The presenter will reflect on innovative, collaborative methodologies and lessons learned in a year of qualitative research on staff climate at the University of Michigan Student Life. The presenter will engage qualitative researchers as well as student affairs leadership who are interested in ways they might learn more about their own staff. Topics include creating a cohesive but adaptable study framework when working with a large and diverse employee population, using collaborative, person-centered (non-survey!) methodologies, and other lessons learned along the way. 

Learning Outcomes 

1. Examine innovative, collaborative qualitative methodologies that center staff voice, such as demographic-based conversations and job shadowing 

2. Express how to mix theory and logistics to build a thoughtful and engaging study of student affairs staff 

3. Recall the connection between research and leadership and understand how participant-centered qualitative research can co-create the future of student affairs by highlighting staff voice

Wendy Lawrence, Assistant Director of Student Life Research

Our field is experiencing significant challenges impacting our workforce and talent pipeline. This includes recruiting, upskilling, and sustaining staff with the knowledge and competencies necessary to be successful in today's rapidly changing higher education environments. In this session, a diverse group of panelists will speak to gaps in the workforce and strategies for addressing them. Emphasis will be given to how Student Affairs Educator Certification is being used to address these gaps and support SApros and the institutions they serve. 

Learning Outcomes 

1. Summarize current challenges impacting the student affairs workforce and talent pipeline 

2. Recognize how certification is a resource to support staff recruitment, professional development, and morale

Joseph DeSanto Jones, Executive Director

Dr. Priscilla Arungwa, CSAEd, Director of Student Services

Sasha Masoomi, Assistant Director of Residence Life

This presentation will explore how generative AI can be harnessed by supervisors to create dynamic career development plans, inspire strategic work projects, and enhance performance appraisals. We'll explore how AI can transform career progression within and beyond higher education, fostering a culture of continuous learning and professional growth. 

Learning Outcomes 

1. Develop career development plans for employees based on job descriptions of progressive roles within and outside a specific higher education organization 

2. Generate strategic work project ideas that bolster employees' desired professional skills, drawing on relevant sources of inspiration 

3. Apply generative AI tools and techniques to enhance the performance appraisal process within the organization

Amarette Renieri, Associate Director of Career Services

Taylor Henderson, Director of Reliant Student Experience Office

The presenters will explore how community cultural wealth can be leveraged to uplift and celebrate professionals of color in student affairs. Attendees will learn to apply Yasso's framework across various career stages, from entry-level to senior administrators. The session will also offer practical strategies for recognizing team contributions and innovative initiatives to enhance retention. Join us to gain actionable insights on fostering an inclusive and supportive workplace. 

Learning Outcomes 

1. Review the Community Cultural Wealth model 

2. Describe the application of the Community Cultural Wealth framework across different career levels 

3. Apply evidence-based strategies that empower and recognize professionals of color

Daksha Khatri, Professional Affiliate

Sean Watley, Professional Affiliate

Mentorship is crucial for young professionals in higher education, fostering skill development and career growth. For professionals of color, culturally responsive mentorship addresses unique challenges. The 2020 "great exit" underscored the need for guidance beyond traditional roles. Drawing on Sylvia Ann Hewlett's work, the presenters will highlight the vital role of sponsorship in advancing careers and overcoming systemic barriers. Attendees will gain strategies for securing sponsorship and navigating workplace challenges through a dynamic discussion. 

Learning Outcomes 

1. Describe the principles of culturally responsive mentorship 

2. Apply culturally responsive mentorship and sponsorship to support new professionals of color 

3. Recognize the importance of sponsorship and its impact on career success

Frank Dorsey, Dean of Student Involvement & Leadership

Takeem Dean, Assistant Vice President for Student Affairs

During this session, the presenters will explore how mid-level leaders are crucial and integral parts in navigating and sustaining success during organizational change. Being tasked with balancing strategic vision with operational expertise, these leaders are critically important in bridging the gap between executive directives and frontline execution, ensuring stability and continuity during times of change. The presenters will create space for dialogue and highlight the often-underestimated power of mid-level leadership in driving long-term organizational resilience. Learning Outcomes 1. Participants will understand how mid-level leaders act as pivotal agents in bridging organizational strategy and operational execution during transitions. 2. Participants will acquire practical tools and strategies for leading teams through organizational transitions. 3. Participants can apply foundational leadership and change management theories to real-world case studies, demonstrating how these concepts can address challenges faced during organizational transitions.

Anthony Webster, Ph.D., Director, TRIO Student Support Services

Julia Heck, Associate Vice President for Student Life and Support Programs & Dean of Students

LaMarcus D. Howard, Ph.D., Assistant Vice Chancellor, Student Health and Wellness

Expert panelists will share insights from temporary roles in a variety of student affairs positions in the U.S. and overseas, highlighting how interim positions offer flexibility, diverse experiences, and work-life balance. Learn how interim leaders address pressing needs; manage leadership transitions; and contribute to higher education's landscape. Discover the benefits for both professionals and institutions and explore how these positions enhance career satisfaction, institutional stability, and sustainable student affairs practice.

 Learning Outcomes 

1. Identify major trends driving the increased use of interim leadership roles in higher education, such as the length of hiring processes and the need for immediate expertise. 

2. Describe two specific ways interim leaders have addressed critical needs and contributed to organizational stability during transitional periods, using case studies or examples provided. 

3. Articulate ways interim roles offer flexibility, diverse professional experiences, and opportunities for skill development.

Kevin Stensberg, Senior Student Affairs Officer & Dean of Students

Jen Meyers Pickard, Ph.D., Senior Partner & Student Affairs Practice Leader

Leanna Fenneberg, Ph.D., Senior Vice President for Student Life

Beth Moriarty,

Beth Hellwig,

Edmund Cabellon,

Entrenched in predominantly white institutions (PWIs) is a culture of whiteness that benefits white student affairs leaders through racist policies and norms. Concurrently, the experiences of student affairs practitioners of color (SAPOCs) at PWIs reveal a stark contrast, highlighting the disturbing prevalence of racial battle fatigue. In this session, presenters will share the discomforting realities of this oppressive system perpetuated by white leaders that harms SAPOCs, and will offer practical suggestions based on two in-depth qualitative studies.

 Learning Outcomes 

1. Understand the impact of racial battle fatigue on staff of color at predominately white workspaces in higher education. 

2. Identify the hidden aspects of whiteness embedded within higher education.

Jennifer Reid, Director

Kristina Hall-Michel, PhD, Associate Director of Residential Life

Artificial Intelligence (AI) represents a transformative force in education, promising to enhance teaching, learning, and administrative processes across institutions. Community colleges, as crucial pillars of higher education accessibility and workforce development, stand to benefit significantly from integrating AI technologies. The panelists will outline the rationale, benefits, and strategies for integrating AI at community colleges, emphasizing improved educational outcomes and operational efficiencies. 

Learning Outcomes 

1. Articulate how artificial intelligence can be integrated into community college systems to enhance administrative efficiency, support faculty, and improve student outcomes

2. Evaluate the ethical implications of using AI in educational settings, including data privacy, bias in AI algorithms, and ensuring equitable access to AI-driven resources

3. Develop strategic plans for implementing AI technologies, including assessing readiness, selecting appropriate AI tools, and measuring the impact on educational outcomes

Claire Brady, President

Edward Martinez, Ed.D., Associate Dean of Student Affairs

Mordecai I. Brownlee, Ed.D, President

Scott Peska, Assistant Provost of Student Services

**SESSION NOT RECORDED**

For the first time in history, up to five generations have actively participated in the professional workforce. With Gen Z entering the workforce, it is crucial for supervisors and leaders to maximize individual perspectives, skills, and talents to achieve stronger outcomes to fully leverage their teams. The presenters will actively engage attendees through activities, case studies, and conversations highlighting generational characteristics in the workplace, and provide resources and strategies to thrive in managing a multi-gen team. 

Learning Outcomes 

1. Identify the differences and characteristics of at minimum three generations in the current workforce

2. Articulate no less than 1-2 strategies to enhance their work experience with colleagues from different generations

3. Explore approaches to manage a multigenerational team through conversation and participation-based activities

Amy Snyder, Director of Staff Experience, University Life

Meeghan Milette, Associate Director, University Life Professional Development

The presenters will explore the growing issue of burnout in higher education, examining its root causes and its impact on career advancement. Drawing on research and their own experiences, the presenters will offer practical strategies to make leadership roles more appealing to middle managers. The session will highlight how overwork and stress are deterring talented professionals from advancing and what leaders can do to create sustainable pathways for growth. Participants will actively engage in discussions to share challenges and solutions from their campuses and will leave the session with a toolkit of practical resources for implementing change. 

Learning Outcomes 

1. Articulate the key factors contributing to burnout among middle managers in higher education, such as excessive workloads, lack of autonomy, and poor work-life balance

2. Compare leadership theories, such as transformational leadership and servant leadership, to develop a leadership approach that prioritizes staff well-being, autonomy, and professional growth

3. Participants will actively engage in discussions to share challenges and solutions from their campuses and will leave the session with a toolkit of practical resources for implementing change

Kevin Reese, Director of Multicultural Affairs

Yasmine Farley, Director of the Career Center

As the landscape of higher ed evolves, so too must our approach to recruiting, onboarding, and developing staff. This session delves into recruiting nontraditional candidates and navigating their successful integration into student affairs roles. Drawing inspiration from the Synergistic Supervision Model and understanding the current state of higher ed candidate pools, we invite professionals to explore outside their echo chambers and embrace new perspectives for building and supporting team members with different paths to the profession. 

Learning Outcomes 

1. Identify successful strategies for and value of recruiting non-traditional candidates 

2. Develop an effective onboarding process 

3. Possess the knowledge, skills, attitudes, and strategies to empower non-traditional candidates in student affairs roles

Alexa Erb, Associate Director, Student Engagement

Matthew Galewski, Senior Associate Director, Training & Development

Nick Poling, Senior Coordinator of Fraternity and Sorority Life

"It Takes a Village to Raise a Child," an African proverb, emphasizes the role of community in nurturing individuals. For new student affairs professionals, especially those of color, the first three years post-graduation are critical for professional identity development. Navigating racial challenges makes supportive mentors essential. These mentors offer guidance, insight, and affirmation, helping New Professionals grow and thrive in their careers by embodying their desired professional persona. 

Learning Outcomes 

1. Recognize the cultural and historical significance of the proverb "It Takes a Village to Raise a Child" and its relevance to their roles in student affairs

2. Identify the crucial role of mentorship in their early careers and understand how it shapes their personal and professional development

3. Integrate their understanding of mentorship dynamics and community-building into personalized plans for professional growth

Dashan Axson-Lawrence, Assistant Director of Multicultural Student Services

The COVID-19 pandemic accelerated the adoption of distributed and remote work in higher education. This presentation explores challenges and opportunities of supervising teams across varied time zones and work modalities. Attendees will learn effective leadership strategies, communication techniques, and tools for building cohesive distributed and remote teams. Practical case studies will equip supervisors with knowledge and skills to navigate this nuanced and evolving work environment. 

Learning Outcomes 

1. Understand the complexities of supervising distributed and remote teams and team members in higher education

2. Apply effective strategies for building trust, fostering collaboration, and managing performance in virtual/remote environments

3. Leverage technology to enhance communication, productivity, sense of belonging, and team culture

Jeremy Moore, Dean of Students