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Jon has the complete package of leadership skills.” A NEW, AND UNFAMILIAR, ROLE Levin was given the nod after a long and intensive search lasting nearly eight months.That search by a 13-person committee co-chaired by Provost John Etchemendy unearthed multiple candidates.For a member of the elite ' Rat Pack', Dean Martin seemed eminently accessible, family-friendly (even at his naughtiest), and without malice towards anyone.Despite the spontaneous 'look', there was a basic structure to "The Dean Martin Show".While Martin's last years would be haunted by the tragedy of his son's untimely death (Dean Paul Martin, an Air Force pilot, would perish in an airplane crash, in 1987), for nearly two decades, Dean Martin was, undeniably, one of television's greatest stars.When Jonathan Levin’s father was named president of Yale University in 1993, the general consensus was that Richard Levin would certainly have his hands full.
HIS WORK CUT OUT FOR HIM Levin “has an extraordinary ability to get the input of very different groups of stakeholders,” says Timothy Bresnahan, a senior fellow at the Stanford Institute for Economic Policy Research.
Dean Martin refused to take things seriously, on-camera, and his relaxed, flippant attitude seemed to bring out the very best qualities of his guests.
Certainly it made his show the 'in' place for virtually every major performer of the era, and while Ed Sullivan might have been able to boast more 'debuts' of up-and-coming stars, where else would you find Orson Welles performing magic, John Wayne and Jimmy Stewart singing, or the Golddiggers bumping and grinding while Martin would sing "All I need is a room somewhere..."Politically correct? But at a time of political and social upheaval, a ghastly war, and a nation in turmoil, Martin's show was a 'safe harbor', where the tuxedo-clad host smoked on-camera, joked about his drinking, large family, and inability to read cue cards, and encouraged his viewers to "keep those cards and letters coming in".
Those current and former employees had unsuccessfully urged the university not to reappoint Saloner to a second term, claiming that he created a “hostile workplace” in which staff, particularly women and people over 40, were hounded out of jobs and roles amid numerous violations of Stanford’s Code of Conduct and HR policies (see Anatomy Of A Rebellion: Inside The Revolt Against Stanford GSB Dean Garth Saloner).
What the scandal hasn’t diminished is the business school’s popularity among applicants and students.
“As chair, he was universally respected by students, faculty, friends of Stanford and the university administration.