Author Archives: Anita Rios

Recruiting for diversity

Last week I met with two leaders in our colleges and universities to explore how we can do a better job to support diverse hiring in our system. Increasing our diverse hires not only helps us mirror our student population better, but increases the potential for greater innovation in our colleges and universities. That said, it’s often a struggle to make sure that your applicant pool is truly diverse, especially if hiring managers are crunched for time or are relying on the traditional “post and pray” method of recruiting.

So what can leaders do to actively recruit for diversity? Here are a few ideas and resources gathered from the Higher Education Recruitment Consortium (HERC):

  • Post positions in diversity publications in your region. See HERC for a good list of publications and membership discounts
  • Search directories of minority doctoral students, such as the Southern Regional Education Board’s State Doctoral Scholars program or Faculty for the Future. Links to various directories can be found at: WISELI
  • Work with your HR representative to search CV or resume databases. Minnesota State has access to 60,000 resumes through its HERC membership.
  • Connect with job seekers on social media; Minnesota State leaders can tweet hard-to-fill positions on the HERC website.
  • Meet potential candidates at regional or national conferences
  • Participate in job fairs to promote your open positions

Last fall, chief diversity officers and human resource officers in Minnesota State had the opportunity to participate in a virtual job fair. It was a new concept for many of us. Still, I’m amazed at what came out of the virtual job fair for those leaders who took the time to spend a few hours meeting potential applicants in online chat rooms. One chief diversity officer garnered 26 contacts, which he then distributed to leaders in his university, so they could follow up with people individually. While I’m not sure how many eventual hires resulted from those contacts, it was well worth the time and effort to actively reach out, promote Minnesota State as a good place to work, and develop a potential pool of diverse candidates for future searches.

What methods have you tried to actively recruit for diversity?

Anita Rios




Fueling innovation through diversity

In his 2016 book, Driven by Difference, David Livermore makes the case that high-functioning, diverse teams outperform homogenous teams. However, he says diversity by itself doesn’t contribute to organizational success unless it supports your organization’s mission. And, he adds that unless leaders leverage diversity’s potential, it can actually erode performance and productivity.

So how can a leader leverage the potential of diverse teams? The secret is to minimize conflict while maximizing the informational diversity found in varied values and experiences. To overcome inherent frictions among diverse team members, Livermore says a leader needs to develop their workforce’s cultural intelligence or CQ.

Drawing on success stories from Google, Alibaba, Novartis, and other groundbreaking companies, Livermore identifies key leadership practices and elements of cultural intelligence that fuel innovation:

CQ drive: Build a desire to learn about other cultures and a willingness to adapt.

CQ knowledge: Cultivate appreciation and understanding of cultural differences.

CQ strategy: Be aware of the perspectives and ideas of different people and how their viewpoints affect the work of teams.

CQ action: Adjust to cultural differences and leverage diversity into results.

Leaders can increase their teams CQ by encouraging curiosity,  listening, respect and “perspective-taking” among diverse team members. Drawn from real-life examples, Livermore demonstrates that innovation is fueled by cultural intelligence and the ability to see things from others’ perspectives. Encouraging employees to consider their co-workers’ points of view and to mix their colleagues’ perspectives with their own can pave the way to developing innovative solutions that borrow from many ideas and work for everyone.

What advice do you have for increasing your team’s or your own cultural intelligence?

Anita Rios

Transforming what we do

How do we transform what we do in light of both how today’s students learn, but also WHO they are?”  That was the provocative question asked by Interim  Chancellor Devinder Malhotra last month when he spoke at a Luoma Leadership event.  As we know, our classrooms are becoming more diverse, with new learners accessing higher education from communities that have traditionally had low participation rates in higher education.

To ensure student success, Chancellor Malhotra said we must align ourselves to new student demographics and the new workforce needed for our knowledge-based economy. He challenged all leaders to engage with underrepresented groups and embed themselves in their communities in order to accomplish our mission of serving all Minnesotans.

To do that, he advised that leaders not only learn about these communities, but that we learn with them and from them.  Doing so will ensure that Minnesota’s businesses and industries will have the talented workforce they need so communities across the state can thrive.

During the month of March, we will explore the leadership competency: valuing diversity. As you can see from Chancellor Malhotra’s remarks, valuing diversity is not just a good thing to do, but it is a strategic imperative. We must transform what we do in light how students learn and WHO students they are. In Minnesota State, here are the key behaviors that leaders are expected to demonstrate in valuing diversity:

  • Demonstrates inclusivity in work processes and work teams.
  • Encourages and promote the diversification of our faculty, staff and student body.
  • Actively seeks out and invites alternative viewpoints in planning, discussions, and decision making.

I invite you to join us in the conversation about our commitment to diversity, equity and inclusion this month.

Anita Rios



Sharing credit

“A good leader takes a little more than his share of the blame, and a little less than his share of the credit.” – Arnold H. Glasow

In your leadership role, when someone gives you credit, do you simply take it? Or do you generously share credit with others and acknowledge their contributions? It can take a lot of discipline to pass on credit to others, but that’s what good leaders do.

Giving credit builds loyalty among employees. It builds others up and lets them know that they are part of a team. And most importantly, people want to work with leaders who credit their colleagues and team members.

In his HBR article on giving credit, executive coach and OD consultant Ben Dattner provides three tips for leaders:

Give credit where credit is due.  This may sound obvious but it doesn’t always happen in highly political and hierarchical organizations. People often get credit based upon their power, not their actual contributions. Look at your team to identify the biases that cause some people’s work or ideas to be overvalued or undervalued. Then make sure the right people are getting credit.

Credit team members for crediting one another.  Incentivize your team members to acknowledge and appreciate others’ contributions. This “expansion” of credit enhances team cohesion and trust, promoting more and better collaboration. Encourage sharing credit at team meetings and discourage those who take too much undue credit themselves and deflect blame onto others.

Avoid the temptation to blame. When setbacks occur, it’s natural to look for a scapegoat or a rationalization. But this diminishes your team’s social capital. You should instead give everyone (even those outside your team) the benefit of the doubt and consider all the complex factors that may have directly or indirectly contributed to poor performance or bad outcomes. Encourage your team members to do the same by reminding them of their long-term shared interests and goals.

At my last team meeting, rather than having everyone share their own “good news” about recent accomplishments, I asked each team member to share what they appreciated about one other team member’s contributions. It was a great way to learn more about how we are each impacting each others work in a positive way. It also reinforced that we work collaboratively in our team and rely on each other to accomplish our goals.

What strategies do you have for giving credit to others?

Anita Rios








A model of integrity

In recognition of President’s Day and our continuing dialogue on integrity this month, it’s a good opportunity to focus on a president who exuded integrity. George Washington, our nation’s first president, demonstrated integrity both on the battlefield and in the nation’s highest office. In the words of author and historian David Hackett Fischer, Washington possessed “integrity, self-discipline, courage, absolute honesty, resolve, and decision, but also forbearance, decency, and respect for others.”

Washington’s integrity was tested in the early years of our new nation, especially during the Revolutionary War. By 1777-78, he was commanding troops and had suffered losses in all major battles against the British. Retreating 18 miles north to Valley Forge, he helped his soldiers build log cabins where they stayed the winter in freezing cold conditions. With the lack of food, cold, illness, and a demoralized army, he lost at least a dozen men each day to death or desertion.

Washington urged Congress to send the troops food, but Congress advised him to steal food from nearby farmers. But that didn’t pass Washington’s integrity test. Even though local farmers were selling their corn and beef to the British, who paid in gold, Washington rejected Congress’s advice and promised to hang any soldier caught stealing food. Washington won the trust of his troops who were impressed with his integrity.  The next summer, his men who had trained hard over the winter, won a victory that set the stage for overcoming the British and gaining independence for America.

During Washington’s presidency, his integrity was tested often.  For instance, he recognized that America’s integrity, both at home and abroad, depended on honoring its war debt. Some Americans wanted to default on payments to those at home and in France who had invested in the war for independence. Some advised repaying part, but not all of the debt. Washington clearly saw this as an issue of integrity and persuaded Congress to pass a tariff to pay all our debts.

Washington wasn’t always popular with everyone, but he was respected and trusted. And that trust went a long way to ensure Washington’s success as our first president even when he did make mistakes. As Dr. Burton Folsum, Senior Fellow in Economic Education, Mackinac Center for Public Policy, observes, “Politicians of weak character are often second-guessed and challenged on their motives. Washington’s strong character helped Americans forgive him when he made errors in judgment.”

In Washington’s own words, he expressed the value of always acting with the deepest integrity:

“Without virtue, and without integrity, the finest talents and the most brilliant accomplishments can never gain the respect, and conciliate the esteem, of the truly valuable part of mankind.” – George Washington

Anita Rios


Are you congruent?

Congruent, what’s that? Congruence is defined as behaving in a way in which your values and your actions match. Sounds simple, right?

Over the last decade or so, I’ve done quite a bit of coaching with leaders who are preparing to interview for various leadership roles. One of my best pieces of advice to them is to demonstrate congruence in their interview. That is, when they say they have particular values, strengths or abilities, they need to be able to give clear examples of those things and weave them throughout their interview.

Demonstrating congruence is important for leaders at all times, not just in an interview setting.  When your actions match your values, it gives people confidence that you lead authentically and act with integrity. Still, demonstrating congruence is not easy.  It’s one thing to have the self-awareness to know and communicate your values, but it’s another thing to ensure that your actions always follow your espoused values.

In her chapter on Congruence in the edited book, Leadership for a Better World, Tricia R. Shalka, says “Acting in congruence means you give time and energy to the things you say are important. If you say your family is most important but you choose to work 80 hour weeks and, via technology, are never truly with your family 100%, is that congruent with saying your family is most important? Probably not.”

So how can you ensure that your values and actions are congruent? Here are a few questions for you to ponder:

  • What are my core values?
  • How do my actions demonstrate my values?
  • What actions have I taken recently that are clearly aligned with my values?
  • What actions have I taken recently that are not aligned with my values?
  • Do I need to change my actions to bring them in line with my espoused values? Or do I need to re-evaluate my values and communicate them honestly to myself and others?
  • How can I demonstrate congruence with those I lead?

Last week I was struck with the congruence that Dr. Annette Parker demonstrated while sharing her story of her early career. She started working at a GM plant fresh from high school and only later began her education at a community college, quickly becoming a tutor and then an instructor.  Dr. Parker continued her education and rose through her career to become a president of a community and technical college, and now leads collaborative workforce development efforts for the system. Her career has demonstrated the way she values both technical and continuing education for herself and others.

What examples of congruence have you seen in yourself or leaders around you?

Anita Rios




Radical transparency?

Last week when I was preparing to meet with one of our university leaders, I noticed that her email to me had an interesting tagline. At the end of her email signature and institution’s mission, she had added a postscript. It read:

PS: “Please forward this email to those I may have inadvertently missed. Anyone who needs this information is welcome to being in the loop. Let me know who I missed so I can add them to future correspondence. Radical transparency is a fundamental practice I choose to follow.”

Wow! After reading it, I began to think about how her message not only communicated that she was committed to transparency, but was a declaration of her values AND a demonstration of integrity. Many leaders say they practice transparency in their communications, but few go to lengths of demonstrating it in this way.

At the end of our meeting, I asked her about the postscript in her email and remarked on its uniqueness. She affirmed that this practice has built trust among her teams. (I have to add that it is just one of the many things she does to create a productive work environment on her campus.)

As we were talking, she remarked that anyone who doesn’t think that their emails are completely public is fooling themselves. Everything we communicate online is open to sharing and can circle the globe quickly.

The phrase radical transparency makes me smile, in that it communicates transparency to the extreme. Simply defined, radical transparency includes actions and approaches that radically increase the openness of organizational process and information.

In that one postscript, this leader clearly demonstrates her integrity with every email message.  What practices do you employ that demonstrate integrity?

Anita Rios