Cross & Crescent

Robert Kennedy (Illinois 1976) and John P. “Jack” Frazee (Randolph-Macon 1966) worked together for many years at Centel Corporation, a phone company formerly based in Chicago, Illinois.

But it wasn’t until late in Kennedy’s tenure that the two men discovered they were both members of Lambda Chi Alpha, even though they now realize the bond had been there all along.

“The first thing I said when I found out Rob was a Chop is, ‘I knew there was a reason I liked you,’” says Frazee, former Centel CEO. “Obviously, it was a pleasant surprise for both of us.”

Kennedy is now co-president of C-SPAN, the public affairs cable television network, while Frazee serves on its board.

Meeting His Mentor

Kennedy grew up in Springfield, Illinois, and fondly remembers going to University of Illinois football games. When he decided to major in engineering, it only made sense to attend Illinois.

“What can I say, there was always a little orange and blue in me,” he says.

As graduation loomed, Kennedy realized he was no longer interested in engineering, so he took a business internship and soon switched his focus to finance.

After graduation, he was accepted into the University of Chicago Graduate School of Business.

During summer breaks, Kennedy interned for Centel, which was expanding into new areas and building cable systems.

At Centel, Kennedy first met Frazee, who would be very influential in Kennedy’s life for a number of years. Frazee was serving as the head of corporate development.

“I can honestly say that I would not be where I am today if it weren’t for Jack Frazee,” Kennedy says.

Following graduation from Chicago, Kennedy interviewed for a number of jobs including one under Frazee. Eventually, Kennedy decided to join another company until Frazee made a personal phone call.

“I remember Jack saying, ‘Boy, what are you doing going to work for that other company? We are doing exciting things. We are going to buy cable systems,’” Kennedy remembers. “I couldn’t tell him no.”

Rising Star at Centel

Kennedy remembers working for Frazee as being a great learning experience. At a young age, Frazee gave him a lot of responsibilities. Within a year, Kennedy was managing cable television systems in the Chicago, Illinois, suburbs.

“Jack would have little talks with me, ‘There is nothing you are going to do that is going to sink the company, so don’t be nervous. Go out learn the business,’” Kennedy recalls.

Frazee soon became Centel’s CEO and also became involved with C-SPAN. Created in 1979, C-SPAN was a cooperative of the cable companies with a board of directors that consisted of the cable company CEOs.

From 1984 to 1985, Frazee served as the chairman of the C-SPAN board and he quickly fell in love with its mission.

“I found it to be one of the most influential services. It brought government to the American people,” says Frazee.

Cable TV was growing quickly, but capital was a scarce commodity and people were stingy about paying for programming. C-SPAN, like a lot of channels, was having a tough time and its finances weren’t healthy. The board decided it needed a fundamental five-year plan.

“As soon as all this was decided, I knew who I was going to lend to do it,” says Frazee. “Rob is an extraordinary talent in so many regards. He was a natural.”

Kennedy went off to Washington D.C. and met with the C-SPAN staff to develop a five-year plan. Frazee took Kennedy’s plan to the board of directors and said this is how we will grow C-SPAN.

Kennedy worked a few more years with Centel before Brian Lamb, CEO of C-SPAN, came calling.

“Like so many people who brushed against C-SPAN, Rob became infected with it and loved it,” remembers Frazee. “It was a perfect fit.”

C-SPAN’s Influence

The basis of C-SPAN is to show things as they are, unedited and without commentary, so it can be watched as if someone were there.

“We are the primary source for national public affairs programming,” explains Kennedy.

Early on in its history the channel moved beyond the mandate of the U.S. Congress and added Congressional Hearings, call-in programs, and other public affairs programs.

In 1986, the U.S. Senate decided to also go on television, spawning C-SPAN 2. Now, both the U.S. Senate and the U.S. House of Representatives could be on TV, gavel to gavel.

The business portion of C-SPAN is supported by the cable companies as a public service. C-SPAN doesn’t have advertising or corporate underwriting, so the cable industry instead pays licensing fees.

“We were doing very well until the early ’90s when Congress passed the 1992 Cable Act, which contained provisions that gave broadcasters preferential treatment over cable systems,” Kennedy explains. “Our services were cut back, and in some cases dropped.”

The company quickly got back on track, but Kennedy admits it is difficult to quantify the network’s impact. He is certain, though, that C-SPAN has had a major impact on politicians.

“Congress knows they have cameras in the room, which may cause them to behave differently than if cameras weren’t in the room,” says Kennedy. “Also, members of Congress have the opportunity to reach out to the people. You see that when they give speeches from the floor of the House and Senate.”

Based on our demographic surveys, about 50 million Americans watch C-SPAN on a regular basis, or about one in 10 adults. Another three in 10 watch it occasionally.

In 1995, Kennedy was named C-SPAN’s executive vice president and co-chief operating officer. He and counterpart Susan Swain were given the same title and together they manage the day-to-day operations.

“It is unique to have co-COOs, but both of us have individual focuses while major decisions are made together.” says Kennedy. “Susan’s focus is programming operations and communications. My focus is business, finance, technology, and licensing.”

On December 4, 2006, Kennedy and Swain were promoted to co-presidents. Frazee, still a director on C-SPAN’s board, couldn’t be more proud.

Fraternity Molds the Man

Kennedy had a unique rush experience. The University of Illinois allowed high school seniors to rush, so as a college freshman, Kennedy could move directly into the house. He knew he was going to join a fraternity, but the question was which one.

“I come from a Greek family,” Kennedy explains. “My uncle was an ATO, mom Gamma Phi, and my aunt was a Pi Phi. For me to rush was just natural.”

During rush he was required to narrow his choice of houses to 12. Lambda Chi sent material to Kennedy. He liked what he saw, so they made the cut. As soon as he walked in, he immediately knew it was the right place.

He quickly got involved with the Fraternity serving as scholarship chairman as a sophomore. He went on to serve in roles as ritualist and alumni chairman. Of the offices he held, ritualist was the most memorable.

“Maybe I am interested in history or symbolism or mysticism, but I believe the ritual is a great message that lives with all of us forever,” says Kennedy. “It is always the thing I look back to on the Fraternity. It is the bond that ties us all together as Lambda Chis.”

Kennedy takes pride in his Lambda Chi membership and believes it helped shape who he is today. He credits this to receiving responsibility at a rather early age and building confidence through social interaction in working with brothers to make the chapter a better place.

“You have a set of skills that put you in a very good place going forward,” says Kennedy, “Most Greeks I talk to even today have a developmental story about running an event or holding an office.”

“You may not notice it right away, but looking back 25 years you start to make these connections. Fraternity gave me confidence and got me an internship. I used those skills talking to older people and got offered my first job. And now I am president of C-SPAN.”