ever in a million years did I dream I would start the first law school in Alaska. Not only am I the first person in my family to attend law school, I am also the first to attend a four-year university.
Until recently, Alaska remained the only U.S. state without a law school. This changed after a five-year, groundbreaking journey where I led the vision, design and strategy to open the first law school in the state. Not only was this a historically noteworthy time in Alaska, it also marked a meaningful point in my personal and professional life. As I led this enterprise, I discovered one of the greatest lessons of my life: Leadership that leads from within holds transformative power and influence to change the world.
One year after I graduated from Seattle University School of Law, they asked me to teach one of their summer classes in Alaska. They had been offering a summer program in Anchorage for several years, but soon into my teaching debut I imagined the tremendous potential of expanding their Alaska presence beyond a summer course. When I returned to Seattle at the end of the summer, I approached the dean with the idea of opening a law school in Alaska. He was intrigued and gave me the green light to proceed in exploring this possibility.
As an Alaskan, from a young age I learned that courage, resilience and being bold are cornerstones of our state and its people. As I navigated the unchartered waters associated with establishing a law school, I drew upon the inspiration and ideals displayed by the young women and men of Alaska who pursued statehood 50 years earlier.
My motivation was driven by my persistent belief that a law school in Alaska would help keep the state healthy, vibrant and alive with new ideas. But beyond that, a successful effort would be historic and beneficial for the future trajectory of Alaska. This driving factor inspired members of the law school and the accrediting committees. It was a tangible and exhilarating transformation; faculty and committee members evolved from pure skepticism into a shared vision and commitment.
Two primary approvals were required before Seattle University could open a law school in Alaska. The first needed to come from the law faculty and the second from the American Bar Association. Academic institutions historically operate within a well-established hierarchy, and faculty, who tend to lean in the direction of being risk-averse, reside at the top of that structure. Although I was a licensed attorney and executive director, I was not a tenured faculty member. This meant I had to work harder and smarter to empower those around me to get on board with my idea.
As if the natural challenges of this venture weren’t enough, my vision to open a law school in Alaska coincided with a time when law schools across the country were facing a historic decline in applicant numbers. There were more seats available at law schools than there were applicants. Most law schools were taking severe measures to cut costs and, in some cases, the most drastic measure of all – closing their doors. My timing could not have been more daunting as I worked to open a law school in a tundra land far away, which to many of the law faculty was no different than the moon.
I withstood hundreds of hours and, ultimately, years of presentations sharing this vanguard idea before numerous audiences. Each time I presented my vision of a law school in Alaska, whether before the American Bar Association – akin to testifying before Congress – or one of countless faculty meetings, I answered more questions than I ever imagined possible. I repeatedly shared the vision that Alaska is a land of opportunity, not Seward’s Folly. Although we are living in a time when courage, diplomacy and collaboration are seemingly absent from our 24-hour news cycle, I witnessed firsthand their importance for imparting change and innovation.
Securing a partnership with a university in Alaska was a crucial piece for receiving the requisite approval from the American Bar Association. We hit a roadblock while negotiating where we would house our law school in Anchorage. To many, this barrier appeared fatal. I was undeterred and made the bold decision to quickly change course and initiate negotiations with a different university. Looking back, I realize including others in the decision-making process was an essential ingredient as we moved forward in short order. We successfully partnered with Alaska Pacific University and thereby secured another important component for achieving the ultimate goal.
All of this work, tenacity and determination culminated with the most historic moment of all – when the law faculty assembled for a final vote. The dean posed the question, “Will all those in favor of establishing the first-ever satellite law campus in Alaska please raise your hand.” In an instant, every single hand went up in unanimous approval – the first-ever wholly unified vote in the history of the law school at Seattle University.
Several days later I was walking across the campus on a sun-filled afternoon. One of the most thoughtful and unassuming members of the faculty stopped me to offer his congratulations. He emphasized that this accomplishment was no small feat. He then went on to say something that I immediately recognized would have a profound impact on the rest of my life. “Stephanie,” he said, “what you did is the best illustration of leading from within.” He explained that none of this would have been possible without my resolute ability to engage and bring others along, to lead from within the institution.
In the fall of 2015, law students entered a classroom in Anchorage and began the first year-round law classes ever offered in Alaska. To know I played an integral role in this accomplishment, on behalf of not only my state but my alma mater, is one of the greatest honors of my life. The influence and power of leading from within provided the necessary momentum for turning what was once merely a wild summer idea into an actual reality.
When I reflect on these years of my life, the ups and downs and the many people who unwaveringly supported me and my vision to bring a law school to Alaska, I will be forever grateful. I recognize the powerful influence of leading from within wherever we work and reside. I may not have held the position of president or dean or tenured faculty, but my dedication to engage and empower others made something happen that had never been done in Alaska’s history. The people and state of Alaska will enjoy the benefits of this collaboration for many generations to come. When we lead by empowering others, we have the most power to inspire and change the world.
Stephanie M. Nichols is currently the Senior Director of Policy at GCI, Alaska’s largest telecommunications provider headquartered in Anchorage. Previously, she was an attorney for an Indian tribe before becoming the Executive Director of Seattle University’s Alaska Satellite Campus. Nichols received her undergraduate degree from the University of Notre Dame and her juris doctorate from Seattle University School of Law, both with honors. She is a recent recipient of the prestigious Marshall Memorial Fellowship.
law.seattleu.edu
alaskapacific.edu
Stephanie M. Nichols is currently the Senior Director of Policy at GCI, Alaska’s largest telecommunications provider headquartered in Anchorage. Previously, she was an attorney for an Indian tribe before becoming the Executive Director of Seattle University’s Alaska Satellite Campus. Nichols received her undergraduate degree from the University of Notre Dame and her juris doctorate from Seattle University School of Law, both with honors. She is a recent recipient of the prestigious Marshall Memorial Fellowship.
law.seattleu.edu
alaskapacific.edu