
Staff Management and Supervision Package
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- Non-member - $299
- Member - $99
Empower your leadership journey with this curated collection of webinars designed to elevate your supervision practice and team management skills. Whether you're hiring, coaching, or supporting staff through complex campus dynamics, this bundle delivers real-world strategies from experienced leaders in the field.
With sessions ranging from radical supervision models to best practices in hiring, team development, and work-life integration, this package is ideal for new and seasoned supervisors alike. Explore how to foster inclusive, high-functioning teams that thrive under strong, empathetic leadership. From foundational skills to advanced tactics, you'll gain insights to manage people more effectively—and with purpose.
Package includes access to 8 recorded sessions for 365 days, ideal for on-demand learning and team training.
Webinars Include: Leading Well: The Importance of Supervisor Training and Preparation, How to Hire: An Exploration of Hiring Best Practice, What They Don’t Teach You in Graduate School: Supervising Professional Staff, Synergistic Supervision of Entry-Level SA Professionals: A Cross-Cultural Examination, Supervision Skills and Strategies: Developing Essential Skills for Successful Leaders in Student Affairs Today and in the Future, Meeting Their Needs: Identifying Your Role in Supporting and Supervising Your Unique Team, Changing the Standard: Radically Supervising Student Staff at Michigan State University, and Cultures of Integration and Balance: The Role of Supervisors in Creating Sustainable Work-life Environments
Webinar Package Pricing
- Members: Now $149
$249($600 value) - Non-Member: Now $299
$349($1,400 value)
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Contains 2 Component(s)
Supervisor training and preparation in the field of higher education is sorely lacking. Drawing from research conducted in doctoral work, this webinar will highlight findings on supervisor training and preparation and its impact on job performance and satisfaction. Attendees will then reflect on their personal preparation related to supervising and will brainstorm ways to articulate relevance surrounding training and preparation in their current work.
Student affairs professionals are critical to the overall success of institutions of higher learning. Currently, the profession is at a turning point in navigating many complex issues. One of these issues is ensuring adequate levels of job satisfaction and employee morale. Units who employ supervisors who are competent leaders can see increased employee satisfaction and morale when training appropriately to handle the complexities of supervising others. When supervisors are ill-equipped to manage, employees report increased issues in the workplace.
This session will highlight findings from a recent doctoral study surrounding supervisor training and preparation and its impact on job performance and satisfaction. Attendees will have the opportunity to reflect on their training and preparation and think practically on ways they can enhance their supervisor skill set and emphasize its relevance in their work on a regular basis.
Learning Outcomes:
- Understand a broad overview of research in the field regarding supervisor training and preparation.
- Develop their own practical philosophy surrounding supervisor training and preparation.
Emily Holmes, Ed.D.
Director, Office of Leadership and Student Involvement
The University of Southern Mississippi
Emily Holmes (she/her) is a student affairs educator and lifelong learner. She currently serves as director of the Office of Leadership and Student Involvement at the University of Southern Mississippi where she directs the co-curricular student engagement experience through student organizations and leadership development. Overseeing close to 200 student organizations, the campus programming board, Golden Eagle Welcome Week and the first-year seminar course, Emily is passionate about student success and the belonging that occurs outside of the classroom. With over fifteen years of student affairs experience, Emily has previously worked in first-year programs, transition programs, new student orientation, and fraternity and sorority life. She has been active in NASPA for many years and most currently serves as a member of the Mid-Level Administrators Steering Committee, a group of passionate mid-level professionals who guide and equip NASPA leaders and members with the tools and resources to promote the success of mid-level administrators in their professional roles.
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When the opportunity to hire arises, selecting the right candidate is one of the most pivotal decisions an institution can make in determining its future success. Unfortunately, student affairs professionals who are often tasked with leading and facilitating search processes are given little guidance related to staffing best practices. The primary goal of the presentation is to address that gap and equip participants with the information necessary to implement and facilitate effective and equitable hiring processes at their home institutions.
When the opportunity to hire arises, selecting the right candidate is one of the most pivotal decisions an institution can make in determining its future success. Unfortunately, student affairs professionals who are often tasked with leading and facilitating search processes are given little guidance related to staffing best practices. The primary goal of the presentation is to address that gap and equip participants with the information necessary to implement and facilitate effective and equitable hiring processes at their home institutions.
Jeff Bates
Assistant Director
Florida State University
Jeff A. Bates is a student affairs professional who has both lead and served on numerous search committees during his time in the profession. With a focus on intentional hiring practices at the core of his professional and academic experiences, Jeff is committed to bridging the gap between staffing research and student affairs practice. He is a current MBA candidate with a specialization in Organizational Behavior and Human Resources; has served as a Talent Management Subject Matter Expert in the development of the NASPA Student Affairs Certification; has presented on hiring practices at national conferences; and has participated in organizational behavior research on impression management.
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What do your staff need from you as a supervisor? This webinar will explore how applying a clinical supervision framework can strengthen mission-focused leadership by establishing clear boundaries, setting goals and expectations, fostering competency and skill development, and improving feedback delivery. Participants will gain insights into effectively navigating both informal feedback, such as difficult conversations, and formal evaluations, such as performance reviews, to create a more supportive and productive work environment.
Supervision plays a critical role in addressing staff retention, burnout, and professional growth in student affairs. NASPA’s 2022 Compass Report identified developing supervisory capacity as a key area for growth, with less than half of surveyed professionals feeling adequately prepared to take on additional supervisory responsibilities.
This webinar will explore how supervision differs from mentorship and counseling, how to build effective supervisory relationships, and what staff need from their supervisors. Using a clinical supervision framework, participants will develop skills in establishing boundaries, setting goals and expectations, fostering competency development, conducting performance reviews, and navigating difficult conversations.
Learning Outcomes:
- Understanding the parameters to a supervisory relationship, and how supervision differs from mentorship and coaching;
- How to supervise both up and down (what does your supervisor and your supervisee need from you in supervision); and,
- How to provide informal and formal feedback, and how your supervision impacts staff development and culture.
Tierney Bates
Vice Chancellor for Student Affairs
University of South Carolina Upstate
Dr. Tierney J. Bates has established himself as national thought leader, speaker, networker, career coach, innovator, and voice on diversity, equity, inclusion, and GENERATION NOW! He has given over 215 keynote talks, presentations and workshops. With over 20+ years in higher education, he has progressed from entry level to senior level administration providing leadership, vision, and responsibility for strategic initiatives and solutions in student services, diversity & inclusion, career services/workforce development, recruitment, and fundraising. He is currently the Vice Chancellor for Student Affairs at the University of South Carolina Upstate and was formerly at the University of North Carolina at Chapel Hill as Assistant Vice Chancellor for Special Projects & Executive Director and has served in leadership roles at Virginia Union University, North Carolina Central University, University of Louisville, University of Tennessee, and Bowling Green State University.
Nicholas Kehrwald
Dean of Students / Deputy Title IX Coordinator
USC Upstate
Nick Kehrwald is a 15+ year student affairs professional with a career focused on improving student programs and services using process improvement principles to drive more equitable student success outcomes, including being the inaugural Director of the Office of Student Conduct and Community Standards at the University of Kansas, restructuring the Dean of Students Office at the University of Kentucky, integrating student wellbeing programs and services at USC Upstate, and has collaborating on first-year experience and institutional-level student success efforts at multiple institutions. Nick’s previous experience include being the Associate Dean of Students and Dean of Students at the University of Kentucky, the Director of Student Conduct and Community Standards at the University of Kansas, and a Student Conduct Coordinator at the University of Nevada – Las Vegas. Nick has a Juris Doctorate from the University of Iowa, a Master’s in Counseling Psychology from the University of Missouri, and a Bachelor's degree in Psychology and Cognitive Science from Lehigh University. Nick is currently a doctoral student in the Educational Innovation and Practice – Systems Improvement program at the University of South Carolina – Columbia.
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Contains 2 Component(s)
Although an important function within higher education, many professionals are ill prepared to provide high quality supervision, especially to entry-level and new professionals who require such a broad range of nurturing. This program explores a revised model for supervisors to improve their supervision of entry-level professionals.
Entry-level student affairs staff are the profession's future. Seasoned professionals within their networks along with their immediate supervisors have a responsibility to lay a strong supervisory foundation for them.
Although an important function within higher education, many professionals are ill prepared to provide high quality supervision, especially to entry-level and new professionals who require such a broad range of nurturing. Supervision has received little attention in the literature even though practitioners spend substantial time on it. Even less attention has been given to the potential impact of cross-cultural difference on the supervisory relationship.
Using a qualitative study conducted in 2007 as a baseline, along with recent follow-up research, valuable cross-cultural supervision practices using Winston and Creamer’s (1997) Synergistic Supervision Model have been identified and will contribute to the development of a revised model for supervisors to improve their supervision of entry-level professionals.
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Equitable, fair, successful supervision greatly impacts the employee experience, a key indicator of employee satisfaction and retention. However, few SA staff receive formal supervision training. As our multigenerational workforce grows and new professionals enter the field, mid-level administrators are critical in building supervision strategies to meet the needs of the evolving workforce, addressing existing gaps in our supervisory competencies. Presenters will share their supervision development work, provide resources, and share some best practices.
Supervision is an essential skill, requiring ongoing learning and development, for all members of the student affairs (and higher education) organizations. The importance of inclusive, effective supervision can be seen in satisfaction, engagement, and retention rates of employees, who are directly impacted by the quality of supervision they receive. Supervision must be viewed as an investment in the employee experience in supporting today's workplace and sustaining the future of an organization. Student affairs practitioners typically lack academic or formal training in the competency of supervision. It is not often included in graduate preparatory programs and instead supervisory skills are learned on the job anecdotally through trial and error.
The division of University Life (student affairs) at George Mason University has a strong commitment to the staff experience. This commitment comes from the division's strategic commitment to organizational excellence, as evidenced by its strategic outcome of Organizational Excellence and the goal of “cultivating positive staff experiences and develop professional and technological competencies to better support evolving student growth, development, and success need.” (University Life Strategic Plan, 2020-2024, http://ulife.gmu.edu/wp-conten... ) The first strategic action under this goal is to increase employee supervision satisfaction. The overall strategy goal addresses improving the staff experience of student service practitioners through strategic actions focusing on professional development, competency development, performance evaluation, awards and recognition, as well as HR processes. With this commitment, the organization is primed to develop programs and initiatives to advance supervision competency of all staff. At a time when student affairs and higher education professionals are experiencing high levels of reported dissatisfaction, creating opportunities to improve supervision satisfaction provides a valuable return on the employee experience.
In this program, presenters will engage participants in dialogue focusing on the existing challenges of supervision in student affairs today and engage in activities to consider strategies in which to advance competency development of leaders today. Presenters will share work emerging at their home institution and share some of what was learned from a recent strategic planning exercise. With the participants, presenters will discuss the existing gaps in supervision practices including lack of assessment of supervisee developmental needs, lack of supervisor training, need for ongoing development for supervision competency development, lack of in-house professional development for both supervisor and supervisee, etc. Participants, with the presenters, will explore strategies, resources, programs, and initiatives that can be employed short- and long-term at institutions to invest in the supervisory and employee experience.
Learning Outcomes:
- Implement at least one new strategy to enhance supervision practices within their department or institution.
- Develop a plan to integrate at least one professional development initiative focused on supervision into their institution’s learning and development program.
- Evaluate available resources on supervision and team management to determine their applicability in strengthening supervisory competencies within student affairs.
Amy Snyder
Director of Staff Experience, University Life
George Mason University
Amy Snyder is a 25+ year Student Affairs professional and currently serves as Director of Staff Experience in University Life at George Mason University in Fairfax, Virginia. Amy’s portfolio includes UL HR Services, UL Professional Development, UL Central Administration, and divisional initiatives focused on the staff experience, learning and development, and workplace well-being. Amy has also served as Associate Dean of University Life, Director of Special Projects for the VPSA, Assistant Dean/Director of Student Activities, Director of Orientation and Family Programs and Services, and Interim Director of Diversity, Inclusion and Multicultural Education. Amy’s leadership work has focused on collaboratively developing more effective student transition and initiation experiences, increasing student engagement and academic success, and creating parent and family engagement and services at George Mason University 20 years ago.
Amy is a first generation college student whose mother was an immigrant educated outside of the U.S system. Amy understands the challenges students and families face in the transition to college and has made her life’s work to have a positive impact on the student experience in higher education. Amy Snyder now dedicates her work at Mason to the staff experience and professional development and preparation of graduate students to the field of student affairs and higher education. She has presented widely on topics including supervision skills and strategies, the multigenerational workforce, creating a professional development cohort program, and the Mason graduate assistant academy. Through learning and development, personal and professional enrichment and well-being and organizational health, Amy continues to contribute to the success of students and staff after 25 years in the field of student affairs.
Meeghan Milette
Associate Director, University Life Professional Development
George Mason University
Meeghan Milette serves as the Associate Director of Professional Development in University Life at George Mason University in Fairfax, Virginia. She provides leadership to divisional professional development initiatives and signature professional development programs coordinated by the Professional Development team. Ms. Milette has a background in professional staff training, building and facilitation of professional learning experiences, collaborative programming, along with supervision and staff management. Milette is committed to enhancing professional staff experiences through her work. Professionally, Milette worked in Housing & Residence Life for over 15 years in various professional roles gaining skills and professional competency in staff management, crisis response, leadership, and training development.
Milette currently serves on the NASPA Mid-Level Administrator Steering Committee and is on the Mid-Level Administrator Conference (MLAC) planning team.
Milette earned a Bachelor of Arts degree in Political Science with a focus in International Relations from the University of Rhode Island. She earned a Master of Arts in Student Affairs Administration from Michigan State University. She has presented multiple times nationally and regionally on topics that include Supervision Skills and Strategies, Professional Development Design, the Multigenerational Workforce, Graduate Assistant Experience, Second-Year Experience, Inclusive Housing Practices, Leveraging Technology in Collaborative Work Environments, amongst others.
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Being a supervisor (and a supervisee) is HARD! Through self-reflection and resource sharing, this session will focus on how leaders can both support and develop their unique individuals while also building and sustaining a strong team.
We’ve all heard the phrase “people don’t leave bad jobs…they leave bad bosses.” Being a supervisor (and a supervisee) is HARD! And supervisory dynamics can impede us from reaching our goals. By meeting our teams’ needs, providing individualized feedback through direct communication, delegating, and empowering others, supervisors can move the organization closer to its vision. This session will discuss how intentional resources (e.g., automated coaching, institute-specific programs), assessments (e.g., Gallup Q12 (https://www.gallup.com/q12/), Cloverleaf (https://cloverleaf.me/), and honest self-reflection can enhance your supervisory skills and relationships.
Learning Outcomes:
1. Identify past experiences working with successful teams/unsuccessful teams. What were the unique characteristics that contributed to those teams' successes? Failures?
2. Reflect on "growth edges" in which we as supervisors recognize we can continue to engage in development; identify next steps to addressing or working towards leaning into those growth edges.
3. Discuss specific resources to meeting the unique needs of one's team through supervision, feedback, and conflict resolution that you can take back to your respective campus/teams and put into action right away
Dana Pursley
Director, Alford Community Leadership & Involvement Center
Denison University
Dana Carnes Pursley (she/her/hers) is a leadership educator committed to developing students who will create change by leading their organizations, communities, and the future. In her 15+ year career, Dana has experience in residence life, leadership development, campus organizations, student government, fraternity and sorority life, civic engagement and service, union management, large-scale programming, and campus traditions. Currently, Dana serves as the Director of the Alford Community Leadership and Involvement Center at Denison University. Prior to Denison, Dana served as the Associate Director of the Center for Leadership at Elon University. Dana's professional interests include organizational development, voter education/registration, hazing prevention, first-gen student support, LGBTQIA+ student support, and assessment. Dana's professional involvement includes ACPA, NACA, NASPA, and NCLP.
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Contains 4 Component(s), Includes Credits
Radical supervision utilizes a blend of Intersectionality, Radical Black Love, Identity Conscious Supervision, and Sense of Belonging to holistically support student staff on a personal, institutional and societal level. We believe that participants in this webinar will redefine supervision for themselves and gain a new framework to better holistically support their supervisees.
Student staff members volunteer their time and energy to advance the needs of their higher education institutions. This means that in the ever evolving dynamics present on a college campus, student staff supervisors must be capable of providing authentic and emergent supervision for each unique team member. Our presentation offers a supervision model for creating a supervisory ecosystem for each staff member to thrive in that goes beyond relationship building and empowers the supervisor to address barriers to student staff success.
By utilizing frameworks such as the 4 Is of oppression (Internalized, Interpersonal, Institutional, and Ideological) and Dr. Tamura Lomax’s idea of Radical Black Love we invite participants to reflect on the innate dignity and worth of the students they have the privilege of working with. Through engaging in group conversations and polling, we hope participants challenge existing narratives they hold about what a supervisor is and is not. The goal of this webinar is to help participants begin the self-work necessary for moving supervision beyond being identity conscious and towards becoming actively engaged in dismantling oppression within supervision and work experiences for student staff.
Learning Outcomes:
- Name and describe the 4 I's of Oppression and discuss how they broadly manifest in the student supervisee experience at PWIs.
- Describe the differences between Identity Conscious Supervision and Radical Supervision and will be able to identify specific practices they can take to align their supervision with the principles of Radical Supervision.
- Describe the supervisory ecosystem they dream to build for their student staff members and teams.
Allysa Johnson
Assistant Director for Residence Education
Michigan State University
Allysa Johnson currently serves as an Assistant Director for Residence Education at Michigan State University. Allysa holds a Bachelor’s Degree in Early and Middle Childhood Education and a Master’s Degree in Higher Education and Student Affairs both from The Ohio State University. Allysa has an in-depth housing background, starting as a Resident Assistant and Assistant Community Director during her time as a student before becoming a live-in Community Director at 2 different types of institutions.
Allysa is passionate about creating inclusive and supportive supervision practices in and beyond university housing. With a wealth of experience supervising resident assistants, graduate staff, and full-time professionals, she has developed a dynamic approach that moves beyond identity-conscious supervision to actively address systems of oppression impacting supervisee experiences. In addition to her supervisory work, Allysa has played a key role on departmental committees focused on staff Diversity, Equity, and Inclusion curriculum planning, graduate student recruitment, selection, and training, and first-year student success programming. These experiences have shaped her practical, thoughtful approach to leadership and professional development.
Jimmy Hutchful
TRIO Academic Advisor
Michigan State University
Jimmy Hutchful is an experienced academic advisor and student success professional. He currently serves as a TRIO Academic Advisor at Michigan State University, where he supports students with academics and personal goals, while also overseeing a Peer Mentoring Program of 12 mentors and 58 student participants. His role emphasizes holistic advising, career exploration, and student success initiatives that promote a sense of belonging.
In addition to his work at Michigan State, Jimmy also served as a College Success Manager with Thrive Scholars, advising 37 first-year students across multiple institutions. He focuses on academic and socio-emotional support, helping students secure internships and navigate their college journeys. Previously, Jimmy worked as a Residence Director at Michigan State, managing a residence hall and mentoring 12 Resident Assistants. He also served as an Interim Residence Life Coordinator at Eastern Washington University, where he supervised community assistants and led initiatives to improve student retention.
Jimmy's extensive background in higher education includes roles in residential life, academic advising, and student advocacy. He has contributed to various committees and initiatives to enhance student engagement and diversity.
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A common expectation among higher education staff is to work in professional environments that foster student growth without reinforcing negative work-life sacrifices. Recent workplace technological advances on campuses and a growing awareness of employee wellness programs can be effective institution-level techniques to support employees. While selfcare initiatives are useful short-term approaches, for true culture change to occur, supervisors can more meaningfully impact their employees by applying a set of guiding principles for promoting the healthy blend of work and complex employee lives. By better understanding the true meaning of work-life integration, supervisors can provide programs, policies and education to ensure employees can bring their best selves to work while supportive employee identifies and professional health, resulting in a content and fulfilled team member. This session will provide context for supervisors to create a set of guiding principles which marry their departmental priorities, institutional objectives and individual values.
Supervisors play a critical role in shaping workplace culture, ensuring that employees can thrive professionally while maintaining a healthy work-life balance. As higher education environments become increasingly demanding and interconnected, supervisors must move beyond outdated expectations of overwork and instead develop intentional strategies that prioritize employee well-being, productivity, and retention. This session explores the key principles of work-life integration, emphasizing the importance of individual supervision, team support, and institutional advocacy in creating a sustainable, inclusive, and high-performing workplace.
Participants will gain insights into the evolving needs of today’s workforce, including the impact of health concerns, family obligations, restorative time, generational expectations, and role modeling by senior leaders. Through a combination of research-based strategies and interactive discussion, attendees will leave with a set of guiding principles to implement within their departments, ensuring that work-life integration is embedded in their supervisory practices, team management, and institutional culture.
Learning Outcomes:
1. Identify and apply at least three guiding principles for promoting a sustainable work-life integration culture within their teams, ensuring alignment with departmental priorities, institutional objectives, and employee well-being.
2. Explore how to implement effective supervision strategies that balance productivity with employee wellness, including mentoring approaches, flexible policies, and team-based support structures.
3. Develop a customized roadmap for fostering a culture of work-life integration in their department, incorporating key factors such as generational expectations, restorative time, and supervisor role modeling.
Carrie Lovelace Petr, Ph.D.
CEO & Founder
Carrie Lovelace Petr Coaching & Consulting
A seasoned executive administrator, Carrie Lovelace Petr holds a Ph.D. in Educational Leadership from the University of Nebraska-Lincoln. She trained as a certified professional and executive coach at the ICF-accredited College of Executive Coaching and is recognized as both an Associate Certified Coach from the International Coaching Federation a Board-Certified Coach by the Center for Credentialing Education.
Carrie has lived her professional career in service to higher education staff, students and faculty. Prior to founding her full-time coaching practice, Carrie served as senior student affairs officer at two institutions; throughout her career in higher education she has supervised all traditional areas in the field of student affairs. Outside of the student affairs arena, Carrie has enjoyed work as a faculty member, academic adviser and academic administrator. Of note for clients interested in their own professional growth, Carrie was the founding director of the Zenon CR Hansen Minor in Leadership Studies at Doane University and has practiced leadership development and higher education administration for more than 25 years. Partnering with long-time professionals and aspiring leaders to help them thrive and nurture their talents is her passion.
Beyond her professional life, Carrie is an avid reader and enjoys biking, craft cocktails, and storytelling. She and her husband of 25 years share a college-age daughter and Felix, the most adorable King Charles Cavalier Spaniel in the universe.
Marcella Runell, Ed.D.
Vice President for Student Life, Dean of Students
Mount Holyoke College
Dr. Marcella Runell, Vice President for Student Life Dean of Students, and Lecturer in Religion at Mount Holyoke College, is a social justice educator and author recognized nationally for her work in higher education, student wellbeing and community building. A 2024 Pillar of the Profession honoree by the National Association of Student Personnel Administrators (NASPA), Marcella has published or been featured in media such as NPR, the Boston Globe and the Chronicle of Higher Education on topics such as work life integration, intergroup dialogue, friendship and identity. Her most recent book is UnCommon Bonds: Women Reflect on Race & Friendship.
Now in her 11th year at Mount Holyoke, Marcella leads the Division of Student Life, overseeing Student Engagement (Residential Life, Student Involvement, Orientation, Community Standards, and the Be Well initiative), Community & Belonging, Health Services, Counseling, Public Safety, and Physical Education and Athletics. She has played a key role in developing programs like MoZone, Be Well, and the Living Learning Communities.
Marcella also serves on advisory boards for Embrace Race and the Hip-Hop Education Center, is affiliated with UMass Amherst’s Center of Racial Justice and Youth Engaged Research and is a current member of NASPA’s Scott Academy board and the Holyoke Children’s Museum board. Before joining Mount Holyoke, she was the founding co-director for NYU’s Global Center for Spiritual Life, where she created the first Multifaith & Spiritual Leadership minor in the Silver School of Social Work. She has two very active school-age daughters, Aaliyah, 14, and Ava, 10