Mural Photo by Matt Hufman

Nancy Claire Pittman, Ph.D., retired Sept. 30, 2024, as president of Phillips Theological Seminary in Tulsa, Oklahoma, after serving five years as the seminary’s first female president. A member of the faculty since 2001, Pittman also had roles as Phillips’ Vice President of Academic Affairs and Dean, and director of the seminary’s Doctor of Ministry program.

In a candid conversation with In Trust’s Matt Hufman for the Good Governance podcast, she reflected on lessons in shared governance, the challenges of financial stability, and the essential need for collaborative leadership.

Growth And Stability

Financial stability emerged as a top priority following the 1998 closing of Phillips University (where the seminary had been established as the College of the Bible in 1906.) While the closure left the seminary with diminished resources, it already had incorporated as a freestanding institution in 1987 and became an early adopter of distance learning, with classes held in Tulsa congregations. Pittman commends the dedication of earlier leaders to cultivating a robust donor base, recounting a story of a supporter who contributed funds, connections and a surpassing mural symbolizing the school’s potential. “At the end of the mural, there’s ... the vision of the earth and it’s like the future is out there, a future for Phillips,” she says.

A central effort, she said, has been “defining roles [among] faculty, administration, and board members, to ensure institutional stability that aligns with inclusive values. ... Today, Phillips is far different, building, renovating its campus. There are professionals around the table. There’s a bright future.”

Shared Governance

As she began her presidency, Pittman became a student of shared governance. “I wish I had spent more time earlier thinking about the meaning and process of shared governance,” she said. She characterizes those as mutual trust in the roles of faculty, board, and administration, noting that a skilled, diverse board ensures accountability and sustainability.

Collaborative Leadership

Pittman understands that an ongoing commitment to partnership with the board and colleagues reflects a dedication to mission-driven governance and collaborative leadership. For her, success begins with supportive, structured relationships at the top. “I hope the board – the individual trustees – are honest with the president. I have been fortunate enough to work with members who are supportive and will say the right words of appreciation and care. I love that. But I also appreciate the board members who say, ‘You could have done that better.’” She says that confidentiality, respect, and advice should be part of the board’s functions.

She also advises that the board and former president collaborate with new leadership to establish responsibilities. “Our board is already working with [the incoming interim], and it’s remarkable. If the board is clear about ‘Here’s what we’re going to do with you,’ … then let the board be a part of setting these goals and walk through that first year, two years, which goes back to shared governance and board inclusion.”

Mission-Focused

Pittman emphasizes that the seminary’s top priorities are upholding its mission, building community, and adapting to societal changes while staying true to core values. “This is a remarkable school...remarkable in its long commitments to the common good and the formation of communities of faith who follow Jesus,” she says.

As she retires, Pittman feels assured about the transition. “I never felt like the board members were not my partners,” says Pittman. “I’m confident that [the new president] will be a partner with the board.”

Listen to the complete Good Governance podcast at intrust.org