“I never really thought of going into higher education except for part-time teaching. I didn’t even know what a dean did. I didn’t have an inkling of making that a career.”
Dean Cliff Allen’s path to Portland State was far from conventional. His career goals did not include becoming a dean, but fortunately for us, his journey led him to The School of Business.
About 16 years ago, Cliff and his wife were living in Coeur d'Alene, Idaho, while their children were studying out of state at the University of Oregon. “One Christmas, my kids came home from Eugene and said, ‘We’re not moving back to Idaho.’” That was enough for his wife to say, “Go find a job in Oregon, so we can be near the kids.” And that’s how Dean Allen found his way to Portland State—motivated by his children’s choice and a gentle push from his wife.
The Road to Dean
“I would have never chosen higher education, but that push led to a position as a part-time director of the MIM program and teaching. We moved to Portland, and the rest is history,” Allen shared. With a successful business career behind him, transitioning to teaching felt like a natural next step. He launched the Supply Chain program at PSU and became a full-time faculty member. When longtime dean Scott Dawson left, the associate dean took over as interim dean, and Allen was appointed as the associate dean. After two years in that role, the provost asked him to become dean. “Originally, I was only going to be in the position for two years as a placeholder. Nine years later, I am now officially stepping down,” he adds.
Allen felt that his career had prepared him well for the role of dean, having managed divisions, companies, and startups. His business acumen made it easier to engage with the community and garner support for the school. However, he faced challenges, particularly in adapting to working with staff in higher education. “Like every job, it’s hard,” he said.
While some warned him about the politics in higher education, Allen responded, “I always answer that politics aren’t mean, not at PSU. There are politics. I would be lying if I said there weren’t politics, but they’re not mean. I’ve dealt with mean politics before in corporate Fortune 50 companies, where people smile at you while plotting to take your desk. That’s not at all the case here. So that actually made it pretty easy because I had that training. I could handle it if I had to, but I didn’t.”
Learning How to Lead
At 33, Dean Allen was running a factory and managing a large staff of 600 people. The role was demanding, and he found himself working long hours and becoming overly stressed. Dave Dayton, Allen’s boss at Hewlett-Packard, took him under his wing and offered valuable guidance. Dayton advised, “You’re only as good as your B team.” Allen took this to heart, understanding that not everyone could be a top performer. He learned the importance of having a balanced team and a strong support network.
Dayton also demonstrated the value of maintaining a steady state. “He never got excited, upset, or angry, and he didn’t get too euphoric,” Allen recalls. Even after a difficult term or quarter, this “steady state” approach reminded Allen that each day was a new opportunity. It wasn’t about avoiding letdowns, but about continuing to move forward with consistency.
“As a leader, Cliff was always someone I could go to for perspective. He helped me think through different scenarios and asked questions that encouraged me consider the next best steps. He has always been calm, thoughtful, and a role model for me in so many ways,” stated Becky Sanchez, Assistant Dean of Student Success.
Dean Allen speaking at the 2017 Elevating Impact Event.
Leadership at PSU
Dean Allen has experienced significant successes throughout his tenure. With the help of fundraising efforts, he was able to introduce new services for students, such as the Career Center, and expand professorships, all within a new building – the Karl Miller Center.
However, there have been challenges. “We have shrunk a bit. I wish I wasn’t saying that, but we have. I almost divide my tenure into two phases. The first five years were marked by growth every year. We were winning and doing great, and that was thanks to the work of all the faculty and staff, transfer people, advisors, and everyone involved. Then the pandemic hit,” he reflects.
The Pandemic Test
The pandemic led to changes in enrollment, and the riots and protests in downtown Portland made the university less appealing to students. Allen explains, “We became vulnerable because of the protesting, so we got smacked around a little, which has made the last four or five years a challenge. However, enrollment seems to be starting to stabilize—community college enrollment is up, so things are looking better. It’s almost a tale of two different schools over the last few years.”
Despite the pandemic and protests, Dean Allen remains committed to the vision of “Redefining business. Transforming lives.” He notes, “Our success is still apparent. We’re still graduating 750 people a year, most of whom stay in the Portland Metro area.”
Transparency, Credibility, and Accountability
Dean Allen always prioritized transparency with students, faculty, and staff. He never wanted people to wait around for an answer. “I like to pride myself on being as transparent as I can. This sounds like a joke, but it really isn’t. I am not smart enough to cover stuff up. It is just easier for me to say it. When you’re transparent, credibility and accountability will always follow.”
This transparency has not gone unnoticed for Elizabeth Almer, Professor of Accounting, “I've known Cliff since he started his academic career at PSU as an instructor. No matter what his role, Cliff has always been the same straightforward and level-headed person. When you work with him, you never need to guess what he is thinking or wonder if what he says is what he really means. He always acts in the best interests of students and his colleagues.”
There is no room for hierarchy at PSU according to Dean Allen, “The dean jobs here are not for people who need them. If you need this job, you should not take it. And what I mean by that is that it could be either financial, power, energy, or a desire to make the biggest difference as fast as you can. This job is for someone with a steady hand, to fight the good fight, take it on the chin, and just keep going because that is what is required.”
Dean Allen with The Miller Family.
Scholarship Impact
Finding donors and helping students has always been extremely important to Dean Allen. He made it a point to secure donors and provide scholarships for students each year. “I think we have had record numbers of scholarships each year since I became dean. Those scholarships have helped formulate socio-economic prosperity in the Portland Metro. I know there are people who graduated from The School of Business who never would have attended college if they didn’t have the financial support we provided. That’s something to be proud of,” Allen says.
The Multiplier Effect
Dean Allen has experienced many proud moments during his tenure. “I think I am most proud of, and this is as much PSU as it is The School of Business, the economic mobility that we provide to those who come to our university and school. You could offer me a dean job at UO or OSU for five million a year, and I would not take it. I wouldn't even go in for the interview. Those kids don’t need my help, they just don’t. The people here, the people that are at PSU, are helping people in so many ways, and the multiplier effect is amazing. The multiplier effect of one next-generation student is around five. That is who our students are. What we do here, you can multiply by five. That’s not something other places can say.”
The Next Generation
Another highlight is that The School of Business was one of the first schools to implement diversity, equity, and inclusion (DEI). “We led the university. When I say lead, I think we have more Hispanic students than other universities have. We put support systems in place like Atmos and Maverix. We’re ready to help the next generation when we become a Hispanic-serving institution, which there’s no doubt in my mind we will,” Allen says proudly.
Allen looks forward to that and always tells donors or people visiting the Karl Miller Center, “Don’t look downtown and at the food carts to determine what Portland’s future looks like. Look into the glass of this building. You want to see the future face of Portland, walk through this building. That’s what it looks like. Our students are what our future looks like.”
Researchers to Research, Teachers to Teach
Despite the unpredictability of higher education over the last decade, Dean Allen excelled in leading the school through challenging times. “Something I always wanted to do and tried to do was shield people from the negativity, from the institutional noise around resources and budgets. I wanted researchers to research. I wanted teachers to teach. I wanted staff to help students. I did not want them to be preoccupied with the other stuff.”
Resources and Budget Constraints
One of the biggest difficulties Allen encountered was budgeting. Like many outside the public higher education realm, people often do not realize the budget constraints. They assume college students come, the place fills up every year, and everyone is happy. Many do not understand the lack of resources and how challenging it is for leaders at institutions, even in growth environments.
“For the 16 years I have been at PSU, money and resources have been an issue. Universities tend to be resource deficient. I think if you talk to somebody from Harvard, they’d probably say the same thing. I could be wrong, but it doesn't seem to matter how much endowment you have, it’s never enough,” Allen says.
A Heartfelt Thank You from Us to You
Dean Cliff Allen’s journey to The School of Business at Portland State University was far from conventional. With numerous unexpected career turns, he embraced opportunities he never anticipated. During his tenure as dean, he achieved remarkable milestones: launching new programs, enhancing student services, overseeing the construction of a new business building, and strengthening ties with the business community. Dean Allen’s leadership has profoundly impacted PSU, fostering a supportive and inclusive environment that will benefit future generations.
As Dean Allen steps down, he leaves behind a legacy of dedication, strength, and unwavering commitment to student success and socio-economic mobility. His story exemplifies how adaptability and openness to the unexpected can lead to immense fulfillment and significant contributions.
Thank you, Dean Cliff Allen, for being an extraordinary individual and for everything you have done for The School of Business.
FAVORITE MEMORIES
Getting the Job
“First, when they called me in the hospital to offer me the dean’s job, and I didn’t know what they were talking about because I was on medication. That’s one memory, or actually a memory I don’t have. That’s one my wife has!”
Former Students
“My favorite is when I go to a bar or restaurant in Portland with my wife, and we’re sitting in the bar waiting for our table. Inevitably, a graduate student from the MBA program whom I taught five to ten years ago walks up to me with their two little ones. They tell me they've just become a director at XYZ company and wanted to thank me. I get to meet their spouse or partner. It’s cool, and that’s why we do it. It happens all the time, and to this day, it still happens to me. It makes my night, and I am guaranteed to smile the rest of the evening.”
Advice for the New Dean
Entering a new position can be overwhelming, so Dean Allen offers this advice: "Blame me for the enrollment. I would say, don't mess with the culture and make decisions as a leader. Don't mess around. One of the things I pride myself on is making decisions and sticking with them. If I'm wrong, I admit it."