Getting to know BOV Rector Stimson

In July Charles “Cully” Stimson, JD ‘92, was elected as rector of the George Mason University Board of Visitors. A businessman and attorney, Stimson is the deputy director of the Edwin Meese III Center for Legal and Judicial Studies, Senior Legal Fellow, manager of the National Security Law Program, and senior advisor to the president at The Heritage Foundation.

A third-generation naval officer, Stimson formerly served as deputy assistant secretary of defense for detainee affairs. He advised then-Secretaries of Defense Donald Rumsfeld and Robert Gates and coordinated the Pentagon’s global detention policy and operations, including at Guantanamo Bay and in Iraq and Afghanistan. You can read a more complete bio here.

The George caught up with Stimson to talk about his background, plans as rector, and his love of soccer.

Rector is a volunteer position and a time-consuming one. What drew you to this type of public service? What do you hope to accomplish as rector during your two-year term?

I've served my country in uniform for 30 years. I've volunteered for a variety of charities over the years. I like giving back. When my name was put forward, I was honored to serve the commonwealth.

I'm in learning mode right now. Since I've been asked to lead the team, I've probably made a hundred phone calls to every single board member combined. I'm meeting with every single dean of every single college before my first full board meeting. I pledged to the student representatives, who are nonvoting members of the board, that I'll be taking them out for pizza every quarter so they can bring their friends and tell me what's going on. We need to be more involved and informed so we can perform our governance.

As board members, we are fundraisers and cheerleaders and recruiters for the school. You can't be an advocate for a place if you don't know about the place. You either lean in and learn your craft and help make the place a better place for everybody in the community, or you sit back and you're a potted plant. I've never been a potted plant.

You earned a law degree from George Mason’s Antonin Scalia Law School and taught there as an adjunct for five years. How has your George Mason law degree served you in your career?

The law school professors I've kept in touch with have helped me think through legal issues, ethical issues, career issues. I thought that those teachers were ahead of their time at the school. They were national treasures, and they've been my friends my whole professional life. And I'm just starting to find out more about those types of gems on the faculty at the undergraduate level and other places at Mason.

What do you most hope to see the university achieve in your time leading the board?

We're a collegial board, and we're going to remain that way. I'm going to give everyone the opportunity and invite everybody to speak at every board meeting, just like I did when I was a judge. I wanted all the advocates to put their thoughts on the record.

We have a fiduciary duty to act on behalf of the Commonwealth of Virginia. But more specifically, we have to act in the best interest of George Mason University.

George Mason has continued to grow each year for more than a decade. What makes George Mason so attractive to so many different types of students?

An education is a credential that should prepare you for the job market. Our students have the benefit of being in a job market mecca. We're affordable. We shed the commuter school mantra a while ago. And we're moving in the direction of a much more vibrant residential campus. You hear the Northern Virginia Technology Council and other people who represent the private sector and the public partnerships say that Mason is producing the type of graduates they need and they want.

So you have the benefit of the location, and the burden of the location with its cost of living. I hope Richmond knows that. We deserve to attract and retain and pay faculty at a competitive rate. Otherwise, we're going to lose them. You see how many colleges and universities have footprints in Washington, D.C.? We're not just competing against Virginia and Virginia Tech and the rest, we're competing against the globe.

The governor recently released new performance expectations for Virginia’s public universities, including goals that focus on affordability and career development for students, many of which George Mason is already leading on. With that said, what else should George Mason do to meet these new performance expectations? 

I think we're doing exactly what the governor is challenging us to do. The quest for human capital is a competitive, ever-changing dynamic. We are fulfilling that demand signal. We're big, but we're not so big that we can't move with dispatch to fulfill that growing demand.

Look at what we're doing with [artificial intelligence (AI)], how we're leaning into it and understanding that we have to not only adopt and embrace AI but also figure out the rules and parameters of how we're going to responsibly use that, not only at the research level, but at the teaching level and student level.

What skill would you like to see all George Mason students graduate with to succeed in the ever-changing work landscape of the future? 

Understanding how the government works, from its founding, and having a thorough undergraduate level understanding of what a republic is, what the key moving parts of the Constitution are, what the Federalist Papers say. George Mason's role in writing the Virginia Declaration of Rights. Understanding the separation of powers and how it is defined here is unique from anywhere else in the world. And why that's a strength. Understanding the difference between vertical separation of powers and horizontal separation of powers, and how that is the definition of a federalist government. It matters more now than ever. It's irrelevant whether you're Republican or Democrat or independent.

That's on the one end of the spectrum. The other end is, I don't care what your major is, I think you have to have in your toolkit some facility with computer programming. You can equip these young men and women with tools that a lot of other colleges are not equipping their students with.

Soccer is a passion of yours. You captained the team at Kenyon College, and you’re Chairman Emeritus of the U.S. Soccer Foundation, the charitable arm of U.S. Soccer. What is it about soccer that appeals to you, and what lessons and values do you find are transferable to your leadership role at George Mason?

Soccer is the world's best sport, in my opinion. It doesn't matter how big you are, doesn't matter where you're from, doesn't matter how much money you have. It matters how big your heart is and how hard you're willing to work. It has a low to almost no barrier to entry. It's the perfect metaphor for life. How you play on the pitch depends on how much work you put in way ahead of time. How much time you spend alone with your craft, juggling, dribbling, passing against the wall. It requires syncopation and communication and collaboration.

The U.S. Soccer Foundation serves about 120,000 kids in 25 or 30 cities, all of whom are minorities, in underserved neighborhoods, for our Soccer for Success program. We're using soccer to help these kids make healthy choices, become better citizens. Next to being a husband and a father, it's the most meaningful thing I do.

The university’s Mason Now: Power the Possible fundraising campaign is in full swing, and in one of your first acts as rector, you encouraged your fellow board members to support the university financially. Tell us why this commitment is so important to you. 

Because it's called public service and you have to serve the public. We have a great board. We have 16 terrific people. We're all super busy, but we said yes when asked to serve. And yes means capital Y, capital E, capital S. And that means you lean in for the short period of time you're on the board, and you give to your ability and get as much as you can for the school. People on this board have massive Rolodexes. The comprehensive campaign--we have to succeed. It's not an if, it's how big do we surpass it by? You said yes because you believe in the school. And so the best proof of that is to raise money for the school. And that should be an easy sell.