Rakesh Khurana reflects on experiences gained while leading — both as a mentor and an influencer, online and offline

For Rakesh Khurana, prioritizing the mission is paramount. Without this understanding, the questions of what to do next and how to proceed become trivial.

This principle has been instrumental for Khurana, who is set to resign at the close of the academic year following an 11-year term as the Danoff Dean of Harvard College and will return to teaching within the Faculty of Arts and Sciences as well as at Harvard Business School.

Khurana, the Marvin Bower Professor of Leadership Development and also a professor of sociology, joined Harvard in 1993 for graduate study, obtaining a master’s in sociology in 1997 followed by a Ph.D. in organizational behavior in 1998.

Throughout his deanship, Khurana aimed to bolster opportunities in the arts and public service, overhauled office frameworks for better support of students, spearheaded the Intellectual Vitality initiative, and staunchly advocated for the recruitment of students from a wide array of backgrounds and experiences.

Additionally, he established a presence on Instagram affectionately dubbed Deanstagram. In this curated dialogue, Khurana discusses the endeavors he has undertaken and the insights he has gained — pertaining to himself and the community.

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You’re one of the longest-serving deans of Harvard College. Could you share some aspects of your time in this role that you found to be especially rewarding?

I believe I have enjoyed the most remarkable role in higher education. As an immigrant, raised in a family that regarded higher education as sacred, and considering Harvard as a pillar of that belief, I feel fortunate.

From the outset, part of what we achieved was establishing that we would operate as a mission-driven entity, harking back to our origins. Our objective has been to cultivate citizen leaders and to be explicit about our approach — through the transformative journey provided by a liberal arts and sciences education, fostering growth in intellectual, social, and personal dimensions.

I take pride in the fact that there exists a robust understanding of the College’s mission. That clarity has allowed us to undertake numerous initiatives, ranging from the adoption of an honor code, symbolizing the aspirations we have for our students, to the revitalization of the General Education program, which transpired during a period of debate about its continuation.

The dedication to a comprehensive general education grounded in liberal arts that emphasizes pivotal societal questions is vital. Professor Michael Sandel’s reintroduced course “Justice” exemplifies the establishment of an intergenerational bridge linking our students with alumni who took that course decades ago, honoring the past while remaining pertinent and essential to contemporary issues.

I am also very proud of our endeavors concerning the Intellectual Vitality initiative, which had been a significant focus for the team for several years. Employing a data-driven yet adaptable approach has enabled us to identify ways in which Harvard could resist fleeting trends and instead commit to substantive matters. I hope that the legacy of adhering to our mission while also evolving will be acknowledged as a cornerstone of my deanship.

“To be in a place where the past is acknowledged, the present is contended with, and where the future is being crafted through research is an incredible honor.”

Throughout your deanship, you encountered various challenges. Is there one from which you believe you learned the most?

Universities mirror the world but can also amplify events occurring beyond our campuses. Uniting individuals who are experiencing living and learning alongside those of vastly different backgrounds for the first time represents the most significant opportunity we possess.

However, nurturing this community necessitates the development of various capacities, skills, and the modeling of roles. In the past, we may have assumed that this understanding was inherently present, yet we can no longer take for granted that students, faculty, and staff arrive here equipped with such insights.

It is crucial to recognize that Harvard is not an impeccable institution. Acknowledging the efforts to unite individuals from diverse backgrounds and experiences has been a priority since Day One. This institution acknowledges that excellence manifests in numerous forms. Through this evolving comprehension, we align more closely with our motto of veritas.

In what ways did the reality of the dean’s role differ from your initial expectations?

My expertise lies in organizational sociology, with a particular focus on institutions, leadership, and bureaucracy. Within this discipline, one learns extensive theory, engages in empirical research, and writes case studies.

There is a significant gap between knowing and actualizing, and one often discovers the discrepancies between theoretical understanding and practical application. Although certain concepts taught are informative and valuable, they often portray ideal scenarios that fail to account for all the particular contingencies and challenges inherent to specific experiences.

Three principles have remained constant for me: A sense of mission — “What is our purpose?” The vision — “Where are we headed?” And the values, or “How will we achieve that?” The influence of this realization is something I have been instructing on for years, and it is fascinating to observe its potency and how easily it can be overlooked. I commence every meeting with the College mission. If those in leadership aren’t attuned to the mission, vision, and values, then who will be?

The second lesson I’ve absorbed is the lens through which we are examined. When you hold a position of authority, you are perpetually setting an example. Individuals are not solely focusing on your words, but also your actions. Your behavior must align with your words. In reality, your actions likely carry greater weight than your words.

One insight gained from collaborating with students and colleagues is that you serve as a mentor, often seeking to discover people’s aspirational abilities and what drives them. While guiding them in connecting those aspects, you simultaneously engage in self-reflection.

Another important realization is that we are all ongoing projects. Each of us is striving to become improved versions of ourselves. If you are in the company of individuals who are committed to the mission, comprehend the vision of our direction, and aim to function according to those principles, you can cultivate remarkable trust, enabling you to navigate through some quite challenging times.

From an organizational perspective, the most formidable challenge was the COVID-19 crisis.

In numerous ways, we had to forego the elements that made our campus unique: the daily interactions, the unexpected encounters, the ability to understand each other through our diverse viewpoints — not just in the classrooms but also in dining halls and student organizations. We had to quickly de-densify our campus, urgently address the reality of the situation, and deal with the uncertainties that arose, all while ensuring academic continuity. Maintaining our academic mission and then safely welcoming individuals back to the campus with appropriate measures and testing was the greatest challenge, yet it also marked a time when the University united as one entity to advance in a truly impactful manner.

“Harvard is not a flawless institution. I don’t believe it should strive to be one because approaching that ideal would suggest we aren’t aiming high enough.”

You’ve been outspoken regarding the challenges higher education faces with diminishing trust. How can we restore that?

Restoring trust is not an overnight endeavor. A part of our responsibility is to ensure that our foundation is robust. The essential functions that people expect from a university, specifically in education and research, must be unwavering.

For an institution like Harvard, our legitimacy relies on two fundamental principles: a dedication to academic excellence and a pledge to meritocracy.

I would propose three actions institutions such as ours should pursue. Firstly, we must convene excellence — among our faculty, students, and staff. We should emphasize the importance of excellence by bringing individuals together.

The third action we need to pursue is to streamline our institutional processes.

In our endeavor to foster an environment where individuals from diverse backgrounds and experiences can engage in open and thoughtful discussions on complex issues, we bear two responsibilities.

First, we must ensure that if we expect families to invest in our education, we need to deliver effective education.

Additionally, there is a moral obligation. Any institution responsible for educating youth must be seen as a moral entity. This responsibility cannot be politicized. When an institution is politicized, it fosters the belief that it produces biased research, stifles independent thought, promotes ideology, and restricts discussions on challenging subjects.

Many in the community perceive your approachability as one of your defining traits. Is this something you’ve always possessed, or has it developed over time, and if so, how?

It may surprise some to know that during my college years, I could count on one hand the number of times I shared a meal with someone else. I had a small circle of friends, yet they maintained very different schedules compared to mine. Most were artists and painters who tended to work late hours, while I was studying social science, rising early to hit the library.

Consequently, I often had my meals alone, yet I never felt isolated. I had my books. I always felt engaged in conversation with thinkers like Max Weber, John Stuart Mill, Milton Friedman, and others. It wasn’t that I disliked socializing; rather, I was utilizing those four years to focus on my thoughts and expand my understanding of the world.

Looking back, I realize I had just as much to learn from my peers. One lesson from my mother and my partner Stephanie is that everyone has a valuable and fascinating story to share.

My mother used to say, “No one is better than you, but you’re also not superior to anyone else.” I cherish this kind of humility and credit my parents with instilling it in me. When I arrived in graduate school, I found myself connecting with everyone — not just my peers but also the custodial staff and faculty at the sociology and business departments. I began to see that everyone had such captivating stories to share.

I would frequently seek out the student who was dining alone and tell myself, “I wish someone had sat with me during that time.” This inclination to connect with students ultimately led to us becoming faculty deans at Cabot House. That experience made me comfortable with the discomfort of sitting with someone new, asking them questions, and it has transformed into one of the most delightful components of my day.

You’ve frequently discussed being an immigrant child who attended New York City public schools. Did that child ever envision becoming the dean of one of the world’s leading educational institutions?

I was born in India. My parents emigrated to the U.S. much like millions of other families, seeking to create a better life for their children, primarily through educational opportunities.

My mother worked as a public school teacher in the Bronx, and my father was an accountant for the city. I vividly recall our frequent moves as my mom would evaluate which schools had superior Regents scores, even relocating a few blocks to ensure we were zoned for those schools. I have experienced firsthand the transformative impact education can have—not just on an individual’s life but across generations.

My journey in higher education started at SUNY Binghamton, from where I transferred to Cornell after a professor approached me following class, stating, “You’re excelling in this class. You should consider transferring to Cornell.” I was taken aback and asked, “Why?” He responded, “I attended there, and I believe you would thrive.”

This kind of encouragement from a teacher was unprecedented for me. It illustrated how powerful a teacher’s recognition can be, often seeing potential in students before they recognize it themselves. This underscores the significance of our mission. How do we create spaces for interactions that lead to conversations, questions, or suggestions that can pivot the course of someone’s life?

After college, I joined a small tech startup that eventually expanded. A representative from HBS came to craft a case study on the company, that conversation prompted me to apply for graduate school, and the following year I found myself at Harvard.

What does working on this campus signify for you now that you’ve spent many years teaching and leading?

One of my favorite activities is visiting various higher education institutions and exploring their campuses. I still recall my first encounter with the libraries, the first location I would head to on such trips. Visiting Cornell’s Sage Hall library, and both Widener and Baker libraries at Harvard while dropping my brothers off at Dartmouth and Wesleyan.

To exist in a space that honors the past, grapples with the present, and shapes the future through research is an extraordinary privilege. During challenging times, we must remind ourselves that colleges and universities serve as beacons of light in the darkness. We hold a special responsibility to ensure that flame shines brightly.

Harvard isn’t a flawless institution. I don’t believe we should strive for perfection because if we approached that ideal, it would signify that we aren’t aiming high enough. Our ambitions should consistently exceed our current reality.

Final question: Will we have to go to Allston to take a selfie?

It will be interesting to portray a professor’s life, so I intend to continue my Instagram. I believe sharing our experiences on campus aids in rebuilding trust, as it dispels the myth that institutions like ours lack individuals who are diligently working to make a difference. As former President Drew Faust stated, “Harvard isn’t aiming to be the best in the world. It’s striving to be the best for the world.” That resonates with my perception of the community, yet it requires visibility. You need to demonstrate it.