IdeaPOP! 2019
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IdeaPOP! conference, May 15, 2019 University of South Carolina Division of Student Affairs and Academic Support Featuring: - Ann Marie Klotz, The New School - Nathan Strong, UofSC Held each May, IdeaPOP! is an in-house conference that examines higher education trends and issues through presentations and workshops whose content aligns with the ACPA/NASPA Professional Competency Areas for Student Affairs Practitioners
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IdeaPOP! 2019
- 1. IDEAPOP! 2019 The Case for Curiosity
- 4. STACEY BRADLEY • Senior Associate Vice President for Student Affairs & Academic Support
- 5. Examining How We Recruit, Hire, Onboard, and Build Morale Within Our Division. Ann Marie Klotz Associate Vice President for Student Success The New School The Case for Curiosity:
- 6. Presenter LensandBias Female, White, low-SES childhood, 1st gen, Pell- eligible, free-lunch, daughter of a single mother, heterosexual, child-free, able-bodied. AVP, Private university, arts-focused, east coast, urban-centered. Fast-paced, innovation-focused, change-agent, do-er, outcomes above all else. Feminist, distance runner, speaker/trainer, foodie, patron of the arts, lover of technology/social media.
- 16. 3 Types of Employees 1-ENGAGED employees work with a passion and feel a profound connection to their organization. They drive innovation and propel their teams forward. 2-NOT ENGAGED employees are essentially “checked out.” they’re sleepwalking through their workday, putting time—but not energy or passion—into their work. 3-ACTIVELY DISENGAGED employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these employees undermine their engaged co-workers accomplishments.
- 20. (Snooze-worthy Questions) Tell us your strengths and weaknesses? Tell us a little about yourself and why you want this position? What kind of supervisor are you?
- 21. Questionsthat provoke curiosity What are two things about your leadership style that I wouldn’t know by looking at your resume? What is one piece of critical feedback that you have repeatedly received throughout your career that you struggle to correct? What are you like on your worst day in the office?
- 34. WhyWeDon’t HoldStaff Accountable… #1: "This Too Shall Pass" #2: "They Know How I Feel" #3: "It Will Turn Into An Argument"
- 35. WhyWeDon’t… #4: "I Made My Expectations Clear (I think...)" #5: "I Will De-Motivate or Lose Them" #6: "I Will Be Seen As A Micro-Manager" #7: "It's Easier If I Just Do It Myself" http://www.evancarmichael.com/Leadership/5219/WHY-WE-SHOULD-HOLD-PEOPLE-ACCOUNTABLEAND- WHY-WE-DONT.html
- 36. It negatively impacts your top performers It impacts the perception of you as a leader Sooo…What Happens If We Don’t Hold Staff Accountable?
- 47. Let’sConnect! Ann Marie Klotz Associate Vice President Student Success The New School klotza@newschool.edu
- 49. IDEAPOP! 2019 The Case for Curiosity
- 50. PLENARY SESSION Nathan Strong Director of Organizational & Professional Development
- 51. Curiosity, Conversation, Appreciation and Confrontation Which word is not like the others? Careful, it is a trick question!
- 52. What are you curious about in your current work situation? How many of you said “the thoughts, ideas, feelings or contributions of others?”
- 53. • Relationships are constructed one conversation at a time. • In a conversation, our aim should be to be understood rather than interpreted. • One goal should be to learn during the conversation. • Effective conversations interrogate reality without assigning blame---they are designed to build relationships.
- 54. What Makes the Stakes High in a Conversation?
- 55. Master the Courage to Interrogate Reality Interrogating your own reality: • Where am I going? • Why am I going there? • Who is going with me? • How am I going to get there? • What do I want to learn? • Am I fully extended in my capabilities? • Is there value and fulfillment in my work today? • What unmet needs am I moved and positioned to meet?
- 56. Come out from behind yourself and into the conversation and make it real! • Authenticity is not something you have; it is something you choose. • All conversations are really with ourselves and sometimes they involve other people.
- 57. Be here, prepared to be nowhere else! We share a universal desire to be known Some common mistakes we make in conversations: Doing most of the talking Taking the problem away from them Not inquiring about feelings Delivering unclear messages Allowing interruptions Running out of time
- 58. How do you really feel?
- 59. Exercise Think of a high stakes conversation that you need to have with someone. Ask yourself the following questions: 1. What is your desired outcome of the conversation? 2. Why do you want (or not want) to have the conversation? 3. How would you ask for the other person’s opinion of your views?
- 60. Getting to the Mineral Rights: Drilling Deep • Identify your most pressing issue • Clarify the issue • Determine the current impact • Determine the future implications • Examine your personal contribution to this issue • Describe the ideal outcome • Commit to action
- 62. Take Responsibility for Emotional Wake An emotional wake is what someone remembers about a conversation after you are gone Can’t control how others will feel, but can control your words and deeds What do you want people to remember? Are you saying it clearly?
- 63. Confrontation Confront means standing alongside…be with someone in front of something Errors in confrontation • Indirectness: How’s it going? • Sandwich feedback • Too much fluff • Scripting it out • Too much too fast
- 64. Doing Confrontation Well Name the issue Give an example to illustrate Describe your emotions Clarify what’s at stake Identify your contribution Indicate your wish for resolution Invite partner response
- 66. IDEAPOP! 2019 The Case for Curiosity
- 67. WE’D LOVE TO HEAR FROM YOU! Visit srs.campuslabs.com/23324 to take a quick survey about your experience Enter a letter in the “Name” field to remain anonymous
- 68. Thank you to our donors! CLOSING & DOOR PRIZES
Notas do Editor
- Topic: The Case for Curiosity: Examining how we recruit, hire, onboard, and build morale within our division. This session will focus on the innovative strategies we can employ to find and keep exceptional employees.
- What did curiosity look like for you when you were a kid?
- I was always a curious child, but with focused goals…like saving the princess.
- Curiosity looks different to different people.
- Google’s curiosity room
- What does curiosity look like at a university?
- Time to re-frame our work. So for this talk, I want to discuss how we build exceptional teams, with an eye on hiring and cultivating talent who are natural out of the box problem-solvers.
- Abundance—a better world that organized chaos?! Our lives are full. Instead of saying you are busy, re-frame to say you have an abundant life! “Blessed and grateful”
- Gallup poll (2006) the #1 person people dread to see each day is their boss. Often this is less about the authority of the position and more about the lack of understanding about how functional supervisor/supervisee relationships can work. Why is this?
- Levels of engagement
- What is your job as a supervisor?
- My framework for supervision: In this session we will talk about 4 key areas: 1-Recruitment (briefly)/On-boarding/transition 2-Skill assessment/feedback/accountability 3-Building the relationship 4-Prepping for the next role We will also talk about 5 common mistakes that supervisors make and 5 tips to improve your supervision skills.
- Step one: The most important thing we do is hire and retain top talent
- Step two: On-boarding is an 18 month process that requires care, attention, accountability and feedback.
- Assessing skills and abilities—critical in the first six months of the new hire. Your superstar candidate did well in the interview and their refernces raved about them. Now it’s time to figure where the gaps are.
- Be aware of the Halo effect—particularly for younger employees or people who have not received much critical feedback before.
- A+ Supervision: (come on, you knew I had to put a runner in here!)
- 2-Get to know them outside work and make it fun.
- Helping them to sunset programs and ways of thinking that need to go…
- What is this? Meetings
- How do we feel in these moments? It’s awkward, right? It never feels great to have to hold folks accountable who we like, are older than us, or are in a higher position than us. But’s it’s necessary.
- Expiration date.
- 4-Good bosses excel at change management
- 3. Create a sense of urgency and importance: You may want to minimize any pressure the person feels by offering to understand if she can’t perform to your expectations because of one reason or another. Unfortunately, this approach suggests that the work you’re asking her to do isn’t really that important and actually increases the chance that she won’t complete it. Instead, let the person know how her work influences other activities and people on the project. Let her know why she needs to perform to expectations and what the consequences will be — to the project and the organization — if she doesn’t.
- I was ill-equipped to attend college. I didn’t know anything about college because other than my teachers at school I didn’t know anyone who had gone to college. I had never met a Republican or heard of country music before the age of 18. No one in my famlly has gone beyond the 9th grade. In fact, all I knew about university life was what I saw on TV. Imagine my dismay when I finally got to college and learned that Sinbad was not going to be my RA?
- We are valuing process, politics and silos over moving students towards graduation. We talk about students creating a legacy…how about your legacy as a practitioner? It is time for us to own the numbers. More and more students are slipping through the cracks…they may not have safety nets at home but we can give them the tools to build their own wings…
- Look at your tools I the toolbox—people, time, money, space, etc.
- Change is never easy, but I know you all can do it. I am happy to be a resource to you over the next few months and am truly looking forward to spending more time with your team in the spring.
- The conversation is the relationship We effect change by engaging in robust conversations with ourselves and others
- For you what makes a conversation Real? We all have one part of the truth What each of us believes to be true simply reflects our views about reality. The person who can most accurately describe reality without laying blame will emerge as the leader. Our conversations have integrity when we align our values and our actions No plan survives its collision with reality and reality has a way of shifting as we change Multiple realities are NOT competing. They just exist. You own a piece of the truth and so do I.
- Why is it important to spend time conversing with ourselves? While many people fear REAL, it is the UNREAL conversation that should scare us to death. Unreal conversations are expensive for the individual and the organization. The truth will set you free-but first it may thoroughly irritate you! When the conversation is real, the change occurs before the conversation is over. You will accomplish your goals, in large part, by making every conversation you have as real as possible.
- The goal of any fierce conversation is to expand the conversation rather than to narrow it. It is not about holding forth on your point of view or opinion, but about producing knowledge by sitting with someone (one on one) and mutually interrogating reality. Questions are much more effective than answers in bringing about learning. The experience of being understood, versus interpreted, is so compelling, you could charge admission. Participate as if it matters. Take a genuine interest in the response. When you are not paying attention and not really engaged, you might be missing out on opportunities to talk about something memorable and interesting. You might miss out on learning about something important.
- Question: Is there a conversation that you need to have that you have significant emotions about? Name the emotions you are feeling.
- Be open to criticism. Listen to their views. Resist the urge to reply or defend your views immediately. Avoid laying blame.
- Identify your most pressing issue. Clarify the issue: What’s going on? How long has this been going on? How bad are things? Determine the current impact: How is this issue currently impacting me and others? What are the results? What are our emotions? Determine the future implications: If nothing changes, what’s likely to happen? What’s at stake? What are the emotions? Examine your personal contribution to this issue: What is my contribution to this issue? How have I contributed to the problem? Describe the Ideal Outcome: When this issue is resolved, what difference will that make? What results will I enjoy? When this issue is resolved, what results will others enjoy? When I imagine this resolution, what are my emotions? Commit to action: What is the most potent step I could take to move this issue toward resolution? What’s going to attempt to get in my way, and how will I get past it? When will I take this step?
- How many of you can recall a conversation from many years ago that had a profound effect on you, but you doubt that the other party even remembers it? Appreciation is truly a value creating activity. A negative emotional wake is not solely caused by thoughtlessness or unkind comments. It may also be caused by lack of appreciative comments. In today's world of confrontation, cynicism and anger, expressions of appreciation are given less importance. Yet this expression of appreciation is a value-creating activity. It brings a more positive change - an emotional wake. Sometimes the most powerful thing to say is thank you. Don't just tell people that they are appreciated, tell them why. They will remember that conversation. Leaders, there are no trivial comments. Something you say may have a lasting impact on someone who looked to you for guidance and approval. The conversation is not about the relationship, it is the relationship.
- Be concise- in one or two sentences, get to the heart of the problem. Is it a concern, challenge, opportunity, or recurring problem that becoming more troublesome? Fierce conversations cannot be dependent on how the other person responds. Healthy relationships require appreciation and confrontation