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In 1971, fresh out of the United States Navy, I wanted to get back to doing what I had prepared myself to do as an undergraduate at the College of Wooster in Ohio and as a graduate student at Michigan State University. I was drafted during the VietNam War at precisely the time I completed my Master’s Degree in College Student Personnel. There were no Admissions and Records Offices, Financial Aid Offices, Student Activities Programs, Automotive Technology Classes, or pleasant grassy quads aboard the aircraft carrier on which I served for three years. Nevertheless, there were real leadership learning opportunities right there, of which I could take advantage.
I wasn’t by any stretch of the imagination the brave military person the Navy wanted me to be. One of my duties aboard ship included an assignment as gunnery officer. I was then and still am uncomfortable around weapons. I did learn, during officer training, how to think before acting and to make decisions quickly when time and circumstance demanded it. I also learned a kind of self discipline that had, up to that point in my life, completely eluded me.
Military life helped me to understand that I could not simply follow every order without asking questions. Both I and the Navy felt a sense of relief when I completed my tour of duty without having caused serious problems for myself or others. However, I took with me from the experience a kind of courage that has served me well for 34 years as a community college administrator.
I believe that leading others requires (in addition to intellect, determination, and finesse) courage; the courage to speak up when it is important to do so; the courage to confront people when necessary; the courage share your values and accept the challenge to abide by them; the courage to recognize that others deserve credit for accomplishments as much as you do; the courage to try new things and risk failure; the courage to give your gifts to others so that they can flourish; the courage to tell the truth tactfully; and the courage pick the very best people to work with you, using your head as well as your heart to make hiring decisions.
Though I am aware that there are hundreds of leadership traits, I suggest that the ten included in this article are most helpful for community college student services administrators.
Listening
Listen as you never have before. Listen across division lines. Meet with faculty members in their offices and listen to their concerns first, before expressing your own or offering your agenda. Use the meetings as teaching moments when you share what student support services can do to enhance the learning process.
Listen to students. Begin each discipline encounter by listening first and then offering your opinion. Student anger and hostility are likely to be mitigated by encounters with people who will actually listen.
Listen to your critics. Make sure that you conduct a “360 evaluation” every few years. People who you work for, students, staff who work for you, and peers should have a chance to tell you, anonymously what they think about your performance.
Identifying Your Values and Sharing Them
Sharing your values is risky business. However, you do it not to suggest that others must abide by them, but instead, you do it so that others can put your decisions in perspective. If, for example, you value diversity and those who work with you know that diversity is a core value for you, then they may understand better the hiring decisions you make.
If you value conflict resolution, then others will understand why you are willing to use college resources to send colleagues to mediation training.
Mentoring
You will demonstrate leadership and a commitment to the profession by being willing to mentor colleagues who seek you out for that purpose. First, make sure that the person you have chosen to mentor, actually wants you to do so. Once you have cleared that hurdle, make sure you understand his or her professional aspirations. Finally, be patient with a mentee, but don’t hesitate to nudge her or him to do what is necessary to accomplish career objectives.
Giving the Gift of Authorship
Nothing may be quite as annoying as “leaders” who take credit for all the good things their colleagues accomplish. Courageous leaders give broad direction to subordinates, provide input into decision-making, and celebrate the fact that others “own” accomplishments and get credit for them.
Recognizing Subordinates
It is a simple tenet of human nature that people like to be recognized for the good things that they do. Leaders should take time to praise the work of others and eschew the temptation to rationalize that whatever was accomplished was really “just part of the job expectation.” There is, of course, the risk that praise offered at one point will make criticism at another point seem contradictory. Therein lays the leadership courage factor.
Reading and Helping Others to Do So
Professional growth requires reading and learning what is new or just pursuing a particular professional interest. Courageous leaders risk resistance, but they collaborate with colleagues to select reading material for the department, division, or team leadership to share and, in doing so, they help colleagues to establish professional libraries. Reading significant books or articles can stimulate just the kind of discussion that leads to innovation. Innovation often is translated into better experiences for students.
Demanding Excellence
The work we do in student services is far too important to be entrusted to people who aspire to nothing more than mediocrity. Confronting inappropriate behavior, staff incompetence, or laziness requires courage. Failure to do so has a chilling effect on the morale of employees who are putting forth exceptional efforts to serve students. Confront malevolent behavior quickly, document everything, and if necessary, follow through on the tedious termination process.
Communicating Wisely and Well
Find as many ways as possible to communicate. Use verbal, written, e-mail and in-person communication techniques. Consider annual division meetings which include question and answer periods, e-mail division notes or newsletters to help everyone get the messages about what is happening on campus, invite staff members to an open house at your home so they can interact with you, your family, and each other informally, offer “coffee with the boss” one-on-one opportunities and indicate that the sessions are to get to know each other better, not to talk shop.
Praise people publicly. Open staff meetings with a period of affirmation, so that your colleagues can acknowledge each other’s good deeds.
Resist the temptation to send angry e-mails. They can do irreparable damage to relationships and your reputation. Criticize colleagues privately and use specific examples.
Make sure that the Board of Trustees is aware, as often as you can, of the good things your student services colleagues are doing for students.
Building Relationships
Courageous leaders are not afraid to really get to know their colleagues. It is difficult to separate friendship from work relationships, but it can and should be done. Leaders should make it a point to get “out and about” so that visits to department offices are not always about something that went wrong. Learn staff member names and the names of their spouses, significant others, partners, and children. Being interested in the human interests of colleagues helps in wonderful ways to build esprit de corps.
Develop a sense of humor. Use self deprecation so that you do not offend others. Have fun at work.
Mastering Technology and Language
It takes courage to try out new technology and to admit that you, the leader, need to learn new skills. Take a computer class on your campus. Learn from colleagues who have technology skills and secure for them the best equipment to help them improve service to students.
Speaking more than one language is an invaluable asset for student services administrators. It is never too late to learn a language. If there is a predominant second language on your campus, you will have lots of opportunities to practice and to make new friends.
My ten leadership suggestions may not resonate with my colleagues. I do know this: leadership is very hard work. It is also wonderfully rewarding. I have the courage to suggest that, like the Royal Caribbean commercial, “get out there” and lead.
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