As Chief Operating Officer (COO), Elise Covic plans and directs all administrative, financial, human resources, vendor management, and operational activities for IT Services. She is a key member of the IT Senior Leadership Team and manages University IT governance programs, where she works closely with other senior leaders to identify strategies that increase the consistency and effectiveness of operations. Covic has worked at the University of Chicago in various roles for the last 22 years, landing in her current role three years ago, where she has made a positive impact on her team—she was recently awarded the Spring 2023 F&A Phoenix Award, which recognizes staff contributions that go above and beyond.

Covic has been praised for her ability to speak plainly in all settings, “saying what’s on everyone’s mind and making it safe for others to speak up.” Her colleague describes her as “a gravitational center of heart and warmth.” Covic also leads a human resources team that has created a pipeline for community college interns, has helped her team to advocate for their staff, and worked with leaders to reward top performers. While she routinely navigates operations for an organization of more than 300 people, it’s clear to her colleagues that she cares deeply about each person.

One colleague had this to say about Covic in her Phoenix Award nomination:

“Every organization needs an Elise. Each year, we’re asked in a Gallup poll if we have a best friend at work. If I look at how Elise has made the tide rise in the last two years: how she has been a confidant for sensitive issues and has materially changed people’s lives, everyone in IT Services can check that off, because whether others in IT Services know it or not, that best friend is her.”

We asked Covic about her experiences in this short Q&A:

Q: After spending 22 years at the University of Chicago, what do you enjoy most about working here?
A: I adore the collaborative nature of this place. I love how arguing your point and defending it is done for sport around here. I am proud that, deep down, we're a bunch of scrappy Southsiders fueled by quirkiness, grit, and brains. I am more than impressed with the dedication people have to this institution. I love that you can start as a research technician and work your way up to COO if you have fire in your belly.

Q: What drew you to a career in HR?
A: Literally nothing. My training and PhD are in neuroscience. Turns out, I'm really organized and know how to keep projects and people moving forward. This led to my career as the Chief Operating Officer for IT Services, where I oversee HR. I do not have the background, know-how or patience to have a career in HR. However, I have an amazing, innovative, brilliant team of HR professionals who really prioritize the "human" part of human resources. I am fortunate to learn from them—Chris Fox and Nita Wilson are stars.

Q: What kinds of challenges do you encounter as a Chief Operating Officer, and what is your favorite thing about your role?
A: As COO, you have to keep the business running in the smartest way possible, in an ever-changing environment. I am not an expert in communications, finance, vendor management, HR, supply chain, or even IT. Though, I must have a deep understanding of everything. I am constantly learning from my team, who are experts, fortunately. I would say the biggest challenge is having the time to quickly learn and understand what the impacts of major decisions are for my team, IT Services, and the University. There is so much to analyze, learn and synthesize before decisions can be made. Regarding my favorite aspect of the role: When I wake up in the morning, I only know a small fraction of what I will encounter. There are new challenges that I could not imagine. I am never bored.

Q: What drew you to the Finance & Administration office? How long have you been with the F&A team?
A: Officially, it was Kevin Boyd, the University's CIO, who attracted me to the Finance and Administration office. I was Deputy Dean of the College when the pandemic hit. We quickly had to pivot to get this University ready for remote work. I worked closely with Kevin and really enjoyed the collaboration. We developed an excellent working relationship. Our styles of leadership are very different, yet complementary. For the past 3 years, we've become a good team. He certainly professionalizes me. I think that I've softened his very-polished approach.

Q: Your colleagues have a lot to say about your above-and-beyond leadership. What’s one thing you’ve learned along the way that helped you become the leader you are now?
A: Wow. That's really flattering. Honestly, there is not one thing. The first thing is to hire smart and talented people and actually let them do their jobs. Let the experts use their expertise. Micromanagement kills morale. Second, understand that life happens. Don't expect your team to be super-human. Flexibility breeds loyalty and trust. Finally, be brutally honest. When I turn someone down, I always say why. People may not like to hear it, but at least they respect and understand why I am making certain decisions.

Q: Is there anything else you’d like to share about your UChicago experience?
A: I'm very grateful to this place. It gave me my very first job out of college. It supported my PhD. It educates my kids. It provided the opportunity to build a career and work with brilliant people. I'm grateful and owe all of my successes to this place.