Higher Education Administrator

Dr. Amy L. Peters, Executive Director, Utah State University's ability to provide consistent leadership motivates her direct reports and their teams to provide excellent customer service to Faculty, Staff, Students, and community patrons. Her positive outlook on challenges engages every one she encounters; in turn, she creates a harmony of trust and gratitude towards all that work with her. Through her leadership as Chair of the Space Management Committee, she helps to focus on Individuals and programs to make the best use of University space. She coordinates across departments to ensure unity and drive towards sustaining and promoting each program.

The steadfast leader’s philosophy is motivating: “I am a servant leader dedicated to the principles I hold and the people I serve. Above all, I will do what is right, even if unpopular. I will treat everyone as equal. I believe in the transformational power of education. I will work along with others as a bridge-builder to empower communities and transform lives. I am a continuous learner and a hardworking employee for Utah State University, moving forward to improve my abilities and to better serve others. I seek to help others do the same and achieve their goals and will work tirelessly to assist in the removal of barriers, real or perceived, which restrict people from reaching their visions. I am both humbled and comforted by accepting I cannot know it all. I will, however, seek to learn as much as possible, a life’s journey. I will make up for what I lack in talent with effort and indomitable spirit. I will not quit.”

Amy is the person that leads by example and creates opportunities for other women. “This Girl Can” is a plaque that sits in her office for all to see. It reminds her that everyone needs a support system; she relies on women with several salary grades above her for advice and leadership momentum as well as having a courageous husband that provides her a constructive supporting homelife. “I feel my creative character is a positive strength to continue growing in my current leadership position. Roselinde Torres (2013) TED talk helped me realize that daring to be different in the 21st Century Leadership. She mentions withstanding the emotional slam that comes with having your idea sound reckless or immature. I seem to find myself holding strong, sometimes with an attitude adjustment on the side, but I readjust and move on the idea by gaining support from those willing to join me.”

Amy inspires those she works with and those who see her lead from afar. “I know because many have said so directly to me; that I afford them the confidence to lead, make decisions that are impactful on their employees positively,” she says. “I am genuine about gaining knowledge—encouraging each of my direct reports and each team member to continue to improve upon themselves so they, in turn, can be an inspiration to others.”

One of the biggest achievements for Amy and her institute is the ability to reach many more learners, over the last three years, they have moved their paper route to an electronic approval system on many different levels. Some of these electronic approving forms, for example, are requests for motor pool vehicles, requesting a key, or electronic access for internal work orders to accessing virtual events. Amy believes this organization—a high learning institution has a people approach that is revolutionary in itself. They are a statewide land-grant University that provides top-notch education. The University is a Carnegie R-1 status as a Research institute.

"Que sera, sera, whatever will be, will be, the future's not ours to see, Que sera, sera, what will be, will be . "The verse is from a song Amy’s parents listened to by Doris Day—Whatever Will Be, Will Be. “I recall as a child, my parents saying this to me when I would inquire about the future. However, the USU Eastern campus is building their freshmen class through great recruitment strides, while the operations of the campus move towards water conservation efforts and dedication to efficient wholistic patron services that will save money (tax dollars), motivate employees, and continue being a community partner in training students to meet societal and industrial employment needs.” WL