The Called to Flourish Podcast
Aug 10, 2026 · 33 min · 11 segments
Not every leader gets to choose when growth arrives. **David Corry**, General Counsel for **Liberty University**, didn't choose the timing — but what he did with the opportunity is the real story…
David CorryGuest
Robert WachterHost
I've never in all of those years had any kind of opportunity or invitation to engage in this, much less to have my employer say, this is what we'd like you to do.
I'd had other people, in fact, offer me copies of reports that they had had and different things and talk about it.
My president and our chancellor were determined that based on the whole Best Christian Workplace climate survey that had been done of the entire workforce at Liberty University, that we were ripe for improvement at the executive level and at every level.
So, you know, you're going to get on board with that or you're going to be, you know, going against the tide.
It was presented as, hey, we're going to have these same company that did all the surveys, has this additional offering.
pick some stakeholders in your organization, some above you, some below you, some at your level, some that you just work with, but they don't directly, you know, not in your line of authority or line of chain of command.
And I think I had to pick 15 or 16, and they were surveyed, asked a lot of questions and open-ended questions, numerical response questions, and I got that and then I had to figure out with my coach what to do with that and where to go from there.
I was already a little bit prepared because we'd already done the culture survey for the entire school, so I understood generally how employees felt.
They gave me a breakdown for my office, so I kind of had a feel for that, although I might deflect a little bit and assume some of that had to do with generalized leadership, but not necessarily mine, but this was me.
So, uh, yeah, I had to look at straight in the face and, and, and see how people saw me.
I've never in all of those years had any kind of opportunity or invitation to engage in this, much less to have my employer say, this is what we'd like you to do.
I'd had other people, in fact, offer me copies of reports that they had had and different things and talk about it.
My president and our chancellor were determined that based on the whole Best Christian Workplace climate survey that had been done of the entire workforce at Liberty University, that we were ripe for improvement at the executive level and at every level.
So, you know, you're going to get on board with that or you're going to be, you know, going against the tide.
It was presented as, hey, we're going to have these same company that did all the surveys, has this additional offering.
pick some stakeholders in your organization, some above you, some below you, some at your level, some that you just work with, but they don't directly, you know, not in your line of authority or line of chain of command.
And I think I had to pick 15 or 16, and they were surveyed, asked a lot of questions and open-ended questions, numerical response questions, and I got that and then I had to figure out with my coach what to do with that and where to go from there.
I was already a little bit prepared because we'd already done the culture survey for the entire school, so I understood generally how employees felt.
They gave me a breakdown for my office, so I kind of had a feel for that, although I might deflect a little bit and assume some of that had to do with generalized leadership, but not necessarily mine, but this was me.
So, uh, yeah, I had to look at straight in the face and, and, and see how people saw me.
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