![\"private-bob-kemble\"](\"https:\/\/i0.wp.com\/aleta.life\/wp-content\/uploads\/2024\/07\/private-bob-kemble.jpg?ssl=1\")
<\/a><\/p>\nAs soon as he was old enough, Bob Kemble began working in his family’s greenhouses that stretched out behind their home. His parents\u2019 floral business demanded constant attention. In the cold, dark winters of 1930s Iowa, Bob and his brother Bud shovelled the coal that fired the furnaces and kept the plants warm. Family holidays came second to everyone else\u2019s. Flowers were in highest demand around major calendar events like Christmas and Easter. Only after the orders were filled and his parents had napped would their celebrations begin. Like so many of the \u2018Greatest Generation\u2019 the value of hard work was instilled in him early.<\/p>\n
Hard work alone doesn\u2019t make you a great leader, and Bob was a great leader. Leadership demands skills, and the experience and intelligence necessary for using the right skills at the right time. For his generation that journey often began by signing up for the military as soon as they graduated from high school. In 1943 a 17-year-old could enlist only if they were turning 18 within two months. Recruits still had to pass a physical. Not easy when, like Bob, you had a heart murmur. But if you stood at the back of the room and ran in place until it was your turn with the medic, you could squeak by undetected. It no doubt helped that he had been a varsity basketball player and had a broad, engaging smile.<\/p>\n
Eighteen months later, buried up to his chin in snow in the Ardennes, Bob was ordered out of his foxhole and back to the message center. There the Battalion Sergeant-Major eyed him up and asked, \u201cYou Kemble? I suppose you want to accept the appointment to West Point?\u201d
\u201cYou\u2019ve got the wrong guy, Sergeant.\u201d
“You are Kemble, 17170366?,\u201d the voice of authority boomed. Confused, Bob nodded. He had never made application to West Point. \u201cDamn it, you\u2019ve got an appointment to the Military Academy and I have to confirm that you want to accept it.” There was more than a little sarcasm in the Sergeant Major\u2019s voice.
\u201cYeah,\u201d Bob said. \u201cWhat do I do now?”
\u201cGet the hell out of here and report to HQ.\u201d
\u201cYessir!\u201d<\/p>\n
Helen<\/h6>\n
For the next 28 years, Bob served in the Army. He met Helen Elfstrom at the offices of Representative Karl LeCompte, his congressman and sponsor for his appointment to West Point. With a matchmaker\u2019s flair, LeCompte tossed his car keys to his assistant and said, \u201cHelen, why don\u2019t you show Bob Mount Vernon?\u201d They were married a year later. Their first years together were busy. A boy was born while stationed in Kentucky, followed by two girls while stationed in Germany. Then Bob deployed to Korea after a stint teaching at West Point and securing his master\u2019s degree. Two more kids joined the family, and the station wagon was officially full.<\/p>\n In 1962 he served for two years as the executive assistant to the Director of Operations for the Joint Chiefs of Staff. Bob learned firsthand what happens in a national crisis and the crucial role America\u2019s armed services play in emergencies, both international and domestic. The first key event was the Cuban Missile Crisis and the second was President Kennedy\u2019s assassination. Given his rank as a major, while doing the work of a colonel, it was clear to Bob that he could stay with the Pentagon if he wanted. In his heart, however, he felt a different calling. It led him into the business of making the country as strong and secure as possible by developing the finest officer corps in the world. When the opportunity arose to return as a permanent faculty member at the US Military Academy at West Point, he gratefully accepted.<\/p>\n Over the next eight years he taught humanities, revamped the liberal arts program, and gained his PhD. The family thrived at West Point and took advantage of every facility the university offered. A revolving door of the best minds in American arts and letters came through the Kemble house. Names like Arthur Miller and Kurt Vonnegut are not commonly associated with military education. Particularly in the 1960s. But that was the point. Bob wanted officers to have the broadest educational experiences possible. Otherwise, how would they understand what motivated their opponents? After all, the Army\u2019s ultimate goal was not killing people. Its goal was to avoid war altogether, if it could.<\/p>\n Leaders seek understanding, and the secret to understanding others is getting them to talk while listening attentively to what they say. Then, based on their input, decide a course of action that benefits all parties. Having spent his career to this point fulfilling the demands of his superiors, sorting through vast amounts of intelligence to find the relevant nuggets, and actively engaging with allies on the ground, Bob understood the power of appreciative inquiry. Add that to his decision-making skills, and he was able to inspire change that fully engaged stakeholders. He needed these skills. His teaching career was about to end and his administrative one was about to take off.<\/p>\n On his way back from Europe in 1945 aboard a rattling C47 Skytrain, Bob met his best friend, Jack Rust. Tall, angular, and a lacrosse champion, Jack attended West Point, graduating with Bob in the class of 1949. Jack\u2019s career led him into business and eventually to New Mexico. An active member of the community, Jack served on the board of regents for the New Mexico Military Institute.<\/a> NMMI was established in 1891 as the college prep school for wealthy ranchers from all over the Southwest and Texas. By 1972 its academic mission needed an overhaul. Jack knew Bob would thrive in the role of Superintendent and President for the institute. Helen agreed. \u201cIt will be a new adventure,\u201d she said. They packed up their car and the two kids who were still at home and headed west.<\/p>\n Before making any changes in his new role, Bob met with the faculty, students, and the board of regents to understand how the school was functioning, what it needed, and how to fund the required changes. He then spent the next six years steadily improving the academics and facilities and bringing NMMI up to national educational leadership standards again.<\/p>\n His success did not go unrecognized and, while not actively looking for another role, when Lamar University in Texas invited him to become its President in 1978, he accepted. It was a bigger role, a bigger challenge, but Bob\u2019s superpowers in leadership were coming to their peak. Once again, he diligently did his research and sought out voices from every aspect of the university to best understand what needed to change and the relative priorities for a new president.<\/p>\n One of those voices was President George H.W. Bush, former Texas congressman and then-current director of the CIA. As a result of a chance meeting, Bob was invited to join an exclusive cadre of educators on a diplomatic mission to China. Peeking behind the Bamboo Curtain, the goal was to help China improve its education system through constructive criticism and engagement. Two years later, in 1980, Lamar initiated America\u2019s first student and faculty exchange program with China\u2019s Ministry of Education. Several members of the program\u2019s first cohort of students became lifelong Kemble family friends.<\/p>\n After serving as president for seven years and chancellor for three, Bob and Helen decided to try retirement and went back to New Mexico, having fallen in love with it. Retirement was not in the cards for Bob. Governor Gary Carruthers called and asked him to become New Mexico\u2019s first cabinet secretary for his newly formed Department of Public Safety. \u201cYou must have the wrong guy, Governor. I don\u2019t know anything about public safety,\u201d Bob said, echoing his conversation in the Ardennes forty years before. Carruthers had done his homework and knew he had the right guy.<\/p>\n So how did Bob address the challenge in front of him? How to set up a brand-new department made up of over 500 very well-established sheriffs, highway patrol officers, and drug enforcement agents who rarely communicated with each other, let alone worked together? Well, a leader would sit down and get them to talk with each other while listening attentively. That\u2019s exactly what Bob did. And although he had told Carruthers he would do the job for a year, he realized it would take at least three years to put his new department on a firm footing. The Department of Public Safety continues to this day and builds on Bob\u2019s improvements to coordinating emergency responses, law enforcement training, administrative support, and collaboration across departments.<\/p>\n<\/a><\/p>\nTeaching<\/h6>\n
<\/a><\/p>\nNMMI<\/h6>\n
<\/a><\/p>\nLamar<\/h6>\n
Public Safety<\/h6>\n
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