Tag Archives: diversity

Stealing from the classroom

What can leaders learn from college faculty about customer service? I was pondering this question as I participated in our annual Academic and Student Affairs/Equity and Inclusion conference two weeks ago. After listening to LuAnn Wood, Student Success Coordinator at Century College, describe the work she is doing at their Institute for Culturally Responsive Pedagogy (ICRP) my answer is yes! Similar to faculty needing to change how they teach to ensure the success of students from all cultures, leaders need to change how they lead to support the success of the ever increasing diverse population of employees.

In the book, Culturally Responsive Leadership in Higher Education, leaders are challenged to change their leadership practice to meet the needs of all their employees, regardless of their diverse cultural backgrounds. They identify nine key activities that leaders can use to examine and develop their leadership to be more culturally responsive.

  1. Initiate and engage in critical conversations with individuals from different cultures and who have a different point-of view.
  2. Choose to use a critical lens and examine multiple cultural perspectives when making decisions.
  3. Use consensus building decision-making and consciously acknowledge stereotypes.
  4. Use research-based information to better understand differences between cultural groups and outcomes.
  5. Honor all members of your constituencies.
  6. Lead by example to meet the needs of different cultures.
  7. Take on the responsibility to bring cultural issues to your stakeholders to get resolution.
  8. Build trust with stakeholders who are not yet culturally responsive.
  9. Lead for the greater good of all cultures.

Where do you have an opportunity to be more culturally responsive?

Todd Thorsgaard

 

 

Extending your leadership presence on Twitter

By guest blogger Kirsten Jensen

Over the years, I’ve heard lots of reasons why leaders don’t have a professional social media presence. From being unsure about what they would post to simply not having time, there are plenty of reasons why we don’t get started. But, when done with intention, social media can be a powerful tool in service of some of our most important leadership priorities.

The real magic happens when we use social media to connect. In her book, The Gifts of Imperfection, Brene Brown writes, “I define connection as the energy that exists between people when they feel seen, heard and valued.” Stephen M.R. Covey describes a similar energy in The Speed of Trust, comparing relationships to bank accounts where we deposit and withdraw trust. The more abundant the trust in our accounts, the more connected we are, the better we work together and the faster we get things done.  As leaders, so many of our priorities center around building trust. And, while in-person connections will always be our biggest deposits, I believe social media can create small but important moments where our students and staff know they are seen, heard and valued.

So, don’t spend time on social media. Spend time building connections and trust, using social media as a tool. The leadership team at Minnesota State University Moorhead has done an exceptional job of extending their leadership presence on Twitter. Here are four ways you can extend your leadership influence with Twitter, with examples from MSUM.

Why Twitter?

It’s often said that Facebook is for the people you know personally,  LinkedIn is for the people you know professionally and Twitter is for the people you want to know. That is to say, the fact that you don’t have to mutually follow one another and privacy settings are often open, makes Twitter an ideal place to connect with folks who care about similar ideas, organizations or people. Because we aren’t always sure who we want to meet, it can take a little longer to get started on Twitter. But, once you begin to listen for mentions of your organization or your hashtags, you’ll find lots of amazing conversations to join.

Get inspired.

Check out a live feed from MSUM’s social media team, at this Twitter list: https://twitter.com/MSUMoorhead/lists/msum-social-media-team Or, for examples that cross multiple industries, see this Twitter list of people who have been featured as examples in my training: https://twitter.com/NextKirsten/lists/nextinspiration1

I hope this inspires you to overcome the excuses and try your hand at Twitter. Connect with me @NextKirsten – I’d love to get to know you.

 

Kirsten Jensen (@NextKirsten) is a social media coach, trainer and consultant at Next Action Digital.

https://twitter.com/NextKirsten

Bridge building

Not all bridges look alike but they are crucial connections when we need to get from one place to another.

At its core, leadership communication is about building connections between people – who all have their own lived experience, point of view, culture and ideas. Communication gets more complicated when you want to connect genuinely with someone who sees the world differently than you do!

Authors Claire Raines and Lara Ewing in their book, The Art of Connecting, provide tips and ideas to help leaders communicate across all points of view. They describe five principles that help strengthen connection:

  1. There is always a bridge. Move from asking if you can connect to asking yourself what you will discover and use to connect. Remind yourself that with persistence there is always something to use as a bridge between two people.
  2. Curiosity is the key.  Stay open to what you are hearing and experiencing when you are interacting with others. Remind yourself that everyone has something to teach.
  3. What you assume is what you get. Perception is reality when dealing with people.
  4. Each individual is a culture. Everyone is a complex and unique combination of factors. Don’t rely on one or two pieces to define anyone.
  5. No strings are attached. You can only control yourself. Your genuine curiosity and connection can’t be used as leverage to influence others. Authenticity is crucial.

If you look hard enough you will find a bridge to connect with anyone!

Todd Thorsgaard

Retention starts with us

By guest blogger Clyde Pickett

Student retention is a priority for higher education. We all have a responsibility to support retention efforts no matter our role or position.

To serve our students inclusively, we must commit ourselves to providing our students with outstanding service in every interaction they have with us.

In an article on academic advising, Ricky Boyd* provides some specific action steps to provide quality service to all students:

  1. Treat students with dignity and respect.
  2. Give students clear directions on how to solve their problems and issues, rather than giving them a run-around or sending them on a wild goose chase.
  3. Be responsive to students and their parents/families.
  4. Give timely answers to students’ questions and provide regular feedback on their progress.

Excellent service and communication should be the norm for all of our students no matter who they are, where they come from, or what they look like. Implementing these tips is a step towards advancing a positive campus climate and creating a culture to support retention.

As employees we must ask ourselves “what else can I do to support students in my interactions?” For some of us it might mean additional training on best practices. For others it might mean reviewing policy and procedural best practices to support front line service to students. Above all it means understanding we are here to serve their needs. The work of retention starts with us.

Clyde Pickett is the Chief Diversity Officer for Minnesota State Colleges and Universities

*Boyd, R. L. (2012). Customer Service in Higher Education: Finding a Middle Ground. The Mentor, an Academic Advising Journal, 1. Retrieved from https://dus.psu.edu/mentor/2012/06/customer-service-in-higher-education/

Seeking a diverse administration

By 2020, 45 percent of U.S. high school graduates will be non-white. Citing that fact, the American Council on Education says that it’s more important than ever to ensure diversity among admissions representatives. A 2017 blog post highlights the importance of admissions counselors in representing their institutions and in shaping the student body.

The articles says that, similar to other administrative roles, we have work to do to achieve that goal. The authors identified three issues that are limiting diversity in college administration.

Leaky pipelines – Students who graduate with four-year degrees are still predominantly white. This results in lower numbers of qualified minority individuals to fill administrative positions.

Insufficient recruiting – Search committees may not be skilled in recruiting and selecting diverse candidates. Members may not be aware of unconscious biases and strategies for mitigating them.

Lower retention – Even after hiring administrators who bring diversity to the campus, institutions may have difficulty retaining them. This can be especially true in high-turnover positions such as entry-level admissions counselors.

The article proposed some strategies that can help retain all administrators, including administrators of color.

  • Offer diversity and/or cultural competency training for all staff
  • Emphasize diversity in the recruitment process
  • Establishing orientation and mentoring programs for new administrators
  • Foster open communication
  • Invite administrators to be part of decision-making
  • Support administrators’ professional development goals

Building a faculty and administrative staff that reflects our student body is an ongoing challenge for Minnesota State. What effective strategies have you seen?

Dee Anne Bonebright

“Ruthlessly realistic”

“Stop pretending.”
“How did they treat you?”
“No such thing as color blind.”
“Being comfortable being uncomfortable”

These are strong words that capture the essence of a TED talk I want to share with you. Mellody Hobson says that mentioning race is the conversational equivalent of “touching the third rail.”  It can feel risky and people don’t know how to respond.

As leaders, Hobson says it is important for us to step bravely into the conversation about racism and discrimination at work. Acknowledging the realities of discrimination and overcoming our fear of talking about it is the first step to creating inclusive workplaces.

Join over 2 million people and take a few minutes to watch and listen to her 2014 TED talk.

It’s hard, but we need to be “color brave, not color blind.”

Todd Thorsgaard

John Lennon or Harry Potter?

 

 

 

When you see wire-rimmed glasses, do you think of John Lennon or Harry Potter? Or maybe John Denver? It might depend on your age.

The Mindset List is an intriguing way to think about the diversity of our student body. Each year Beloit College puts out a list of facts about the incoming freshman class. For 2018, it included:

  • During their initial weeks of kindergarten, they were upset by endlessly repeated images of planes blasting into the World Trade Center.
  • In their lifetime, a dozen different actors have portrayed Nelson Mandela on the big and small screen.
  • FOX News and MSNBC have always been duking it out for the hearts and minds of American viewers.
  • Female referees have always officiated NBA games.
  • Bill Gates has always been the richest man in the U.S.
  • One route to pregnancy has always been through frozen eggs.
  • Their collection of U.S. quarters has always celebrated the individual states.
  • When they see wire-rimmed glasses, they think of Harry Potter.

As interesting as it is, the list makes some assumptions about our freshman students that may nor may not be the case. For example, that they have always lived in the U.S., or that they  have always had access to mainstream U.S. media.

As our higher education workforce ages, it can be harder to understand the mindset of the students we are serving. Activities that worked well may not work anymore, or new options might exist. For example, Beloit suggested that students who are used to binge-watching TV programs might also want to binge-watch video portions of their coursework. Whether or not that’s desirable, what might it mean for course development?

What can you do to include a reality check in your planning?

Dee Anne Bonebright

 

Can you hear me?

Are you reacting differently to these quotes? Would it be different if they weren’t attached to the photos or attributed to a specific person?

This isn’t a new phenomenon but it seems to be getting worse. We are not very good at listening to people we perceive as different from ourselves. That makes it hard to build inclusive work teams, share diverse points of view, and leverage the strengths of everyone on your team.

The founders of Living Room Conversations want to help people actually listen to each other rather than debate and talk at each other. Recently a number of leaders at several of our campuses have used the Living Room conversation agreements and topic-specific conversation guides to tackle the tough topics of status, privilege and race with diverse groups of faculty and staff.

Conversation Agreements

  1. Be curious and open to learning
  2. Show respect and suspend judgement
  3. Look for common ground and appreciate differences
  4. Be authentic and welcome that from others
  5. Be purposeful and to the point
  6. Own and guide the conversation

The actual conversations become structured “deep listening sessions” that include an orientation to the process, intentional time-keeping and facilitation and a closing period. An example of the status and privilege guide can be found here – Conversation Guide.

I can attest to the almost magical listening and sharing that occurs during a living room conversation. People stop interrupting each other, they smile as they hear the stories others share, and they are surprised by how easy it is to share their own story with people who are actually listening to them.

When we asked participants after the conversations the majority responded that they had not changed their personal points of view but they now could see more common ground with their colleagues, despite their differences. Further, there was universal support for more dialogue.

Using a structure to help people actually listen to each other can provide a starting point for greater inclusion, in the workplace and beyond.

Todd Thorsgaard

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

Who’s making the coffee?

We know that leaders play an important role in ensuring that everyone has an equal chance to perform at their best and achieve their career goals. A recent blog post from Harvard Business Review highlighted one key aspect of this responsibility.

The authors described two types of work: “office housework” and “glamour work.”  As you’d expect, the first consists of the backstage tasks necessary to keep things flowing – everything from making coffee and taking notes to sitting on routine administrative committees. It needs to get done, but it rarely happens in the spotlight. Glamour work, on the other hand, consists of chairing key committees or task forces, serving on innovative teams, and high-profile or stretch assignments.

The research found that minorities and women spend significantly more time on office housework than their white male counterparts. In some cases, certain people are perceived to be better at organizational or care-taking roles. Others may feel pressured to volunteer for these tasks or face negative consequences for not being a “team player.”

What can managers do?  The first step is to identify the main office housework tasks for your team, and then assess whether anyone is doing more than their fair share. Create a system for rotating the tasks and hold everyone accountable for completing them.

When glamour work is assigned, be intentional and strategic to be sure everyone is considered. If some team members are more prepared than others, use strategies such as job shadowing and development plans to ensure that everyone is able to showcase their strengths.

Creating a team where everyone pulls their weight on the routine tasks and has opportunities to grow professionally not only demonstrates inclusivity. It also builds high-performing teams and creates an environment where everyone can succeed.

Dee Anne Bonebright

https://hbr.org/2018/03/for-women-and-minorities-to-get-ahead-managers-must-assign-work-fairly