I recently declined to seek an opportunity to become a 50% time administrator. Why did I turn it down? I want to keep seven people out my brain. My dean is wonderful, and the interim provost is a nice guy, and the chairs of other departments are very congenial. But I don’t want them in my head. Let me explain.
Several weeks ago, my family and I went to see Dear Mr. Watterson in the theater. This movie is a Kickstarter-funded fan-film homage to perhaps the greatest comic strip of the latter half of the past century, Calvin and Hobbes. (If you haven’t yet read some Calvin and Hobbes, get thee over to a used bookstore pronto, where you should be able to pick up a tattered collection on the cheap. Trust me, it’ll bring you joy.)
The creator of Calvin and Hobbes famously refused to license the production of paraphernalia. Every sticker of Calvin peeing on something is bootlegged. You can’t buy a stuffed Hobbes, and Calvin isn’t shilling insurance like Snoopy. Hobbes isn’t selling candy bars like Bart Simpson does. Because of this decision, Bill Watterson walked away from tens of millions of dollars, and perhaps a lot more.
Depending on the audience, Watterson’s decision provoked admiration, consternation or puzzlement. The fascinating parts of Dear Mr. Watterson are interviews with syndicated comic artists who are big fans of Calvin and Hobbes.
The most enlightening interviewee was Stephan Pastis, the creator of Pearls Before Swine, one of my favorite strips in current syndication. Pastis was discussing his own experiences with syndication, and his experience authorizing the production of Pearls Before Swine merchandise. He remarked on what Bill Watterson got by saying no to merchandising.
Pastis explained that merchandising brings profit, but also takes your attention. When new products get developed, a bunch of them are going to stink, or otherwise misrepresent the strip. Even if they don’t suck, they need your input. The syndicate will have questions, the graphic artists will have sketches, and the manufacturers will have samples and suggestions.
As Pastis explains, once you agree to sell merchandise, then you’ve just invited seven new people into your life.
Even if you’re not on the phone or meeting with them that often, these seven people are on your brain. You think about what these people want and how to respond to them. They generate a whole set of questions and issues for you to consider and take care of. You become a business person, managing a money-making operation.
Pastis explained what Watterson got from not merchandising: control. He got the freedom of his time – and his brain – to create Calvin and Hobbes. This comic strip is a sublime creation and its gorgeousness and excellence was enabled by Bill Watterson’s unfettered ability to focus on art. Perhaps Watterson wanted to keep his art untainted by the machinations of salesmen, but in addition he also kept his own mind free of the clutter of a supply chain.
If I ended up taking on a half-time administrative job at my university, there’s no way the job would end up being a half-time gig. Even if I somehow only spent twenty hours per week working at it (and fat chance at that), far more hours would be sucked away by the seven administrative sausage-makers taking up space in my head. I’d be worrying about preventing one person from trying to gain access to another person’s budget. I’d try to sort out who I could cajole to join a committee. My calendar would have deadlines for reports popping up. Even when not in meetings with people who wear suits, I wouldn’t be able to eliminate the conversations with suits from my consciousness.
I want to think about manuscript revisions, my next lesson, the next grant and keeping tabs on the projects students are doing over the year. This last semester had more admin work than I’m used to, and regardless of the time I spent on it, the administrative stuff handicapped everything else. I could be a part-time administrator by the clock, but not by the brain.
I’m sure people with lots of admin experience know how offload admin duties from the brain when not on the clock. But I’m inclined to agree with Stephan Pastis, that if you can keep those seven people out of your head, you’re a lot more able to focus your mind on things that are of true interest to you. I’m not ready to put ecology, ants and rainforests – and my research students – on the back burner. Maybe someday, though at this moment hard to imagine such a day.