportunity, if you can find it and figure it out. And so maybe that’s it. I would like to see our students have access to internships and research in their first year. We are an institution with many international students and a big global footprint. I’d like to see us produce students who are global citizens, who understand the complexity of the world.
We have a great Study Abroad program and an Internship Abroad program; internships abroad are a distinctive feature of Boston University. The set of high-impact practices that benefit students is well described. We have to be clear about what we think are those quintessential things that each of our students should do and experience.
BU Today: You have said repeatedly that you want to listen to people. Obviously, you cannot meet with every BU student, faculty member, and employee. So, what do you mean by “listening”?
I am scheduling visits to each of the schools and colleges. I have an office on the Medical Campus so I can spend time with colleagues in those three schools [Chobanian & Avedisian School of Medicine, School of Public Health, Henry M. Goldman School of Dental Medicine]. I will have regular meetings with faculty, staff, and students. I will be up and about and present.
The President’s and Provost’s offices will be open and engaged and interested. There are lots of ways that universities can work to get more engagement and have more conversation.
I am interested in ideas about how Boston University becomes a better Boston University. Our ongoing success requires each of us to consider the well-being of the entire institution. That’s the first reframe.
The second is that there are often loud voices, but the people who are not seen or heard as often carry deep, deep wisdom. I am interested in speaking to people who support this institution each day by preparing food or repairing facilities. I want to encourage a culture where we all listen. If you’re a faculty member, you have students, if you’re a student, you have your peers. We should listen and hear one another so we can create a community of engagement, regard, and curiosity.
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