Podcasts about Willamette University

On April 30, the Supreme Court heard oral arguments in Oklahoma Statewide Charter School Board v. Drummond, which examines the constitutionality of religious charter schools. In this episode, Michael McConnell of Stanford Law School and Steven Green of Willamette University join Jeffrey Rosen to recap the oral arguments, debate the meaning and history of the Free Exercise and Establishment Clauses, and survey the Court's other religion cases from this term.  Resources:  Fulton v. City of Philadelphia (2021) Carson v. Makin (2022) Michael McConnell and Nathan S. Chapman, Agreeing to Disagree: How the Establishment Clause Protects Religious Diversity and Freedom of Conscience (2023) Steven Green et al. Brief of Historians and Legal Scholars as Amici Curiae In Support of Respondent, Oklahoma Statewide Charter School Board v. Drummond   Michael McConnell et al. Brief for Amici Curiae Religious Liberty Scholars In Support of Petitioners, Catholic Charities Bureau v. Wisconsin Labor & Industry Review Commission  Michael McConnell et al. Brief for Professors Douglas Laycock, Richard W. Garnett, Thomas C. Berg, Michael W. McConnell, and David M. Smolin as Amici Curiae In Support of Petitioners, Mahmoud v. Taylor  Stay Connected and Learn More Questions or comments about the show? Email us at ⁠podcast@constitutioncenter.org⁠ Continue the conversation by following us on social media @ConstitutionCtr. ⁠Sign up⁠ to receive Constitution Weekly, our email roundup of constitutional news and debate. Follow, rate, and review wherever you listen. Join us for an upcoming ⁠live program⁠ or watch recordings on ⁠YouTube⁠. Support our important work. ⁠Donate

From eggs to Hollywood and global trust to monetary stability, America's tariff war against the rest of the world is dearly backfiring on its own people and economy. What are Americans losing due to the U.S. tariff war? US officials have indicated tariffs on China could drop substantially. But how reliable is such a statement, and can it reverse the damage already done? Host Tu Yun joins Dr. Yan Liang, Professor of Economics, Willamette University in the United States, Dr. Warwick Powell, Adjunct Professor at Queensland University of Technology in Australia, and Dr. Qu Qiang, a Fellow of the Belt and Road Research Center at Minzu University of China to decode the price of protection at the Chat Lounge.

Perimenopause can blindside us in unexpected ways. Fatigue hit this week's guest, elite cyclist and coach Marissa Axell, so hard she thought she had cancer. Now the creator of the Cycling Success System wants everyone to know what can happen during this phase of life, and importantly what active women can do to counteract it. We talk all about how Marissa tailors her coaching for 40+ women, focusing on proper fueling, strength development, and smart exercise programming so they can keep crushing their active and athletic goals. You can learn more about her and her work at www.axnfitnessandcoaching.comMarissa Axell is the founder of AXN Fitness and Coaching, LLC, and on a mission to get more women on more start lines! She coaches her athletes to success by showing them how to climb hills stronger, ride farther, at faster average speeds, while creating more energy to ride day after day. As a result, her athletes are setting personal bests on their rides and landing top 10 placings at their races. Marissa has been coaching and personal training since 2008. She's stood on a dozen national masters podiums, been top 5 in the UCI World Masters Track Championships 4 times, holds a cycling coaching certification from UESCA and is working on a nutrition certification from ISSA. She is a USAC category 1 cyclist, and holds an undergraduate degree in biological sciences from Willamette University. She believes that love is love, Black lives matter, Transwomen are women and belong in sports, no human is illegal, and bikes are a form of therapy.ResourcesA Role for Branched-Chain Amino Acids in Reducing Central Fatigue hereSubscribe to the Feisty 40+ newsletter: https://feistymedia.ac-page.com/feisty-40-sign-up-page Follow Us on Instagram:Feisty Menopause: @feistymenopause Hit Play Not Pause Facebook Group: https://www.facebook.com/groups/807943973376099 Support our Partners:Hettas: Use code FEISTY20 for 20% off at https://hettas.com/ Midi Health: You Deserve to Feel Great. Book your virtual visit today at https://www.joinmidi.com/ Nutrisense: Go to nutrisense.io/hitplay and use code: HITPLAY to get 30% off Previnex: Get 15% off your first order with code HITPLAY at https://www.previnex.com/ Paradis Sport: Use code: FEISTY20 for 20% off any single item at https://paradissport.com/This podcast uses the following third-party services for analysis: Spotify Ad Analytics - https://www.spotify.com/us/legal/ad-analytics-privacy-policy/Podcorn - https://podcorn.com/privacyPodscribe - https://podscribe.com/privacy

By 1899, when Samuel L. Simpson's drinking problem finally got around to killing him, he was essentially Oregon's poet laureate — the Stewart Holbrook of the 1800s. But thirty years earlier, he was just another fresh-faced lawyer, just out of Willamette University's law school. He'd moved to Portland to open his practice, and now he was sitting at his desk in his brand-new office in Portland, sipping a glass of rye and waiting for his first client to walk in the door. No one did. There were just too many lawyers in Portland in 1868. Fresh out of law school, with no social connections, Sam just didn't have a chance. But finally the door did open, and somebody stepped inside. It wasn't a client, though. It was one of the other residents in the boardinghouse he was staying in, a greenhorn from Chicago named Ted Harper. And Harper had a proposition: He wanted Sam to close up his law office and come to Southern Oregon with him. They would spend the summer hunting for a certain ruined cabin with an immense hoard of gold buried inside, deep in the wilderness south of Jacksonville, in a hidden valley boxed in by steep cliffs. Only problem was, Harper didn't know exactly where the valley was. It was possible that they'd search all summer and get nothing for their pains. But Harper did have a letter giving partial directions to the cabin, which his cousin — who'd built the cabin and buried the gold — had dropped dead in the middle of writing. Simpson agreed to the scheme. He was brand new in the law business, had no clients and very few prospects; a summer in the woods, a possible fortune – sure, why not? (Siskiyou Mountains, Josephine County; 1860s) (For text and pictures, see https://offbeatoregon.com/20-05b.sam-simpson-lost-cabin-gold.html)

On January 3, 2025, Louisiana Representative Mike Johnson was re-elected to be Speaker of the House. In his acceptance speech, he quoted a prayer that he said Thomas Jefferson said every day during his presidency and every day of his life thereafter. There is a problem with this story. The prayer was written 56 years after Jefferson died. Jefferson never said the prayer even one day of his life. Later, Johnson and the House chaplain refused to acknowledge they spread false witness to the whole country. Before the prayer was associated with Jefferson, it was falsely tied to George Washington. For many years, people who believe America was founded as a Christian nation have desperately wanted George Washington and Thomas Jefferson to be on their team. In this episode, we will hear from Word and Way editor Brian Kaylor and Willamette University history professor Seth Cotlar as they describe how a common prayer became an American myth.  To read the prayer, titled "For Our Country," go to the 1928 edition of the Book of Common Prayer, page 36. An online version is here: http://justus.anglican.org/resources/bcp/1928Standard/bcp1928std.pdf Telling Jefferson Lies is a product of Warren Throckmorton and today brought to you by the 3rd edition of Getting Jefferson Right: Fact-Checking Claims About Thomas Jefferson. For more information about the book or Warren Throckmorton's substack, go to gettingjeffersonright.com.The next episode will be out within two weeks and I will announce the schedule for the season at that point. Music for the segment was provided by Roman Candle, Earl's Taco Shack, Jonathan Swaim, Jonus Fair, Robo Surgeon Fish, and Dustin Blatnik.  If you like what's going on here, please subscribe, tell your friends, and leave a lovely review. Thanks for listening. 

Renowned artist Marie Watt, a proud member of the Seneca Nation, invites us into her vibrant world of Indigenous art, where tradition meets innovation. With an extraordinary mix of text, textiles, beadwork, sculptures, and neon, Marie shares her journey from her early days at Willamette University to her transformative experiences at the Institute of American Indian Arts. Her art is a profound reflection of her Seneca identity, especially through the symbolic use of blankets, deeply rooted in her cultural heritage and personal narrative. Marie offers insights into the communal traditions reflected in her art, drawing from her experiences within the urban Indian community of the Pacific Northwest.Join us as we uncover the magic behind Marie's sewing circles, a practice that blossomed from necessity into a rich community-building exercise. These gatherings brim with storytelling and intergenerational exchange, emphasizing the connection between traditional beadwork and modern neon as evolving storytelling mediums. The episode also navigates the contemporary landscape of Indigenous art in prestigious collections, with language playing a crucial role in Marie's work. Themes such as "turtle," "island," and "companion species" challenge us to reconsider our relationships with nature, while cultural narratives and Marvin Gaye's music inspire reflections on motherhood and community. Marie's narrative beautifully intertwines language and art, reshaping how we perceive familial and communal ties.

It's Wednesday! Sam and Emma are joined by Robert Weissman, co-president of the non-profit advocacy organization Public Citizen, which has filed 8 lawsuits against the Trump administration and says they have more coming. Later, Rohan Grey, Assistant Professor of Law at Willamette University, discusses his latest research on the Trump administration's attempt to seize direct political control over the core payments software of the Treasury's Bureau of the Fiscal Service, which handles spending for most of the federal government, to block funds to politically disfavored agencies and programs. First, they run through updates on the victory by liberal Susan Crawford in the Wisconsin Supreme Court race, Democrats' growing margins in deep-red regions, Trump's tariff fears, the GOP's anger at proxy voting for new parents, Mike Waltz Gmail whoopsie, Senator Cory Booker's marathon filibuster, the closure of free measles vaccine clinics in Texas amid a breakout, Ed Martin nomination for D.C. U.S. Attorney, Tesla's tanking earnings, and the Senate GOP's budget reconciliation, before expanding on the beautiful revelations around the toxicity of Elon Musk in US politics as seen in the incredible leftward swing amid his intense campaigning for conservative Brad Schimel Wisconsin. Robert Weissman then joins, first previewing the typical work of Public Citizen including advocacy, litigation, and organizing on behalf of the public against corporations, touching on everything from trade and consumer financial protection to drug pricing and campaign finance laws. Weissman then unpacks Public Citizens tactical shift under Trump 2.0, walking through the various legal battles they have taken on against Trump's attempt to dismantle the federal U.S. government through executive reform, with a particular focus on their case to save the Consumer Financial Protection Bureau – an agency birthed from the 2008 Financial Crisis' overwhelming impact on consumers – also touching on their effort to protect USAID and the Department of Education. Robert, Sam, and Emma expand on these lawsuits' ultimate goal of preventing the full-scale deletion of these agencies, understanding that, even with success, the Trump Administration will constantly be searching for (and finding) new ways to obstruct any accountability or pushback from this project, and focusing instead on ensuring the potential of rebuilding under future leadership, before wrapping up by looking to the upcoming fights over Trump's insistence on using his executive power to fire any and everybody, and the role of “national emergencies” in bolstering executive power. Rohan Grey then joins, diving right into Elon Musk's outrageous (and obviously untrustworthy) agenda of digitizing America's fiscal regime, stepping back to walk through the process by which US fiscal policy operates, with said policy – be it spending, taxation, issuing debt, etc – originating in Congressional legislation, moving through the Office of Management and Budget under the President to manage the allocated spending over the allotted time, to the Treasury's instructions with the Federal Reserve as the ultimate entity in charge of the dollars. After expanding on the utter absurdity of Elon's plan – outside of if, perhaps, you wanted to completely rid the system of accountability or pushback – Rohan, Sam, and Emma parse through DOGE's opaque takeover of the Bureau of Financial Services amid their project to indiscriminately cut funds, including Elon setting up an obvious assault on Social Security, wrapping up by expanding on what a botched system shift for the federal payment systems would look like, and assessing a more realistic idea for bringing our systems into the modern era. And in the Fun Half: Sam and Emma listen to Wisconsin Justice Susan Crawford celebrate winning an election against tens of millions of Elon Musk's money, unpack Elon's very-related copium, and watch Fox try to justify the extensive negative impact Trump's tariffs will have on the American people. The MR Crew also touches on Cory Booker's marathon filibuster (and the tactics underneath it), admires Lauren Boebert's self-assured idiocy, and dissects the blatant inhumanity on display with the Trump Administration's justification for their indiscriminate renditioning of migrants – legal or not – to a Salvadoran gulag, plus, your IMs! 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Rohan Grey, Assistant Professor of Law at Willamette University, joins Money on the Left to discuss his urgent new paper, "Digitizing the Fisc." During our conversation, we recount the events surrounding Elon Musk & the DOGE boys' unconstitutional takeover of the Treasury's Bureau of Fiscal Service, while explicating the right-wing theory of the "unitary executive" that underwrites such actions. Next, we analyze the structural deficiencies and choke points in the current Congressional appropriation process that have made DOGE's illegal interventions possible. Turns out, the US fiscal process involves several readily exploitable weaknesses, making it somewhat akin to the almighty Death Star's unprotected thermal exhaust port in Star Wars (1997). Finally, we consider Grey's proposal for a more streamlined, distributed, and democratic digital architecture for coordinating federal expenditures. Building legal concepts and procedures into the very materiality of digital design, this alternative system not only secures Congress's constitutional spending power against authoritarian interference and impoundment. It also unbundles fiscal policy from public debt management, making clear to the world that legislative action does not redistribute extant funds, but rather creates money afresh every time Congress votes to spend. Visit our Patreon page here: https://www.patreon.com/MoLsuperstructureMusic by Nahneen Kula: www.nahneenkula.com

According to the Consortium for Analysis of Student Success through International Education (CASSIE), students who participate in study abroad programs are 6.2 percentage points more likely to graduate within four years and 3.8 percentage points more likely to graduate within six years compared to their non-study abroad peers. Additionally, these students tend to earn higher GPAs and accumulate more credit hours upon graduation. This University System of Georgia infographic shows these outcomes directly enhance institutional key performance indicators such as retention and persistence. In this episode of Changing Higher Ed® podcast, Dr. Drumm McNaughton interviews Dr. Scott Marshall, President and CEO of the Institute for Shipboard Education, about how Semester at Sea transforms students' lives and enhances institutional outcomes through innovative study abroad programming. Why Semester at Sea is a Game-Changer Semester at Sea offers students the opportunity to visit up to 10 countries during a single semester while earning 12 to 15 college credits through a partnership with Colorado State University. The program is supported by 180 universities worldwide, attracting a diverse student body of 450 to 550 students per voyage. While onboard the ship, students engage in a robust academic curriculum and participate in a living-learning community. This unique environment fosters strong relationships among peers, faculty, and staff while encouraging deep reflection on cultural experiences gained at each port of call. The program creates a profound impact on students by integrating global learning, critical thinking, and community-building into a single, cohesive experience. Alumni frequently credit Semester at Sea with shaping their careers and life paths, emphasizing how the iterative process of experiencing different cultures followed by reflection can permanently transform mental models and worldviews. The Impact of Study Abroad on Institutional Success The importance of study abroad programs in improving institutional metrics is significant. Research shows that students who study abroad graduate faster, earn higher GPAs, and complete more credit hours than their peers. This results in improved retention rates and better long-term outcomes for universities. Semester at Sea's unique model of comparative experiential learning sets it apart from traditional study abroad programs, making it an invaluable asset for institutions seeking to enhance student outcomes and global competencies. Semester at Sea Benefits for Universities As a “third-party provider” program, Semester at Sea allows universities to partner without the financial burden of running their own study abroad initiatives. While institutions may lose one semester's worth of tuition from participating students, the long-term benefits—such as higher retention rates, faster graduation times, and increased alumni loyalty—far outweigh the costs. By investing in study abroad programs, institutions can position themselves as leaders in global education and prepare their students for the challenges of an interconnected world. Innovations for the Future of Study Abroad Programs and Semester at Sea Looking ahead, the program is exploring new ways to remain at the forefront of global education. Plans include creating an artificial intelligence (AI) floating lab, which would allow students to gain AI literacy while participating in the program's transformative experiential learning model. Collaborating with corporate partners like Nvidia, this initiative aims to equip students with cutting-edge skills that are increasingly critical in today's job market. The Case for Expanding Study Abroad Destinations While Europe remains a popular destination for study abroad, institutions are encouraged to expand their programs to include Asia, Africa, and other emerging economies. With three of the world's top five economies located in Asia (Japan, China, and India), exposing students to these regions is essential for preparing them to succeed in a globalized workforce. Semester at Sea's itineraries reflect this need by offering students a diverse range of cultural and economic contexts to explore. The Importance of Faculty Engagement Faculty play a crucial role in the success of Semester at Sea. Participating faculty members enhance the student experience and bring fresh perspectives and global insights back to their home campuses. This ripple effect benefits future cohorts and strengthens the institution's academic community. Faculty on Semester at Sea voyages are carefully selected for their passion for teaching and ability to contribute to the program's unique living-learning environment. What Makes Semester at Sea Unique? Much of the program's success is attributed to its living-learning community, which fosters deep connections among students, faculty, and staff. Students live and learn together on a ship for 105 days, participating in high-impact practices such as global learning and common intellectual experiences. The program's structure ensures that students develop intercultural competencies, adaptability, and critical thinking skills that are vital in today's interconnected world. Three Takeaways for University Presidents and Boards Consider Study Abroad Offices as Revenue Supporters Reframe how study abroad offices are viewed—not as cost centers but as revenue enhancers. These programs drive institutional success by improving retention, graduation rates, and overall student outcomes. Invest in Study Abroad Programs Institutions should provide incentives for students to participate in study abroad, such as financial aid scaled to family contributions. These investments yield significant returns through better institutional KPIs and stronger alumni engagement. Encourage Expansion Beyond Europe Study abroad offices should prioritize robust, comparative programs outside Europe, focusing on emerging economies like Asia and Africa. This approach aligns with global trends and equips students for success in diverse cultural and economic contexts. Bonus Takeaway from Dr. McNaughton: Involve your faculty in study abroad programs. Faculty who participate in programs like Semester at Sea return with enriched perspectives that benefit students and strengthen institutional outcomes. Final Thoughts As higher education leaders face mounting challenges in student retention, persistence, and graduation rates, innovative programs like Semester at Sea offer an intriguing solution. The combination of experiential learning, cultural immersion, and academic rigor provides students with a transformative experience that shapes their futures and strengthens institutional performance. By investing in global education and expanding opportunities beyond traditional boundaries, institutions can prepare students to succeed in an interconnected world while achieving vital organizational objectives. Read the transcript on our website at https://changinghighered.com/semester-at-sea-improves-student-outcomes-and-boosts-institutional-success/ #HigherEducation #StudyAbroad #SemesterAtSea About Our Podcast Guest Scott Marshall is the host of the As Unexpected Podcast and President and CEO of the Institute for Shipboard Education, which directs Semester at Sea, a leading study abroad program. His passion for global education began with a study abroad experience in Japan as an undergraduate. Marshall sailed with his family on Semester at Sea in Spring 2017, later joining the organization as Vice President of Academic Affairs and becoming President in 2020. Previously, he was a Professor of Management and Vice Provost at Portland State University, publishing over 40 works on management, marketing, and entrepreneurship while teaching strategy and international business. He earned a B.A. in Business Economics from Willamette University, an M.A. in International Affairs from George Washington University, and a Ph.D. in International Business from the University of Oregon. His career reflects a lifelong dedication to education, travel, and fostering cross-cultural understanding. About the Host Dr. Drumm McNaughton is the founder, CEO, and Principal Consultant at The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience, Dr. McNaughton works with leadership, management, and boards of U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances. Dr. McNaughton's approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.  

Featuring Diane Shiffer: Physical Therapy, Anti-Aging, and Healthspan In this episode of Walk, Don't Run to the Doctor, Dr. Miles Hassell sits down with Diane Shiffer, a physical therapist and business owner, to discuss the intersection of physical activity, aging, and healthspan. Together, they explore how movement, community, and thoughtful health practices can promote longevity and well-being. Key Takeaways: The Power of Movement: Regular physical activity is essential for maintaining strength, balance, and overall health, especially as we age. Repair, Restore, Reimagine: Diane's three-step approach encourages recovery, functional restoration, and envisioning new possibilities for an active lifestyle. Mix It Up: Diversify exercise routines to prevent overuse injuries and ensure holistic fitness. Games for Brain and Body: Activities like table tennis and pickleball combine physical movement with cognitive challenges, promoting brain health and social connection. Invest in Your Health Early: Diane introduces the concept of a "401(k) for your body," emphasizing the importance of building physical resilience in your 30s and 40s to reap benefits later in life. Avoid Overtraining: Balance exercise intensity with recovery to reduce injury risks and optimize benefits. Professional Guidance Matters: Partnering with healthcare professionals can help tailor exercise programs to individual needs, avoiding common pitfalls. Tune in to learn actionable tips for fostering a healthier, more active life and setting the stage for a long, vibrant healthspan. Diane Shiffer combines expertise and passion to empower others in their health and wellness journeys. She earned her degree in Biology from Willamette University before completing her Physical Therapy education at the University of Puget Sound. With over three decades of dedication to orthopedic care, Diane achieved her Orthopedic Clinical Specialist (OCS) certification through the American Physical Therapy Association. Additionally, she is a Certified Manual Physical Therapist (CMPT) through the North American Institute of Manual Therapy, further enhancing her hands-on approach to patient care. An active leader and advocate in the physical therapy community, Diane has contributed her expertise as an Active Delegate, Vice President, and member of the Nominating Committee for the Oregon Physical Therapy Association. Outside the clinic, Diane is deeply committed to community service and staying active.  She can be found at Connetct & Beyond Physical Therapy: www.connectoregon.com More references can be found at www.GreatMed.org Would you like Dr. Hassell to answer your question on the air?  Contact us! Phone/text: 503-773-0770 e-mail: info@GreatMed.org Write us a letter.  We love to hear from you.  This podcast is sponsored by our generous listeners.  Send questions, comments, and support to: 4804 NW Bethany Blvd., Suite I-2, #273 Portland OR 97229  

Incarcerated people grow crops, fight wildfires, and manufacture everything from prescription glasses to highway signs — often for pennies an hour. Zachary Crockett takes the next exit, in this special episode of The Economics of Everyday Things. SOURCES:Laura Appleman, professor of law at Willamette University.Christopher Barnes, inmate at the Franklin Correctional Center.Lee Blackman, general manager at Correction Enterprises.Gene Hawkins, senior principal engineer at Kittelson and professor emeritus of civil engineering at Texas A&M University.Renee Roach, state signing and delineation engineer for the North Carolina Department of Transportation.Brian Scott, ex-inmate, former worker at the Correction Enterprises printing plant.Louis Southall, warden of Franklin Correctional Center. RESOURCES:“Manual on Uniform Traffic Control Devices for Streets and Highways, 11th Edition,” by the U.S. Department of Transportation Federal Highway Administration (2023).“Prisoners in the U.S. Are Part of a Hidden Workforce Linked to Hundreds of Popular Food Brands,” by Robin McDowell and Margie Mason (AP News, 2024).“Ex-Prisoners Face Headwinds as Job Seekers, Even as Openings Abound,” by Talmon Joseph Smith (The New York Times, 2023).“Bloody Lucre: Carceral Labor and Prison Profit,” by Laura Appleman (Wisconsin Law Review, 2022).“The Road to Clarity,” by Joshua Yaffa (The New York Times Magazine, 2007).Correction Enterprises. EXTRAS:“Do People Pay Attention to Signs?” by No Stupid Questions (2022).The Economics of Everyday Things.

Chris Hoekstra, PT, DPT, PhD, OCS, FAAOMPT Chris received his PhD in biomedical informatics from Oregon Health & Science University, School of Medicine, his Masters of Science and Doctor of Physical Therapy degrees from Pacific University and undergraduate degree in biology from Willamette University.  He is board certified in orthopedics and Fellow of the American Academy of Orthopedic Manual Therapy.  Additionally, he completed a post-doctoral fellowship in clinical informatics through the National Library of Medicine.   He has worked as a physical therapist, clinic director, Health IT consultant, and more recently Chief Clinical Transformation Officer for Therapeutic Associates Inc.  In that role he has overseen the company's strategy related to the use of organizational data in business and clinical decision making, clinical and business information systems selection and optimization, quality improvement efforts, and value-based care initiatives. With Hychara Health, Chris oversees product development, program and project management, and sales and marketing strategy.  Additionally, he has worked with company subject matter experts to create an advisory services practice.   He is also an Assistant Professor in the Department of Medical Informatics and Clinical Epidemiology of the Oregon Health & Science University School of Medicine, where he teaches courses in organizational behavior and qualitative research.  He also continues his research focused on usability and end-user adoption of health information technology.  Additionally, he is a member of a multi-disciplinary AHRQ and NLM- funded research team with research focused on establishing safe training and effective use of medical scribes.   Chris has dedicated his career to improving clinicians' and business leaders' use of information in their daily decision making.  His work and research focus on refining a sociotechnical framework that integrates information systems with organizational strategy, team dynamics, workflow design, and information visualization to allow practices and providers to thrive in the changing value-based healthcare landscape.   Outside of his professional work, Chris has been active as a youth football coach for > 14 years, a Reserve Deputy Sheriff for nine years, and most recently an operations officer with a Military Police battalion of the Tennessee State Guard.  Additionally, he has served on numerous community and professional advisory boards. 

History doesn't stand still, and every time we talk about BRICS on this podcast, there's more to unpack. To understand the significance of BRICS, we must begin with (wait for it) monetary sovereignty. Economist Yan Liang is an expert on China's economy and MMT. She joins Steve to discuss the evolving role of the BRICS nations (Brazil, Russia, India, China, South Africa) and the increasing number of countries becoming involved in challenging US dollar hegemony and the current global financial system. Weaponizing of the US dollar has reached an all-time high. Yan explains the specific ways in which US-dominated international institutions and dollar dependency impede development in the Global South. The episode looks at the significance of de-dollarization and its possible longterm effects. Yan also touches on the importance of technology transfer and intellectual property rights in building sustainable economies. Yan Liang is Peter C and Bonnie S Kremer Chair Professor of Economics at Willamette University. She is also a Research Associate at the Levy Economics Institute, a Non-Resident Senior Fellow at the Global Development Policy Center (Boston University), and a Research Scholar of the Global Institute for Sustainable Prosperity. Yan specializes in the Modern Monetary Theory (MMT), the Political Economy of China, Economic Development, and International Economics. Yan's current research focuses on China's development finance and industrial transformation, and China's role in the global financial architecture. @YanLian31677392 on X

China's embattled housing market has shown signs of positive momentum as a growing number of major cities reported increases in home prices and transaction volumes, some for the first time in more than 18 months. Does this mean the Chinese property sector has begun to bottom out and reverse its slumping trend? What internal and external risks are ahead? How may the authorities deal with the situation if things fall short of expectations?Host Tu Yun joins Dr. Yan Liang, Professor of Economics, Willamette University in the United States, Professor Liu Baocheng, the Director of the Center for International Business Ethics, University of International Business and Economics in Beijing, and Chen Jiahe, the Chief Investment Officer of Beijing-based Novem Arcae Technologies for a close look at the issue on this episode of Chat Lounge.

Willamette University’s Pacific Northwest College of Art will feature student artists at the Holiday Makers Market. The event runs from Thursday through Saturday and will feature original artwork and crafts made by students. The college will also project animations and art created by students, staff and faculty during First Thursday in Portland’s Pearl District. Meghann Gilligan is the assistant director of public programming for the school and Dylan Mead is a student organizer of the market. We’ll hear more from them about how the events teach students through experiential learning.

Visit today's blog post here.   In today's podcast episode, I'm sharing the story of my experience running Facebook ads this year – and some of the amazing outcomes that have come along with it!   Meet Marissa, one of my first clients from Facebook ads, and an incredible member of the Sell with Heart Mastermind. Marissa entered the heart centered entrepreneur world, crushed it, and landed 17 clients in her first few months!   She shares her journey and also talks about her time in the Sell with Heart Mastermind from booking more clients in her first few months to redefining her niche around supporting women cyclists over 40.   If you're ready to expand your business with more ease and abundance, be sure to tune in! Plus, applications are open for a limited time to join the Sell with Heart Mastermind. If you're interested in mentorship with me, apply now!    About Marissa: Marissa Axell is the founder of AXN Fitness and Coaching, helping her athletes become badass cyclists by showing them how to become stronger, ride further, and reclaim their mojo all while training less. After working with Marissa's unique coaching, her clients experience what it's like to climb stronger, ride faster and further with more ease, they feel more accomplished, in short: more badass. Marissa has been coaching and personal training her athletes since 2008. She's a category 1 cyclist, and holds an undergraduate degree in biological sciences from Willamette University. Marissa firmly believes in using education and action to rise above menopause and aging related challenges, to keep enjoying an active healthy lifestyle with passion, science and persistence.   Connect with Marissa: Private Subscribers Only Podcast: The Cycling Success Systems Podcast  Instagram: @marissa.axell Find coaching solutions Website

Incarcerated people grow crops, fight wildfires, and manufacture everything from motor oil to prescription glasses — often for pennies per hour. Zachary Crockett reports from North Carolina.SOURCES:Laura Appleman, professor of law at Willamette University.Christopher Barnes, inmate at the Franklin Correctional Center.Lee Blackman, general manager at Correction Enterprises.Brian Scott, ex-inmate, former worker at the Correction Enterprises printing plant.Louis Southall, warden of Franklin Correctional Center.RESOURCES:"Prisoners in the U.S. Are Part of a Hidden Workforce Linked to Hundreds of Popular Food Brands," by Robin McDowell and Margie Mason (AP News, 2024)."Ex-Prisoners Face Headwinds as Job Seekers, Even as Openings Abound," by Talmon Joseph Smith (The New York Times, 2023)."Captive Labor: Exploitation of Incarcerated Workers," by the American Civil Liberties Union and the University of Chicago Law School Global Human Rights Clinic (2022)."Bloody Lucre: Carceral Labor and Prison Profit," by Laura Appleman (Wisconsin Law Review, 2022)."Prison Labor Is on the Frontlines of the COVID-19 Pandemic," by Eliyahu Kamisher (The Appeal, 2020).Correction Enterprises.EXTRAS:"Can Data Keep People Out of Prison?" by People I (Mostly) Admire (2023).

What is your biggest concern related to Donald Trump's second term? This was my question for a Professor of History Seth Cotlar from Willamette University in Oregon. And his answer was almost... Optimistic? Could it be less bad than it looks? Do you want to know and what are the caveats here? Listen to our conversation. And if you enjoy what I do, please support me on Ko-fi! Thank you. ⁠⁠⁠⁠https://ko-fi.com/amatisak

What if state legislatures could override the popular vote, revolutionizing the American electoral system? What if Donald Trump contests each state election in bad faith? What if Trump demands Congress refuse to certify an election he lost? What if Trump wins and summons mobs into the streets as a show of force? And, how does the American electoral system allow for, even sometimes promote, this type of chaos? In this episode, Dr. Norman Williams, a distinguished law professor at Willamette University and expert on US election law, stops by to discuss the intricacies and vulnerabilities of the Electoral College, as well as other election laws and processes. We examine America's electoral mechanics and uncover why, despite its flaws, this system persists over a straightforward nationwide popular vote. Dr. Williams put the historical "misfires" of the Electoral College into some context, examining past elections where candidates secured the presidency without the popular vote, highlighting the significant political shifts these outcomes create.We also explore the potential for transformative reform, focusing on initiatives like the National Popular Vote Interstate Compact, which seeks to align the Electoral College with the popular will. And, we consider alternative reforms and the challenges of overcoming entrenched political interests that favor the status quo. With state voting systems and election laws intricately linked to partisanship and race, we discuss how these elements shape electoral dynamics, emphasizing the Supreme Court's complex role in distinguishing between race-based and partisan-based laws.Finally, we talk about the empowering act of voting and civic engagement. Understanding the weight of each vote becomes crucial in the face of restrictive election laws and voter purges. Highlighting the independent state legislature doctrine's potential impact, Dr. Williams and I reflect on its implications for federal elections and the enduring principles of democracy. Vote like democracy depends on it. -------------------------Follow Deep Dive:InstagramYouTube Email: deepdivewithshawn@gmail.com Music: Majestic Earth - Joystock

On this episode, host Rockne Roll chats with Professor Ellen Eisenberg, the Dwight & Margaret Lear Professor of American History at Willamette University, about the history of Jewish involvement in Oregon politics. They discuss the three distinct phases of Jewish participation in the state's elections and how Portland's progressive streak evolved hand-in-hand with Jewish community engagement in progressive causes.

Corey Quinn chats with Miles Ward, CTO of SADA, about SADA's recent acquisition by Insight and its impact on scaling the company's cloud services. Ward explains how Insight's backing allows SADA to take on more complex projects, such as multi-cloud migrations and data center transitions. They also discuss AI's growing role in business, the challenges of optimizing cloud AI costs, and the differences between cloud-to-cloud and data center migrations. Corey and Miles also share their takes on domain registrars and Corey gives a glimpse into his Raspberry Pi Kubernetes setup.Show Highlights(00:00) Intro(00:48) Backblaze sponsor read(2:04) Google's support of SADA being acquired by Insight(2:44) How the skills SADA invested in affects the cases they accept (5:14) Why it's easier to migrate from one cloud to another than from data center to cloud(7:06) Customer impact from the Broadcom pricing changes(10:40) The current cost of AI(13:55) Why the scale of AI makes it difficult to understand its current business impact(15:43) The challenges of monetizing AI(17:31) Micro and macro scale perspectives of AI(21:16) Amazon's new habit of slowly killing of services(26:55) Corey's policy to never use a domain registrar with the word “daddy” in their name(32:46) Where to find more from Miles and SADAAbout Miles WardAs Chief Technology Officer at SADA, Miles Ward leads SADA's cloud strategy and solutions capabilities. His remit includes delivering next-generation solutions to challenges in big data and analytics, application migration, infrastructure automation, and cost optimization; reinforcing our engineering culture; and engaging with customers on their most complex and ambitious plans around Google Cloud.Previously, Miles served as Director and Global Lead for Solutions at Google Cloud. He founded the Google Cloud's Solutions Architecture practice, launched hundreds of solutions, built Style-Detection and Hummus AI APIs, built CloudHero, designed the pricing and TCO calculators, and helped thousands of customers like Twitter who migrated the world's largest Hadoop cluster to public cloud and Audi USA who re-platformed to k8s before it was out of alpha, and helped Banco Itau design the intercloud architecture for the bank of the future.Before Google, Miles helped build the AWS Solutions Architecture team. He wrote the first AWS Well-Architected framework, proposed Trusted Advisor and the Snowmobile, invented GameDay, worked as a core part of the Obama for America 2012 “tech” team, helped NASA stream the Curiosity Mars Rover landing, and rebooted Skype in a pinch.Earning his Bachelor of Science in Rhetoric and Media Studies from Willamette University, Miles is a three-time technology startup entrepreneur who also plays a mean electric sousaphone.LinksProfessional site: https://sada.com/ LinkedIn: https://www.linkedin.com/in/milesward/ Twitter: https://twitter.com/mileswardSponsorBackblaze: https://www.backblaze.com/   

This week in Portland startup news, Bend Venture Conference and High Desert Innovation Week, Show Her the Money, Roux Portland, Portland Startups Slack social_beer, Demolicious, and more. PORTLAND STARTUP NEWS LINKS - Show Her the Money https://showherthemoneymovie.com/ - Roux Portland Map https://www.rouxportland.com/map - Portland Startups Slack https://pdxslack.com - Social Beer https://meetup.com/social_beer - Demolicious https://www.meetup.com/demolicious-portland/ PORTLAND STARTUP NEWS 00:00 Quiet week in the Portland startup community 00:18 Bend Venture Conference 01:12 Show Her the Money documentary on women and vc 3:03 Roux Portland map of women led food & beverage companies 4:27 Portland Startup Slack and # social_beer 07:15 Demolicious October 08:49 Willamette University is among the top 20 entrepreneurial MBA programs ABOUT SILICON FLORIST ---------- For nearly two decades, Rick Turoczy has published Silicon Florist, a blog and podcast that covers founders, startups, entrepreneurship, tech, news, and events in the Portland, Oregon, startup community. Whether you're an aspiring entrepreneur, a startup or tech enthusiast, or simply intrigued by Portland's startup culture, Silicon Florist is your go-to source for the latest news, events, jobs, and opportunities in Portland Oregon's flourishing tech and startup scene. Join us in exploring the innovative world of startups in Portland, where creativity and collaboration meet. ABOUT RICK TUROCZY ---------- Rick Turoczy has been working in, on, and around the Portland, Oregon, startup community for nearly 30 years. He has been recognized as one of the “OG”s of startup ecosystem building by the Kauffman Foundation. And he has been humbled by any number of opportunities to speak on stages from SXSW to INBOUND and from Kobe, Japan, to Muscat, Oman, including an opportunity to share his views on community building on the TEDxPortland stage (https://www.youtube.com/watch?v=Cj98mr_wUA0). All because of a blog. Weird. https://siliconflorist.com #startup #entrepreneur #oregon

Heather Daniels, Executive Director of Admission at Colorado State, shares insights on how CSU has revolutionized its student search approach. By leveraging data analytics and strategic adjustments, the institution has effectively maximized resources and focused on building a strong inquiry pool that has led toward stronger enrollment. This episode explores the importance of questioning traditional methods, adopting a collaborative leadership approach, and prioritizing a human-centered approach to student search.Key Takeaways:Data-Driven Decision Making: Analyze data to identify trends, optimize resource allocation, and make informed decisions.Strategic Adjustments: Question traditional methods and make data-driven adjustments to meet evolving student needs and expectations.Collaborative Leadership: Foster a collaborative environment where team members contribute to decision-making and strategy development.Continuous Evaluation: Regularly evaluate the effectiveness of student search strategies and make necessary adjustments.Personalized Communication: Leverage personalized messaging through text and in-app messaging to enhance engagement.Parent Engagement: Engage parents through webinars and other channels to create a sense of connection and involvement.Human-Centered Approach: Foster a sense of community and personal connection to attract and retain prospective students.Guest Name: Heather Daniels, Executive Director of Admissions, Colorado State UniversityGuest Social: https://www.linkedin.com/in/heather-daniels-5a19838/Guest Bio: Heather Daniels is the Executive Director of Admissions at Colorado State University in Fort Collins, Colorado.  Prior to coming to CSU, Heather spent 11 years at Willamette University, in Salem, Oregon, in both the Undergraduate Admissions Office and the Graduate School of Education. In her role at Colorado State, Heather serves as a key member in the Division of Enrollment & Access which includes Admissions, Financial Aid and the Registrar's Office.  Heather earned a bachelor's degree at Edgewood College, and a Master of Education in Organization, Leadership, Performance and Change at Colorado State University.  Pulse Check Host: Trent Gilbert - VP of Student Search Solutions at Carnegiehttps://www.linkedin.com/in/trentgilbert/Having served as Vice President for Enrollment at three different institutions, Trent Gilbert understands the challenges and pressures modern-day enrollment managers face at both the undergraduate and graduate levels. In addition to serving as a former VPEM, Trent also co-founded and served as an industry leader of Render Experiences, which put him at the table of enrollment strategy conversations at over 250 institutions. As the VP of Student Search Solutions at Carnegie, Trent is uniquely positioned to work with clients and create tailored solutions that creatively engage students while keeping the experience of human connection at the forefront of the process. pressures modern-day enrollment managers face at both the undergraduate and graduate levels. In addition to serving as a former VPEM, Trent also co-founded and served as an industry leader of Render Experiences, which put him at the table of enrollment strategy conversations at over 250 institutions. As the VP of Student Search Solutions at Carnegie, Trent is uniquely positioned to work with clients and create tailored solutions that creatively engage students while keeping the experience of human connection at the forefront of the process.LI https://www.linkedin.com/in/trentgilbert/ - - - -Connect With Our Co-Hosts:Mallory Willsea https://www.linkedin.com/in/mallorywillsea/https://twitter.com/mallorywillseaSeth Odell https://www.linkedin.com/in/sethodell/https://twitter.com/sethodellAbout The Enrollify Podcast Network:The Higher Ed Pulse is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too! Some of our favorites include Generation AI and Confessions of a Higher Education Social Media Manager.Enrollify is made possible by Element451 — the next-generation AI student engagement platform helping institutions create meaningful and personalized interactions with students. Learn more at element451.com.Element451 is hosting the AI Engage Summit on Oct 29 and 30Register now for this free, virtual event.The future of higher ed is being redefined by the transformative power of AI. The AI Engage Summit brings together higher ed leaders, innovators, and many of your favorite Enrollify creators to explore AI's impact on student engagement, enrollment marketing, and institutional success. Experience firsthand how AI is improving content personalization at scale, impacting strategic decision-making, and intuitively automating the mundane tasks that consume our time. The schedule is packed with real examples and case studies, so you leave knowing how to harness AI to drive meaningful change at your institution. Whether you're looking to enhance student outcomes, optimize enrollment marketing, or simply stay ahead of the curve, the AI Engage Summit is your gateway to the next level of higher education innovation. Registration is free, save your spot today.

It's our 300th episode and this conversation with Maegan Parker Brooks, PhD, is the perfect one to honor that milestone. Maegan is an Associate Professor at Willamette University and a volunteer at Dougy Center where she facilitates a peer grief support group for adult caregivers of teens who are grieving. Maegan is also a daughter and sister, grieving the deaths of her father, her sister Emily, and her mother. In this conversation we talk about grief and estranged relationships, relationships impacted by substance use, non-death losses, memorialization during the pandemic, and all the ways we talk to one another - and ourselves - about that grief.  Maegan Parker Brooks, PhD is an Associate Professor and Chair of the Civic Communication & Media Department at Willamette University. At Willamette, Maegan teaches courses in Death and Grief Communication and facilitates the Diversity of Loss grief support group. Beyond Willamette, Maegan co-facilitates a group for adult caregivers of grieving teens at The Dougy Center and she recently earned a certificate in Arts-Assisted Grief Therapy at the Portland Institute for Loss & Transition.    Related Articles: Brooks, Maegan P. "Listening to Grief." Willamette., 1 Feb. 2024, pp. 20-21.  Brooks, Maegan P. “Listening to Layers of Loss.” Journal of Autoethnography, 4, 2 (2023): 174-192.   Want to help us celebrate our 300th episode? Be sure to follow the show and give us a rating/review on whatever platform you use to listen!   Grief Out Loud®  is a production of Dougy Center, The National Grief Center for Children & Families.

In this Screaming in the Cloud Replay, we're revisiting our conversation with Miles War — perhaps the closest thing Google Cloud has to Corey Quinn. With a wit and sharpness at hand, and an entire backup retinue of trumpets, trombones, and various brass horns, Miles is here to join the conversation about what all is going on at Google Cloud. Miles breaks down SADA and their partnership with Google Cloud. He goes into some details on what GCP has been up to, and talks about the various areas they are capitulating forward. Miles talks about working with Thomas Kurian, who is the only who counts since he follows Corey on Twitter, and the various profundities that GCP has at hand.Show Highlights:(0:00) Intro(1:38) Sonrai Security sponsor read(2:40) Reliving Google Cloud Next 2021(7:24) Unlikable, yet necessary change at Google(11:41) Lack of Focus in the Cloud(18:03) Google releases benefitting developers(20:57) The rise of distributed databases(24:12) Backblaze sponsor read(24:41) Arguments for (and against) going multi-cloud(26:49) The problem with Google Cloud outages(33:01) Data transfer fees(37:49) Where you can find more from MilesAbout Miles WardAs Chief Technology Officer at SADA, Miles Ward leads SADA's cloud strategy and solutions capabilities. His remit includes delivering next-generation solutions to challenges in big data and analytics, application migration, infrastructure automation, and cost optimization; reinforcing our engineering culture; and engaging with customers on their most complex and ambitious plans around Google Cloud.Previously, Miles served as Director and Global Lead for Solutions at Google Cloud. He founded the Google Cloud's Solutions Architecture practice, launched hundreds of solutions, built Style-Detection and Hummus AI APIs, built CloudHero, designed the pricing and TCO calculators, and helped thousands of customers like Twitter who migrated the world's largest Hadoop cluster to public cloud and Audi USA who re-platformed to k8s before it was out of alpha, and helped Banco Itau design the intercloud architecture for the bank of the future.Before Google, Miles helped build the AWS Solutions Architecture team. He wrote the first AWS Well-Architected framework, proposed Trusted Advisor and the Snowmobile, invented GameDay, worked as a core part of the Obama for America 2012 “tech” team, helped NASA stream the Curiosity Mars Rover landing, and rebooted Skype in a pinch.Earning his Bachelor of Science in Rhetoric and Media Studies from Willamette University, Miles is a three-time technology startup entrepreneur who also plays a mean electric sousaphone.Links:SADA.com: https://sada.comTwitter: https://twitter.com/mileswardEmail: miles@sada.comOriginal episode:https://www.lastweekinaws.com/podcast/screaming-in-the-cloud/gcp-s-many-profundities-with-miles-ward/SponsorsSonrai Security: sonrai.co/access24Backblaze: backblaze.com 

Today I talked to Scott Nadelson's novel Trust Me (Forest Avenue Press, 2024).  After his divorce, Lewis moves into the cabin he bought as a vacation home towards the end of his marriage. It's in the foothills of the Cascade mountains, a forty-five-minute drive from his twelve-year-old daughter's school and his tedious government job in Salem, Oregon. In fifty-two short stories that alternate between Skye and her father's viewpoint, we learn about a challenging, sometimes difficult year of hiking, fishing, reading, foraging for mushrooms, and cooking meals without television, computers, or cellphones to distract them from nature or each other. Their relationship changes over the months, but the love between father and daughter pulls them through the tragedy that changes everything. Scott Nadelson is the author of nine books, most recently the novel Trust Me and the short story collection While It Lasts. His work has appeared in Ploughshares, New England Review, Harvard Review, and The Best American Short Stories, and he teaches a range of creative writing classes, including introductory multi-genre, fiction, and creative nonfiction at Willamette University and in the Rainier Writing Workshop at Pacific Lutheran University. He earned a BA in English from the University of North Carolina, an MA from Oregon State University, and an MFA in creative writing from the Warren Wilson MFA Program for Writers. When he isn't reading, writing, or teaching, he spends much of his time foraging for wild mushrooms in the foothills of Oregon's Cascade Mountains and cheering on his child's roller derby team. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Today I talked to Scott Nadelson's novel Trust Me (Forest Avenue Press, 2024).  After his divorce, Lewis moves into the cabin he bought as a vacation home towards the end of his marriage. It's in the foothills of the Cascade mountains, a forty-five-minute drive from his twelve-year-old daughter's school and his tedious government job in Salem, Oregon. In fifty-two short stories that alternate between Skye and her father's viewpoint, we learn about a challenging, sometimes difficult year of hiking, fishing, reading, foraging for mushrooms, and cooking meals without television, computers, or cellphones to distract them from nature or each other. Their relationship changes over the months, but the love between father and daughter pulls them through the tragedy that changes everything. Scott Nadelson is the author of nine books, most recently the novel Trust Me and the short story collection While It Lasts. His work has appeared in Ploughshares, New England Review, Harvard Review, and The Best American Short Stories, and he teaches a range of creative writing classes, including introductory multi-genre, fiction, and creative nonfiction at Willamette University and in the Rainier Writing Workshop at Pacific Lutheran University. He earned a BA in English from the University of North Carolina, an MA from Oregon State University, and an MFA in creative writing from the Warren Wilson MFA Program for Writers. When he isn't reading, writing, or teaching, he spends much of his time foraging for wild mushrooms in the foothills of Oregon's Cascade Mountains and cheering on his child's roller derby team. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/literature

Have you ever heard a color, or seen a piece of music? Maybe you’ve tasted a sunset, or felt a particular smell? If so, you might have synesthesia. It’s a phenomenon in which one or more sensory pathways blend in the brain to create a new experience. Researchers aren’t sure how many people have synesthesia, but estimates range from 1 in 200 to 1 in 20 people. Elizabeth Schwartz is a freelance writer and music historian from Portland; Forest Mountain Lion is a musician from Eugene; and James Duckwell is a career and technical education teacher at Portland’s Roosevelt High School. They all join us to talk about their experiences with synesthesia, along with Mark Stewart, a professor of psychology at Willamette University who studies the phenomenon.

Meet Dr. Ronald Camp II, inaugural Dean of the Faculty of Business and Economics at the University of Northern British Columbia (UNBC). Dr. Camp has expertise in organizational behaviour and researches the role of leadership in employee mental health, particularly in public safety organizations. Other research interests include culture and trust and sustainable development, with a particular focus on Indigenous culture and management and comparative Asian and Canadian cultures and management. He earned a Bachelor of Arts in Psychology from Whitworth College, a Master of Management from Willamette University and a PhD in Commerce and Business Administration from the University of British Columbia. Dr. Camp came to UNBC from the University of Regina, where he was an Associate Professor in the School of Business, was the Co-Academic Director of the ICD-Rotman Directors Education Program in Saskatchewan, and spent six years as the Associate Dean, Research and Graduate Programs. Dr. Camp was also the founding Director of Training for the Canadian Institute of Public Safety Research and Treatment (CIPSRT) and is a member of CIPSRT's Academic, Researcher, and Clinician Network (ARCN), a network of Academics, Researchers, and Clinicians who have expertise in PSP and Post-traumatic Stress Injury (PTSI), or who have knowledge of organizations and families through which interactions and expressions of PTSI are encountered. While at the University of Regina, Dr. Camp was the first North American academic named as a TUAS Fellow by the Turku University of Applied Sciences in Finland (for contributions to the understanding and practice of leadership in Finland). To learn more about the new Faculty, visit https://www2.unbc.ca/faculty-business-and-economics

China's historic steps to boost its embattled property sector have yielded positive initial results. But how long can the happy sentiment be sustained? As the authorities aim to provide more affordable homes, what fundamental changes may occur, and what implications does it mean for the investors?Host Tu Yun joins Dr. Yan Liang, a Professor of Economics at Willamette University, Dr. Kwan Ok Lee, an Associate Professor and Dean's Chair at the Business School, National University of Singapore and Dr. Zhou Mi, Deputy Director of the Institute of American and Oceania Study, Chinese Academy of International Trade and Economic Cooperation for a close look at the issue on this episode of Chat Lounge.

This Day in Legal History: Grant Signs the General Amnesty ActOn May 22, 1872, President Ulysses S. Grant signed the General Amnesty Act, marking a significant moment in the post-Civil War reconstruction era. This legislation restored voting rights to most former Confederate rebels who had been disenfranchised under the Fourteenth Amendment as a punishment for their participation in the rebellion. The Act effectively re-integrated approximately 150,000 Southern men back into the political process, leaving only about 500 individuals still excluded from voting and holding office due to their high-ranking roles in the Confederacy.This move was seen as a step towards national reconciliation, aiming to heal the divisions caused by the Civil War. The General Amnesty Act reflected a shift in federal policy from punitive measures towards a more inclusive approach to rebuilding the nation. It acknowledged the need to bring Southern states fully back into the Union by restoring their citizens' civil rights.The process of granting amnesty to former Confederates culminated in full universal amnesty on June 6, 1898. By this time, all remaining restrictions were lifted, allowing every former Confederate the right to vote and hold office. This complete restoration of rights underscored the nation's commitment to moving past its divided history and fostering unity among its citizens. The General Amnesty Act of 1872 was a crucial step in this lengthy process of reconciliation and reintegration.Rudolph Giuliani reached an agreement in bankruptcy court preventing him from making further defamatory statements about Georgia election workers Ruby Freeman and Wandrea' Arshaye “Shaye” Moss. This accord, set to be approved by Judge Sean H. Lane, follows accusations from Freeman and Moss that Giuliani defamed them during an April livestream. They are also pursuing a $148 million defamation verdict awarded to them in December for Giuliani's false claims of voter fraud. Freeman and Moss had filed a lawsuit on May 10, alleging Giuliani continued his defamatory actions. Giuliani's radio show was canceled earlier this month amid these allegations.Giuliani Signs Bankruptcy Court Deal Barring Further DefamationPresident Joe Biden is poised to secure his 200th judicial appointment with the U.S. Senate set to confirm U.S. Magistrate Judge Angela Martinez as a district court judge in Arizona. This achievement surpasses the pace set by his predecessor, Donald Trump, despite initial challenges due to a slim Democratic majority in the Senate. Biden's success in confirming judicial nominees, facilitated by deals with Republican senators, contrasts with Trump's more conservative appointments, which shifted the federal judiciary rightward, including the Supreme Court. Biden has focused on diversity, with two-thirds of his appointees being women and a significant proportion being racial minorities. Despite potential hurdles, the White House aims to continue pushing nominations to avoid more extreme outcomes in future judicial appointments.Biden to secure 200th judicial confirmation as election looms | ReutersThe Wisconsin Institute for Law and Liberty (WILL) has filed complaints against the American Bar Association (ABA), a federal judge, and three law schools, alleging discrimination in student hiring programs. WILL claims these programs violate federal law by using racial quotas and preferences, which they argue have long been illegal. The complaint, filed with the Justice and Education Departments, targets programs that allegedly favor applicants based on race, age, and sexual orientation. South Texas College, the University of the Pacific, and Willamette University are also named in the complaint. Additionally, WILL filed a complaint against Federal Magistrate Judge Leo Brisbois, accusing him of discriminatory practices in ABA's internship and clerkship programs. These actions follow the Supreme Court's 2023 decision to end affirmative action in college admissions. Other conservative groups have similarly challenged diversity programs at major law firms and universities, claiming discrimination against white men.ABA Faces Discrimination Complaint Over Student Hiring ProgramsThe House Energy and Commerce Committee will be holding a legislative hearing today, titled “Legislative Proposal to Sunset Section 230 of the Communications Decency Act.” This hearing aims to discuss draft legislation that would terminate Section 230 and push for new regulations.For those unaware, we have covered Section 230 in a Max Min episode, available via a link in the shownotes. By way of brief background here, or reminder for long time listeners, Section 230 of the Communications Decency Act, enacted in 1996, is a crucial piece of U.S. legislation that provides immunity to online platforms from being held liable for content posted by their users. This law enables websites, including social media networks and forums, to host user-generated content without the risk of facing lawsuits for defamation, libel, or other legal issues arising from that content. Additionally, Section 230 allows platforms to moderate content in good faith, giving them the flexibility to remove or restrict access to content they consider objectionable without being treated as the publisher of that content. This framework has been key in fostering the growth and diversity of the internet as we know it today–for better or worse.While reforming Section 230 has been a contentious topic, sunsetting the law at this juncture is a misguided approach. Much of the internet's infrastructure relies on the protections offered by Section 230, which shields platforms from liability for user-generated content. This admittedly jerry-rigged but essential policy enables the free flow of information and supports innovation by allowing platforms to host diverse viewpoints without fear of constant litigation. Over the last 26 years it has unquestionably done more to shield marginalized communities from the most virulent hate speech than it has been used as cover for bad actors and, while it also unquestionably needs tweaking, it needn't be discarded entirely. Removing the protections of Section 230 could immediately and irrevocably stifle innovation and severely impact small platforms that cannot afford extensive moderation. Although Section 230 is not perfect, completely eliminating it without a robust and well-considered replacement could lead to more harm than good. It is crucial that any legislative changes balance the need for accountability with the preservation of the open internet.Bipartisan Energy and Commerce Leaders Announce Legislative Hearing on Sunsetting Section 230 Get full access to Minimum Competence - Daily Legal News Podcast at www.minimumcomp.com/subscribe

In all the years I practiced medicine, I didn't know much about fatigue-related conditions. While I was in the dark, researchers like Todd Davenport, Department Chair of Physical Therapy at the University of the Pacific, shed light on how fatigue affects patients with disease and even those who are healthy. In our interview, Todd shares how he and other physical therapists approach fatigue, how he saw Long Covid coming, and how to find a physical therapist who is right for you.Follow me on X @doctor_zeestFind Todd on X @sunsopeningbandTodd E. Davenport, PT, DPT, PhD, MPHTODD DAVENPORT is Professor and Chair in the Department of Physical Therapy at University of the Pacific in Stockton, California. He earned his bachelor's degrees in psychology and exercise science (sports medicine) from Willamette University in Salem, Oregon, Doctor of Physical Therapy degree from the University of Southern California in Los Angeles, California, Master of Public Health degree from the University of California at Berkeley, California, and Doctor of Philosophy in Health, Exercise, and Sport Sciences from the University of Portsmouth in the United Kingdom. Dr. Davenport is a scientific advisor to the Workwell Foundation and Chair of Long Covid Physio.Follow me on X @doctor_zeest

Diversity and Inclusion as Cornerstones In the latest episode of NASPA's SA Voices From the Field, Dr. Jill Creighton emphasizes a critical component of student affairs - the unwavering commitment to justice, equity, diversity, inclusion, and belonging (JEDIB). Our seasoned panelists, hailing from various colleges and universities, underscore the weight these principles carry in their day-to-day operations, extending to job searches, mentorship, and general support within their respective institutions. Intentional Hiring and Representation Several panelists, such as Aquanetta Pinkert and Dr. Adrienne White, spotlight the importance of creating an environment where everyone feels they belong. They stress intentional hiring practices that not only look at qualifications but also give weight to lived experiences, ensuring teams mirror the diversity of the student body they serve. Challenges and Alignment with Values The current landscape, fraught with challenges in states like Louisiana and Florida, demands an active demonstration of DEI values. Taylor Kane and Shatera Davis explain the necessity of aligning personal values with those of their employers to effectuate genuine change and advocate for marginalized communities. Growth and Empathy in Leadership Evolving as empathetic leaders is key. Panelists discuss the need to incorporate DEI into everyday work, language, and team collaborations, recognizing that personal growth stems from understanding and championing diverse perspectives. Leaders like Dilna Cama and Sabina Kapoor emphasize the dynamic nature of DEI and its role in shaping mentorship and advocacy within higher education. Support Systems and Professional Development Rachael Amaro and Stephanie Cochrane highlight support systems' centrality in fostering an inclusive environment for staff and students. Professional development tailored to understanding and serving diverse student populations is not just an additive; it is the foundation upon which equitable student support is built.   TRANSCRIPT Dr. Jill Creighton [00:00:01]: Welcome to student affairs voices from the field, the podcast where we share your student affairs stories from fresh perspectives to seasoned experts. This is season 10, continuing our season 9 theme of on transitions in student affairs. This podcast is brought to you by NASPA, and I'm doctor Jill Creighton. She, her, hers, your SA Voices from the field host. Hello, SA Voices. This is our final bonus episode from the annual conference in which you shared with us your thoughts on the 3 conference foci areas. If you haven't listened to the other 2, go ahead and check back for the previous 2 weeks to listen to your responses there. For today's focus area, we're looking at justice, equity, diversity, inclusion, and belonging. And the question we asked all of you was how do considerations of JED IB influence your approach to job searching, mentorship, and or support in the profession of student affairs? You all had some incredible responses to this one. Please enjoy this part of the conversation, and again, thank you so much for sharing your voice with us. Acquanetta Pinkard [00:01:04]: I'm Acquanetta Pinkard. I am from Montgomery, Alabama. I work for Alabama State University and I am a trio professional for 23 years. It influences greatly because I believe everybody matters. Everybody matters, everybody in their respective place should have an opportunity to feel free, have a sense of belonging and be comfortable for whatever time that you you're in that space. So it's huge for me. Taylor Cain [00:01:33]: I'm Taylor Cain. I work at the University of Georgia and serve as the director of engagement leadership and service there. I think when it comes to DEI efforts, you know, trying to keep those things always at the front of your mind, recognizing my own privilege that I have and the identities that I hold, the experiences that I've been fortunate enough to have, recognizing they might extend it to everybody, whether because of identities they might hold or because they don't have the financial backing right to attend a conference as great as NASPA. But trying to keep those things in mind and make opportunities for folks to to experience what they can where they are, within the local locality of where they're at and what they're able to to do. I think when it comes to the work that we do in supporting students is recognizing how I show up, how I take the time to spend with folks to better understand their lived experience, let that inform how I approach my work. And always I think recognizing and and trying to approach it with a little bit of humility. I've always got more to learn. I mean, I certainly don't know at all. Taylor Cain [00:02:31]: So, I mean, I think that's that's certainly gonna be important. And, you know, I think at the end of the day, trying to find an employer or a place of employment that matches your values, where you feel like you can be yourself, that you can show up authentically and do good work, and to know that that you are salient to the purpose and mission of that institution. I think for me, I've I feel really lucky to be in a place where where those values align, but I've always encouraged folks that that whatever institution you're at may not always be it. And so trying to find opportunities where you at the end of the day can go home and feel good about what you're doing. Because that buy in, it's tough to sometimes achieve, but it's so important I think to your happiness and being feeling empowered in the role that you have. And so trying to find where you can have value alignment. Adrienne White [00:03:16]: I'm doctor Adrienne White. I'm the director of student success coaching at George Mason University, and I use sheher pronouns. So as a black woman in higher education, I think mentorship is extremely important. Personally, did not have a mentor that helped me, and guide me through these processes. I kinda had to figure it out on myself, on my own. And so, you know, that's part of the drive for me to run the success coaching program at George Mason University because I wanna be able to make sure that all students have the resources and the support that they need to succeed. I also am very intentional with who I hire on my team. I have one of the most diverse teams at George Mason University because I knew it was important that my team needed to represent the student body. Adrienne White [00:04:02]: We're one of the most diverse institutions in the country. Therefore, my team needed to reflect that as well. And so I prioritize who I hire and making sure that it's not just, you know, on look, it's on experiences, it's on background. It's it's encompassing everything to give everybody the opportunity, to work in student affairs because it's a field of belonging and inclusion, and it really starts at the top and making sure that we're intentional in our hiring decisions. Susan Hua [00:04:33]: Hi. My name is Susan Hua. I use sheher pronouns, and I'm the director of diversity, equity, inclusion at the Community College of Aurora, which is an MSI HSI just outside of Denver, Colorado. Diversity, equity, inclusion plays a really, really big role for me when I job search or when I think about mentorship relationships or support. I think it's the foundation of everything that we do, and I know that with the current landscape of DEI being under attack in different states, it's ever more important for us to think about ways that we're centering DEI work for employees and for students, and to really think about how we're centering equity at the heart of the work that we're doing to embrace change for students in the future and to really ensure that higher education is open access for folks. Aileen Hentz [00:05:12]: My name is Aileen Hentz. I'm at the University of Maryland as the program director of academic and student services. This is something that has been important to me since essentially day one, even long before I started my journey within higher education. I think for me, I'm looking for different opportunities and ways to better myself professionally by constantly expanding my network of support, places and people that I can, work and collaborate with to help better help students. I think also I've now, at this point, pushed harder. I don't just accept answers to questions that I don't think are fair or just. I try to see what I can do to help push an issue further, to really try to inspire broader and bigger change. To me, it's not just enough these days to just refer a student who's struggling with something to somewhere else, like our counseling center or our multicultural advocacy group. I still do that, but I also think to myself, well, what more can I do? And so I'll try to bring things to our department level and change policy within our department. And even within our diversity council at the college level, I'll bring different issues that I see or hear from my students to them to try and really push for change on a broader scale. Stephen Rice [00:06:27]: Stephen Rice, director of the Office of Community Expectations at the University of Southern California in Los Angeles, California. It's important to really that people are seen in your positions, and so really thinking about diversity, equity, inclusion should be a foundation and framework in all the work that we do, especially with those we hire because our students are diverse populations, and so they should see the people that they often meet with may look like them too. And so if everyone looks the same, they're not able to really provide a different unique experience and opportunity for students. Often times, there's a trust that students may have, and when they see someone that looks like them, they're able to go to those individuals and create more tools and other opportunities for them to really grow and reach and be mentored so they'd be successful students and work forward. And then it's also with the staff that we have. When you're the only one, it's tough. And so when you're able to bring a very diverse, unique experience, people feel supported, they feel seen, and they provide the same for the students that they serve. Amy Adam [00:07:19]: Hi. This is Amy Adam and I am from the University of Missouri in Columbia. I have been a student services support manager for 20 years, serving graduate students with diversity, equity, and inclusion that does very much influence my approach to mentorship and support in my profession. We have a lot of international students that we make sure that they feel supported and connected to campus. And I know they face a lot of adversity coming from another country, especially in the Midwest, so we really strive to make sure that they feel supported. And I'm also doing some work with students with disabilities as I finish up my master's in higher ed. So that's been really, really just enjoyable and satisfying to help that population of students make sure that they feel connected to campus, that they feel that sense of belonging, and show them that they can advocate for themselves and have a voice because their voice matters. So, really, we just kinda try to keep that in our mindset in our daily work just to make sure that those students are supported. Stephanie Cochrane [00:08:27]: Hi. I'm Stephanie Cochrane. I'm the director of student services at Northeastern University in Toronto. I'm here for NASPA for just the Sunday pre conference around graduate students. Well, one of my passion projects since I started in the role was a mentorship program, a peer mentorship program. And so thinking about our international students, they really are looking for mentorship, guidance, support, any advice from their peers, and they're more likely to listen to their peers than to us sometimes. So thinking about the DEI piece, they feel that sense of belonging when there's somebody who's been through a similar experience to them. So having them connected with a mentor from their very first semester before they even arrive in Canada is super helpful for them with not just understanding navigating the Canadian landscape, the Toronto city, the cost of living, and then, of course, their academic journey. So having that is a really helpful way to think about DEI because it's from that peer to peer support, which is sometimes missing in higher education. Shatera Davis [00:09:28]: Hi. My name is Shatera Davis. I use sheher pronouns. I'm the director of student affairs at Northeastern in Seattle. I mean, it's embedded in my identity as a black person, as a queer person. I can't work in a space that doesn't have that as core values. And if I choose a place that's like that, then I can find really quickly that it doesn't align with my values. And so it's probably the one it's the most important thing because it's who I am visibly. Shatera Davis [00:09:50]: And so as I move and as I navigate to different higher ed institutions, I'm very direct in my questions, like, what have they done for historically marginalized students? What do they do for staff? What did they do during the pandemic? How were they kind to their staff in this new remote era and hybrid era? Like, how are they giving their staff benefits? And, like, those kinds of things, I'm asking those intentional questions because I wanna make sure that I'm in alignment with the values. It doesn't mean the higher education institution is bad, it just means it's not right for me. And so I just make sure that it's always in alignment for me because it's personal. I mean, it's embedded in my identity as a black person, as a queer person. I can't work in a space that doesn't have that as core values. And if I choose a place that's like that, then I can find really quickly that it doesn't align with my values and so it's probably the one it's the most important thing because it's who I am visibly and so as I move and as I navigate to different higher ed institutions, I'm very direct. My question is, like, what have they done for historically marginalized students? What do they do for staff? What did they do during the pandemic? How were they kind to their staff in this new remote era and hybrid era? Like, how are they giving their staff benefits? And, like, those kinds of things, I'm asking those intentional questions because I wanna make sure that I'm in alignment with the values. It doesn't mean the higher education institution is bad, it just means it's not right for me, and so I just make sure that it's always in alignment for me because it's personal. Andy Wiegert [00:11:12]: I am Andy Wiegert, director of graduate student affairs, Arts and Sciences, Washington University in St. Louis. Yes, this has to actually, in my opinion, start from the moment we are interviewing candidates for positions and bringing people to our campus is that everything should be looked at through the lens of equity and the lens of inclusion. And so from the start, my stance, our stance is to be asking those questions upfront. So how do you define anti racism? How do you define things like this? Will you be a fit to be an actual mentor who recognizes this need for diversity? So we're doing that at the very, very early stages. That then translates to training, development, things like that, but if we're not doing it out of the gates, then we're gonna run into problems down the road. Scott Peska [00:12:01]: Hi. Scott Peska, Waubonsee Community College, Assistant Provost of Student Services. I think in all three of these areas, job searching, mentorship, and support for the profession of student affairs, there's probably nothing more important than equity and injustice and looking at place that you're looking at to the the values of the institution reflect what your values are and you know and so as a student affairs professionals something that has come to my heart is just making sure that we can care for all of our students and that we can try to help them succeed no matter what their background and making sure that we can put the necessary supports there. And so if the institution doesn't have those same values, we gotta be able to look at that. And so I've always looked at it when job searching. I think when mentoring, talking to individuals, making sure that I'm reaching out to be able to provide those kind of supports all across the way. Dilna Cama [00:12:48]: Dilna Cama. I am a director within student life at the Ohio State University, and I am part of the off campus and commuter knowledge community. I think that is part of our everyday life. It has to be something that we have ingrained not in just the work that we do, but the language we use, how we work with our teams, making sure that they not only understand where their perspective is coming from, but how that impacts other individuals on a team, in a community, whatever that might look like. Sabina Kapoor [00:13:21]: My name is Sabina Kapoor, and I'm currently a full time doctoral student with Capella University. I spent over 20 years in higher education as a staff within student affairs, student success, and academic affairs. So as I've progressed in my career, I've focused more on staff so that they can better serve students. And I wanna go in deep with that, so that's why I'm pursuing the doctorate relationship between the organization and the employee. I'm gonna reference Pamela Hayes' model. If you've ever the acronym is ADDRESSING, and so it's looking at different different categories from age to disability to religion to sexual orientation, sexual gender identification, etcetera. And so all these different categories, a person could potentially be, what Pamela Hayes says is oppressed in some categories and privileged in others. So, for example, as a minority woman who's heterosexual, I'm privileged in the sexual orientation, but I'm repressed in the gender category and also in the ethnic and cultural category. Sabina Kapoor [00:14:32]: So it's interesting because idea of minoritized is not all one side, you are minoritized or you're not. It's kind of looking at different facets of that. So I say that because I use that as a premise with anything. So when I'm looking for a job, when I'm mentoring others, I try to remember inclusivity and look at things from the other's perspective. And I'll be honest, my oppressed areas have been like traditional ones. So with emerging ones, and I'm in a privileged position, it's really interesting. It's I had to see things from a privileged lens, and that was an interesting learning experience because I'd never been in that situation. So I say that because it's all shapes and influences all of this, how I mentor, how I support others and advocate. My last position, I was a dean for student success at a dual designated HBU and HSI. And I think advocacy was probably the top thing that I was doing while I was there. So so all that to say, DEI, it's not just my premise, it's who I am. So it really influences everything that what I do in my career. Carlie Weaver [00:15:44]: Hello. I am Carlie Weaver with Rose Hulman Institute of Technology. I'm a programs coordinator for the student activities in Union office. I did one of my assistantships with University of South Alabama during my grad school career, and so I did that with the Diversity, Equity, and Inclusion Office, and it's something that I like to think about a lot when I'm making decisions, especially with such a student facing role. I like to think of diversity, equity, inclusion, belonging before I make pretty much any choice because I know that it is so influential in students' lives. So, even when I'm thinking about, like, what kind of programming to bring to campus, I'm thinking about the different populations that we have and what is of interest to those populations. Roxanne Wright Watson [00:16:33]: Hi. My name is Roxanne Wright Watson. I'm from Lehigh Carbon Community College in Pennsylvania, and I'm happy to be here. I think it is not a matter of influencing because the bills of that will be paid. So so we need to make sure that it's for me, 1st and foremost, it is I think I just need to go to work, do what I gotta do, and go home. But having equity, diversity, and all of that within the institution is an added thing that now gives me help me to broaden my scope, help me to blossom, to bloom where I'm at. So it is an institution that support these values and goals, then I am more open. I give more of my self than it would be if I am just at an institution that is just not supportive of these values. Carla Ortega Santori [00:17:34]: My name is Carla Ortega Santore. I work at Rice University. I am the strategic initiatives manager at the Doerr Institute For New Leaders at Rice University. And my job is really about helping students elevate their leadership capacity and to also elevate the capacity of all campuses to do really great leader developments in education. I'm actually from Puerto Rico, so whenever I'm looking for a job or when I'm looking for a mentor, I'm looking to see other familiar faces in the room, like, I'm seeing where I'm represented, seeing the kinds of students we work with. So that that's one thing I I usually look for. I also look for concrete ways, examples. I guess another way that influences my day to day professional life is when I also see I'm a IO psychologist by education, so I also look for research that's represented in that. So any evidence of impact, measurable outcomes that we see that are related to people of color and other underrepresented minorities is really important when I and I'm looking for any evidence based practices to apply, to implement with students, or for any support in the profession. Rachael Amaro [00:18:55]: I'm Rachael Amaro. I'm the admissions and academic advisor for the Department of Educational Leadership within the College of Education at Cal State Fullerton. I think that, I mean, for sure with the mentorship piece, it's I have had a hard time finding people that I could rely on when I first started, but I think that's made me a little more active in trying to be a mentor to others. And I really appreciate the the trust that I can build with the team that I work with. You know, I have I have one immediate colleague in my department, but then all of us in in our college are on the same floor of the building we're in, and so it's been really great to get to know everybody and to make the time and the space for each other, and then because I've been there, for sure I've been on campus a lot longer than a lot of them, and so trying to let them know, you know, sort of what's what's going on, how to navigate things, especially because a lot of them, it's their first time working at a university, and I think it's really so important because most of us happen to be Latinx that a lot of the new hires have been, and so it's been really important to me to let them know things even about making sure sure they're putting money in their retirement, making sure they're doing these things that we just didn't necessarily always get taught. And even things as simple as, hey, when you're taking a vacation day, like, really take a vacation day. Use your time because you need to. Because we're so used to not being told how to navigate that from people in a supervisory positions who aren't used to the diversity that's coming up into the field. And so I think that's a really important part. Again, we talk about the hidden curriculum a lot for the students, but there's a hidden side for staff as well. And so when we come from families and parents who worked in factories and had a very different way of living and working, we also have to learn how to navigate these systems that we're now working in. And I think it's important to be able to share that with them so that they don't feel isolated or alienated and they feel like we're in this together. Christine Wilson [00:21:00]: I'm Christine Wilson. I am in student affairs at UCLA. I have two roles. 1 is as the executive director for academic partnerships and the other is the program director for our masters in student affairs program. I think that justice, equity, diversity, and inclusion are at the forefront of everything that I do. It's a principle of our organization. It's part of the mission of our school of education where I'm program director and I teach. Our campus is incredibly diverse and if we don't consider that, then we are not serving our students. So if that's not something people are on board with, then they should not come to UCLA. Olivia Ruggieri [00:21:42]: Hi there. My name is Olivia Ruggieri. I'm the associate director of administration operations for Northeastern University Seattle campus. I grew up in Pennsylvania, went to college in Florida, and came out here in 2013, but I've been working for the university since 2018. Well, my area, while we are definitely not HR, we do support searches on our campus. So one of my staff members, he will assist hiring managers in doing an inch initial evaluation of candidates and then help them design their searches. But recognizing that while we've made improvements in this area, we're not doing it as well as we could be. This summer, we're gonna be establishing a group that will ultimately create a set of DEI hiring standards, and we wanna make sure that there's strong representation from all types of folks on our campus, faculty, staff, and hopefully students, to ensure that we're hiring in the most equitable way. And I have to say that, like, since this has become a focus of mine, I look at job descriptions differently and just what I've learned about how to hire equitably and certain phrases raise flags for me because I realized that they may not represent welcomeness to all. So it's just become part of my practice and how I evaluate different opportunities. Christle Foster [00:23:04]: Hi. My name is Christle Foster and I'm from Chesapeake College located on the Eastern Shore of Maryland in Y Mills. When it comes to my staff, because of the work that we do, so student focused, definitely diversity, equity, and inclusion is a part of that, especially with the populations we serve in Trio. That's definitely what we do as part of our mission. So when it comes to choosing staff and helping staff go through professional development, that's some of the things that we always look at. Whether it's in terms of ethnicity, accessibility, or ability, or unabilities in regards to education. We recently did, training with the University of Delaware who has a special program that's focused on students who are new or divergent, and it was exemplary. What they are doing there with a grant is just amazing. So we were able to get some information from them on how to help our students who are neurodivergent, or some of them are on spectrum, so to speak. Nathalie Waite Brown [00:24:03]: My name is Nathalie Waite Brown. I am the assistant dean of students and director for graduate student life at Stevens Institute of Technology located in Hoboken, New Jersey. I think I approach those areas first and foremost from a personal perspective, notwithstanding all of the visible identities that I carry, I'm a 1st generation student, parents who migrated to the US in the early seventies. So I work with a large international student population, and I take those identities very much in leading how I work with them and being able to understand the potential need that's in front of them. And that runs the gamut. It's not limited to who I am, but also having a level of empathy and support in guiding the work and the resources that students need. Dae'lyn Do [00:24:50]: My name is Dae'Lyn Do. I use sheher pronouns, and I am the associate director for the women in science and engineering residence program at the University of Michigan. And I am coming into the position of the WISA KC co chair. I think specifically when it comes to mentorship, something I always take into consideration that I do try to do myself, but I also encourage my students to do is to seek out a variety of different mentors who have different lived experiences. And so not just, I think we oftentimes talk about finding mentors who look like us or who share similar identities with us, which is really important, but I also think it's important to seek out folks who maybe don't because we learn different perspectives and different ways of looking at things that we might not if we just rely on the people who have the same lived experiences as us. And so, I think when it comes to thinking through our own efforts of justice and equity, our mentors are the people that we learn from and so trying to diversify our own support network is the best way to kind of get those different experiences and support. Natalie DeRosa [00:25:55]: So my name is Natalie DeRosa, and I'm from Lehigh Carbon Community College in Schnecksville, Pennsylvania. I would say that those two terms, justice and equity, are central when I am doing job searching. Not only how the organization embraces those concepts, but also the person who is my direct support, that they are equity minded and justed justice minded themselves makes or breaks whether or not I feel like that organization is the right organization for me. Dan Volchek [00:26:25]: Dan Volchek, assistant dean of student success at Harvard Griffin Grad School of Arts and Sciences. I look at DEI as a very important piece of dealing with my job search, mentorship, and support. I try to look at what we're doing with both our faculty, our staff, and our students in the DEI world and making sure we're addressing all of those issues and challenges that others may be facing that I may not have faced to make sure that I'm dealing with DEI in a positive manner. Vaughn Calhoun [00:27:00]: Vaughn Calhoun, Seton Hall University, hehim. Yeah. I think looking for places and people with high social emotional intelligence, knowing that any place that I would think about or people I wanna engage with, that there's a high sense of empathy to help build those lasting relationships. Because I think without the empathy, it's it's hard to really move to higher levels of conversation. So if you could find that in organization and people, you found something really good. Darlene Robinson [00:27:37]: My name is Darlene Robinson. I'm the RISE gen 1 director for Seton Hall University. I think it influences the career in the sense that I want to be on a level playing field. I wanna be considered as a person that is capable of certain things rather than just basing it off of filling a quota. I think it is fair enough to accept people for who they are and get to know them for them them as a person first before not even before, but without passing judgment based on certain discriminatory practices. Because in doing that, you get to know the person first and understand that we're all connected in some way. Miguel Angel Hernandez [00:28:20]: Hello. My name is Miguel Angel Hernandez. I am the associate vice president and dean of students at San Francisco State University. What attracted me to student affairs to begin with is my curiosity about humans and human beings. And what has sustained me 24 years in this profession at this point in my life has been the curiosity that continues about the people I get to interact with, the students that continue to change and evolve and allow me to grow, and in many ways, stay young because we have to keep up, not keep up in a bad way, but just it is never a dull moment learning from our students, learning from our colleagues. And so when I think about DEI work, I think about my curiosity about life and how we evolve as people. I think about my own journey, how different I am today than when I first moved into my residence hall. I think about the beautiful places I've been able to visit and serve and work and the stories of those people, those places, those moments in time. Miguel Angel Hernandez [00:29:17]: And so for me, DEI work is not about difference. It is about the stories of people, the stories of places that we get to visit and explore and learn. And so for me, I really think about that when I am mentoring, coaching, supervising, engaging with students. I think about it in my own search. As I consider opportunities, I think about what do I bring into spaces, what can I gain from spaces, And I use those thoughts to formulate questions for either the individuals that are asking me to consider a position and or while I am engaging in the search process? And so those types of aspects of diversity, equity, and inclusion, I think, keep that work very centered, very front, and create opportunities for us to continue again learning and growing in our profession. David Chao [00:30:07]: Hello. My name is David Chao. My pronouns are hehim. I serve as the director of IT for student affairs at the University of Pittsburgh, and I'm also the chair of the technology knowledge community. As a first generation Asian American, you know, it's really important for me. I think coming to higher education from the corporate world, I think I've seen and been exposed to a very healthy environment where we're trying to be more open to all ideas and diversity is really, really important. It's strange because being an Asian American, as a minority, you think I'd be more sensitive to that, but I guess I didn't really always see that. And so I feel like my eyes are much more open to it, and my ability to help others and mentor and foster a collaborative and diverse environment, which is a challenge in our society today. Melinda Stoops [00:30:47]: Hi. I am Melinda Stoops. I serve as the associate vice president for student health and wellness at Boston College. I think even though I've been in student affairs for a long time, I feel like this is one area that I consider a growth area. I am a middle aged white woman, and my background and my experiences certainly are related to my identity in in many ways. And I feel like the longer I'm in higher ed, the more I'm interacting with increasingly a more diverse student body, the more I have to learn. And so I just feel like as I do my work, whether it's being supervised or supervising, whether it's mentoring or being mentored, I feel like increasingly I really focus on being open to not making assumptions either about the other person, but also not making assumptions that even if I'm in a mentoring role that I have all the answers. That really, I have a lot to learn as well and taking time to really understand the person I'm working with and where they're coming from and their perspectives and sort of maximizing the impact we can both have on each other. Derek Grubb [00:31:54]: Derek Grubb, Dean of Enrollment Management for Red Rocks Community College in Colorado. In terms of justice and equity, one of the biggest things I've been trying to do lately is really recognize to avoid agendas. And not so much agendas and meetings, but agendas in terms of having a predetermined outcome and really accepting people where they are and being able to really just sort of embrace those opportunities for challenging conversations and looking for new perspectives. So up on my wall right now is the, no agendas policy. Matt Imboden [00:32:28]: My name is Matt Imboden. I use the he, him pronouns. I serve as the chief student services officer in the School of Business at Wake Forest University in North Carolina. And, for the past few years, I've also been chairing the administrators and graduate and professional student services knowledge community for NASPA. All those things I want. The funny thing about diversity, equity, inclusion, and justice work is it's one in the same with overall student success, sense of belonging, it's a 100% connected to student well-being. And so, sometimes I think we create these bifurcations and divisions and we create this little bucket and label it, you know, diversity programming. But especially as I think there's a lot of renewed pressures on those roles and leaders with the people that are exponents of those values that are institutions. It's even more important to just talk about the ways in which, no, our ability to recruit and retain students is one in the same with being good at that work. And for some reason, I think it takes on a life of its own or becomes a bit of a specter when people try to apply those labels in only certain places. But if we wanna win as institutions in the 21st century in the marketplaces we work in, you gotta figure out how all the things you just mentioned apply to your day in day out work. Evette Castillo Clark [00:33:36]: Evette Castillo Clark, vice president for student life and dean of students at Lewis and Clark College, Portland, Oregon. So this is super important and critical because with job searching, with mentoring, and our profession, it is really important for us to have diverse professionals, diverse thinking, embracing different perspectives because it makes us rich, and it makes the whole organization stronger. So in our recruitment procedures, one of my things is that I want to make sure that whoever is, for example, sharing a search, that you've worked every angle to make sure that you have racial diversity, gender diversity, regional diversity, just a broad spectrum of backgrounds to get to the semifinalist pool and then also to try to get to the finalist pool. You make every effort to do that, and I employ that same model with student leadership. So in elections or looking at who do we want on our student employment to employ as student workers, orientation leaders, RAs. You want that to be a cross section because if you're doing community building work, you have to have leadership that looks like the people that you serve. Madeline Frisk [00:34:48]: Hello. My name is Madeline Frisk. I work at Portland State University. I'm the coordinator of student government relations and advisor to Greek life. So I work with our student government, all of the committees and groups within that, as well as 4 strong and mighty small Greek life groups as well. I would say I especially think of diversity, equity, and inclusion in terms of how I support students and show up. At PSU, we have a lot of non traditional students. We're also becoming an emerging HSI and Anapisa institution. So I think about how I'm showing up and my identities, how I can better serve students, and I try to stay well informed, read, do a lot of research and background work so that I'm showing up for them and also try to provide them all the training that I can. It also helps to have other coworkers and people you can rely on to kind of fill in any gaps too. So I think that's really helped as well having people and allies in your life that you can rely on as well as, good coworkers and team as well as kind of with the support in the profession of student affairs. I recently started a book club at our institution within our LGBT affinity employee resource group and that's really helped me to kind of also build even more support for myself in this work and also people who I know I can rely on that can be additional supports for my students. So that's been really great. Gene Zdziarski [00:36:15]: This is Gene Zdziarski. I'm vice president for student affairs at DePaul University. I think it's been one of the things that I find in my career trying to find a place where that sense of diversity and inclusion really is embraced and a part of things. I work at a Catholic university, and a lot of people have different opinions about the Catholic faith and everything else, but what I have to say is when I interviewed for the job there, one of the things I wanted to make sure was that, again, there was a sense of diversity, appreciation, and openness. We had an LGBTQA center. We had, LGBTQ studies. We have embraced other faiths and people, and that was extremely important to me. And I think something that perhaps people don't always look at when they look at a faith based institution, but I think you'll find that, again, that's an important piece of higher education, an important piece of our work in my career in student affairs. Lyza Liriano [00:37:10]: Hello. My name is Lyza Liriano. I currently serve as an area coordinator at DePaul University in Housing and Residence Life. Originally, I am from Brooklyn, New York. It influences it a it a lot. I'm a queer woman of color, and so I want to make sure that the spaces that I walk into are going to be spaces where I feel safe and where there are students that look like me so that they know that they can come to me. My identity is very intersectional, and I think that that's one of my favorite parts of my identity, and there's been spaces that I've stepped into where I've had to choose, okay, am I going to focus on being a black woman today? Am I going to focus on being a queer woman today? And so creating those spaces of you can be all of that at once. And when I'm job searching, that is something that I'm very intentional about asking is what work do you do apart from sending students to the Black Student Center or the LGBTQ Student Center? What is your department actually doing to help these students? And so I also want it to be just someone that students can come to because I've been in spaces where I'm sometimes the only woman of color, and so I wanna make sure my students know, like, I'm creating space for myself so that in, you know, years to come when my students are out in the field, hopefully in student affairs, they also are going to have multiple seats at the table not just the one. Jackie Cetera [00:38:28]: Jackie Cetera. I use sheher pronouns, and I serve as the director of residential education at Bucknell University in Pennsylvania. I find it's all in how people show up in their day to day and what they're doing to not only support students on our campus, but also employees, both faculty and staff. When we talk about the sense of belonging, I believe that it's really important for us as leaders, as our institutions to make sure that our faculty and staff have a sense of belonging so they can show up and do good work and provide opportunities and spaces for our students to also find that sense of belonging. Lisa Landreman [00:39:15]: My name is Lisa Landerman. I'm the vice president for student affairs at Willamette University in Salem, Oregon. Similarly, I stay abreast of current issues. I am doing my own work through institutes, 1 on 1 consulting and every opportunity I can to talk with other colleagues around best practices, most effective strategies. I I also really try to center relationships so that there's this there's the book learning and research of our trends, but then there's also every individual's gonna have their own experience and their multiple identities that are gonna shape their experience at our particular institution. So, how I handle that and manage kind of issues of justice and equity, whether it's around language, practices, programs, initiatives in Oregon is different than when I was in Rhode Island, is different when I was at the University of Michigan. And so I think context matters, listening to our staff, again, creating space, trying to support affinity relationships for where that matters to people, sure that we are constantly looking at our policies, practices through an equity lens. And so every time we're writing a new policy, we look at that lens. Lisa Landreman [00:40:27]: At least once a year, we take a moment to reflect on new programs, policies, or practices to ask questions. Who's at this event? Who does this impact? Who who's included? Whose voice was at the table when we created it? So all those kinds of checklists that come with looking at the subtle ways that the work that we do might impact people that of groups we're not members for some ways. Celebrating and recognizing heritage month's accomplishments of diverse folks in in our both in our community. I think in hiring, we do a lot to look at what biases do we bring, what biases we have that might not be about race, but that biases we have about the field or the job that might have an impact on people from different racial groups or identity groups. Right? And so it isn't always so overt, so I think doing our work around. Before every search, we do we we really come to the table and say, so what are our biases about? And we look at a resume. And, you know, we really scrutinize our job descriptions to make sure do are all those qualifications really necessary? Is that many years of experience really necessary? Are we really waiting what can really be learned on the job, and what really do people have to have experience coming? So those are those are all ways that we subtly sort of can bias our searches. Those are just some I could go on and on, but I I think the important point about this is that especially in this time, regardless of what's happening with legislators, we as individuals can shape our own practice to demonstrate where these values matter regardless of what offices aren't allowed to be in my campus. That's still a battle we need to fight. And just because that battle's being fought, doesn't mean it stops us from doing centering that as an important value. Jackie Yun [00:42:08]: Hi. I'm Jackie Yun. I take the she series, and I serve as the executive director of the Harvard Griffin GSAS Student Center. I think it impacts everything. So I really am somebody who believes that DEI is not just held with folks that have that in their title, but it's really the responsibility of everyone at an institution to be considering that. And I think about this from my own experiences, whether or not I feel like I'm included in a community, but also in my management, my hiring, the way that I scaffold spaces for students, and so I think it's really important work. Leanna Fenneberg [00:42:44]: Hello. This is Leanna Fenenberg. I'm the incoming chief student affairs officer at Duquesne University. Oh my gosh. Isn't that a big question? Right? I mean, I feel like for most of us, for many of us in student affairs, DEI work is at the core of our values and what we do and why we do it. So it's to professional searches, to professional development, to building a community of support for our students and for our staff. And so it is central to everything we do. Jake Murphy [00:43:16]: Jake Murphy. I'm the director of prospective students services at OSU Institute of Technology, and I am over all recruitment and retention efforts at the university. So for me, it's probably a really big thing, but it's really tough in the state that I'm at because there's a whole mess concerning DEI work and justice and equity and inclusion work. So for me personally, it's a big factor in where I choose to go to work. I wanna make sure that the environment that I'm at is focused on making sure that the whole student is taken care of, but being place bound sometimes it makes it a little bit difficult. But also creating those environments is also really key and making sure that students feel supported, that they have a sense of community, and are able to be able to go through their out their student journey is extremely important. And mentorship for us, especially in, like, peer mentorship is very important to be able to create those spaces. Larry Pakowski [00:44:13]: Larry Pakowski. I'm the vice president for student engagement, inclusion, and success at Aims Community College in Greeley, Colorado. I think we've gotta to look at the students we serve and at the end of the day that's one of the things that we want to be reflective of who we serve but we also want to embrace the the variety of different diverse cultures and backgrounds and things like that. Not only our students have, but our employees should have as well. Jillaine Zenkelberger [00:44:37]: Hi. I'm doctor Jillaine Zenkelberger. I am the program coordinator over at Graduate Student Life at the University of Notre Dame. I think in my approach to all of these things, having the ability to touch base with a lot of people from different I don't have a master's in higher ed and things like that. Being able to see the diversity in our different backgrounds both educationally, but also racially, ethnically, etcetera, has been super important to me. And I think we bring all these different things to the table, and it's really been great to learn from everyone and their backgrounds of whatever they've done in their past lives, because I know all of us have many past lives sometimes. They're all bringing something, like, super important that I think is really invigorating student affairs because I work with a lot of people who's had past lives and they're really changing things in a lot of cool ways. Kristen Merchant [00:45:48]: Hi everyone. I'm Kristen Merchant. I am from Rose Hulman Institute of Technology. I am the associate director of the Union and Student Activities Office there and also the director of our lead programs. With job searching, I think about whenever I'm doing my hiring actually for orientation. We always put an effort into putting a cohesive team together of a variety of different backgrounds and interests and majors and all the different ways that diversity can come into play. So that way, all of our new incoming students can see a face that they recognize, which is really, really important in the DEI world and is something that we always consider in any type of our hiring practices and any type of programming that I do is making sure that there is someone that they feel like they can go to. Joe Lizza [00:46:35]: My name is doctor Joe Lizza. I'm the director of the Chamberlain Student Center and campus activities at Rowan University in New Jersey. It really is the idea that you want an institution that is respectful for others, supportive of others because you never know when you might be on that opposite side of the situation. So you might be in an institution or in a job role that you feel very comfortable, supported and you feel like you belong and it's very easy to kinda based on a different supervisor or a different university leadership, that could shift. I always look for places that really are respectful, very forward thinking, and they don't only just preach what their beliefs are and their values, but they also put them into action. And that's kinda reassuring to me as a professional in higher education for both for myself and my colleagues. I'm realizing that it's a good place to work, a place that will be supportive of life changes and different situations. Joshua Allred [00:47:32]: My name's Joshua Allred. I work at Louisiana State University in the College of Agriculture as their manager of student services. That's challenging. It's certainly something that is on my mind constantly. I think living in Louisiana and in the South where there's lots of legislation recently, sort of very much anti DEI has been a challenge. So I'm not in a place where I can kind of up and move, unfortunately. I would in some ways, I kinda wish I could. So being on a campus and in a state where there's lots of uncertainty around, like, what does DEI look like in our state has been a challenge. Joshua Allred [00:48:01]: And so we are very much in a place of kind of waiting to see what's gonna happen next. And again, I think finding folks where folks and groups of people where you can hold onto and feel safe and find little beacons of hope is helpful. It's not always there, but I'm a supervisor for an LGBTQIA plus organization in the College of Agriculture and that's been really helpful for me and something that I really knew and renewed importance in. And so that's kind of what I look towards is like the people and and the small things here and there. But certainly a consideration is just tough. It's tough when you can't move. Joshua Allred [00:48:38]: Well, one of the things that I really enjoy about my job is being able to support and work with students, and those are all students, ethnicities, genders. Just being able to support those students in coming to NASPA and being able to learn from experts on how to best support students no matter who they are, no matter where they're from. So at Texas A&M, they give me the opportunity to go to professional development. They give me the opportunity to collaborate with my peers around the country. And during those times, that's what I wanna do. I'm always making sure that I'm talking to the experts in the field to make sure that I'm doing the best to support our students. Judy Traveis [00:49:28]: Hi, everyone. I'm Judy Traveis. I'm the associate dean for the Graduate Student Success Center at the University of Florida. Again, from Florida, we've had DEI impacted, although we all believe in the diversity and what it brings to our campus and the inclusion and and equity piece. I believe institutions that do it well and thread it through all factors of the university, you can really see it. It's tangible and that in as I job search or look for other careers, if I should move institutions, that is something that's very important and I hold as a value in my heart to make sure that that it's not just on a website, that you can actually physically see how it's threaded through by the way the community and culture is on that campus. Katie Caponera [00:50:23]: I'm Katie Caponera, director of student life at Harvard Divinity School. A commitment to all of those tenants, particularly justice, is really important to me personally and professionally. I'm fortunate to work at an institution where that is a key aspiration and goal of our community, and it's something that I would continue to foreground in looking at other types of institutions or future colleagues or partners. It's making sure all of our students feel that it's a space where they can thrive and be their full selves is of paramount importance and continuing to remain dedicated to those efforts, especially admit so much turmoil, I think, is underlines their importance more so. Kathy Dilks [00:51:11]: My name is Kathy Dilks, and I am the director of graduate student and post doctoral affairs at the Icahn to create a team that is not only diverse, but diverse of thoughts. I think it's our responsibility to make certain that we are leaning into DEIB, and I try my hardest to make certain that I am never an impediment in that future. Julie Payne Kirchmeier [00:51:47]: Julie Payne Kirchmeier, vice president for student success for the university Indiana University. It's not really a system. It's a multi campus university, but we can say Indiana University System if that's easier for folk to kind of place the role. It's interesting the word considerations. How do considerations of, show up for me, good and bad, before I can lean into anything else. And I think that's a step we don't often do, particularly and we just jump into, oh, oh, well, of course, you know, Jedi work is important, and of course we're gonna do that. But because we don't stop and pause pause and think and unlearn a lot of what we know, we end up rushing to action so quickly, we cause more harm. And so I think that first step for me, because the question is influence your, is to pause, think, and remember that I have to be okay with who I am, good and bad, take the steps to do my own work, and then bring others into the fold, like, okay. Julie Payne Kirchmeier [00:52:54]: What are the resources we need in meaningful ways so that the work can move through always a lens of equity. So being an equity minded organization, human, professional, friend, partner, all the different components of your life. Dr. Jill Creighton [00:53:10]: This has been an episode of Student Affairs Voices from the Field, a podcast brought to you by NASPA. This show continues to be possible because you choose to listen to us. We are so grateful for your subscriptions and your downloads and your engagement with the content. If you'd like to reach the show, please email us at savoices@naspa.org or find me on LinkedIn by searching for doctor Jill L. Creighton. We always welcome your feedback and your topic and guest suggestions. We'd love it if you take a moment to tell a colleague about the show and give us a 5 star rating on Apple Podcasts or wherever you're listening now. It really does help other student affairs professionals find the show and helps raise the show's profile within the larger podcasting community. Dr. Jill Creighton [00:53:51]: This episode was produced and hosted by doctor Jill Creighton, that's me, produced and audio engineered by Chris Lewis. Special thanks to the University of Michigan Flint for your support as we create this project. Catch you next time.

“Landslide” is a new NPR podcast series that tells the story of American politics in the 1970s, specifically of the 1976 and 1980 presidential elections, of Jimmy Carter's unlikely path to the White House and, most importantly, of how Ronald Reagan and the New Right rose to power. And as you will hear in our conversation with our guest Ben Bradford, the man who created, hosted, narrated, and produced “Landslide,” it is also so much more. For this episode, I recruited the help of Seth Cotlar, professor of history at Willamette University (and our first returning guest on the show), who is currently writing a book about the relationship between establishment Republicanism and far-right activism in Oregon since the 1950s. Together, we discuss the story of “Landslide” with Ben Bradford – and the many questions of fundamental historical and political importance it tackles. We investigate the Republican Party's radicalization to the Right and the role Ronald Reagan played in this process; the emergence of a new kind of politics and political culture; the relationship between Reagan and Trump – and between the political styles, promises, and projects they embody: Reaganism and Trumpism. And we reflect on the lessons we ought to learn (or not learn) from the 1970s for our own political moment, and whether the story of Gerald Ford and is best interpreted as a role model for a more moderate politics oriented towards compromise – or as a cautionary tale of what happens when the Republican establishment tries to appease and harness, rather than oppose, the forces of rightwing extremism. If you are interested in the pre-historie(s) of our present and how we got to where we are today, I promise this conversation is for you. We actually had so much to talk about that we are releasing the conversation in two episodes – look out for Part II early next week.     Show notes: “Landslide” at the NPR podcast network: https://www.npr.org/podcasts/510376/landslide Nuance Tales – Ben Bradford's podcast production studio https://www.nuancetales.com/home

Navigating Unprecedented Challenges The COVID-19 pandemic introduced a myriad set of challenges, upending the traditional norms and necessitating an urgent pivot towards empathetic leadership. Higher education, a particularly affected sector, had to swiftly evolve, fostering an environment where staff felt supported amidst the ensuing chaos. Embodying Transparency and Support Amy Hecht from FSU and Matt Imboden of Wake Forest University underline the importance of transparent communication and authentic actions from leaders. Through initiatives like FSU's Culture and People program, leadership at these institutions exemplified the care and long-term investment in their staff's career trajectories. Similarly, David Chao from the University of Pittsburgh highlighted a newfound focus on self-care, crucial for maintaining a balanced support system for students. Spaces for Grief and Adaptation Andy Wiegert at Washington University and Rachael Amaro of Cal State Fullerton share the vital role that organized grief spaces and an open line for support can play in sustaining staff well-being in times of loss. Melinda Stoops from Boston College emphasizes how institutional efforts to secure staff job assurance during such periods is a testament to caring leadership. Professional Development and Well-being Investment in professional growth and well-being, as recounted by Jackie Yoon from Harvard, ensures that employees feel valued and are more likely to contribute positively. The approach by Shatera Davis's leadership at Northeastern in Seattle during the pandemic harmonizes with this by preserving jobs and maintaining a connected community despite quarantine. Leading by Example The narrative of Leanna Fenneberg from Duquesne University describes leading staff reductions with care, prioritizing a loving environment even during departures. Moreover, Darlene Robinson of Seton Hall University speaks to the strategic support provided by listening leaders who aid employees during career transitions.   TRANSCRIPT Dr. Jill Creighton [00:00:01]: Welcome to student affairs voices from the field, the podcast where we share your student affairs stories from fresh perspectives to seasoned experts. This is season 10, continuing our season 9 theme of On Transitions in Student Affairs. This podcast is brought to you by NASPA, and I'm doctor Jill Creighton. She, her, hers, your essay voices from the field host. Hey, essay voices. Welcome to our second of 3 bonus episodes from the annual conference. Chris and I were able to move about the conference and talk to a couple dozen of you about your thoughts on the various foci areas. Today's question will focus on the 2nd conference focus area, which was Care in Chaos. Dr. Jill Creighton [00:00:42]: And the question we asked you was can you share an example of a time or a hope when a supervisor or organization provided effective care and support to employees during times of significant change or uncertainty in their careers. A lot of you had some really wonderful examples of how your organization Acquanetta Pinkard [00:01:07]: I'm Acquanetta Pinkard. I am from Montgomery, Alabama. I work for Alabama State University and I am a trio professional for 23 years. I believe that my supervisor as well as my campus have been very conscious of caring for the employees, giving us what we have need of whether that's time off, whether that's just opportunities to take a minute break, areas on campus where we could take minute breaks, and also providing just that continuum of care where we feel the liberty to be able to talk. So I think that that's what I've experienced. Taylor Cain [00:01:45]: I'm Taylor Cain. I work at the University of Georgia and serve as the director of engagement leadership and service there. Well, I mean, the one that comes most comes to mind first, most recently we had, unfortunately, 2 deaths on our campus. 1 of a former student and one of a current student. And while all of us were trying to spring into action to figure out how to care for students, in the midst of that, I was really impressed by the institution trying to find also ways to support those who were caring for those students. Our vice president for student affairs, who is newer to her role but not to our institution, made really intentional efforts to reach out to folks via email or text or when she saw them to take the time to show appreciation and care for the work that they were doing, recognizing the importance of it, but also encouraging folks to take care of themselves. And I think little acts like that go much further than some people may realize. And I think it meant the world to the staff who were doing the work. In times of crisis or difficult issues on campus, it's always really nice, I think, to have that recognition and affirmation of you're doing a great job and I'm right here beside you. But don't forget to take care of yourself too. Adrienne White [00:03:01]: I'm doctor Adrienne White. I'm the director of student success coaching at George Mason University, and I use sheher pronouns. I think my supervisor during COVID was remarkable in terms of how she supported us during certain times. And personally, during COVID, my mother was diagnosed with stage 4 lung cancer. And so on top of dealing with personal things, I'm now having to also grapple with how am I supporting my team at the same time. But then, also, how am I supporting myself during all of this and putting well-being at the forefront of our work. And I was extremely blessed to have a supervisor that allowed me the autonomy to create well-being opportunities for my team, but also well-being opportunities that worked for me as well because I was my mother's primary caretaker. And so, I adjusted my schedule. Adrienne White [00:03:53]: I went on 4:10 hour workday schedule because I needed to go to all a lot of doctor's appointments and be there with her during her treatment, and that was a significant moment in my life, in my career. And having the support of my supervisor and knowing that my supervisor has my back, right, knowing that my supervisor supports the decisions I need to make to take care of myself and to my team, you just can't put a number on that. It's incredibly important and has completely transformed my thought process and my leadership as well. Susan Hua [00:04:29]: Hi. My name is Susan Hua. I use sheher pronouns, and I'm the director of diversity, equity, inclusion at the Community College of Aurora, which is an MSI HSI just outside of Denver, Colorado. A hope that I have for supervisors or organizations to provide effective care and support to employees is to really just be intentional about how they are mentoring and having conversations with their employees during times of uncertainty during their careers. I think it's helpful to understand and really holistically look at your employees instead of just seeing them as one role or one fraction of your department, and to really understand that they have lives outside of the field as well, and to understand how to support their whole selves in the work journey that they have. Aileen Hentz [00:05:09]: My name is Aileen Hentz. I'm at the University of Maryland as the program director of academic and student services. I think constant communication was very important during times, especially when we're looking at budget cuts, furloughs, when we're looking at possible changing in policy that could have an impact on our office or our jobs. Just not being left in the dark was incredibly important, I think. So that kinda constant communication, opening things up. I loved when my supervisor was like, you know, I'm not supposed to tell you all this, but I'm gonna tell you anyway because I feel like you need to know. And that was really helpful for me when we were facing some of those uncertainties. Stephen Rice [00:05:49]: Stephen Rice, director of the Office of Community Expectations at the University of Southern California in Los Angeles, California. I've been very fortunate to have a lot of supervisors who really take the time to get to know me and provide me with the resources and support. And so when tough times happen, they're able to really provide me with that information that I need. My current supervisor, Darren, always takes the time out to really talk to me about different cases and different situations. When things go awry, cause I work in student conduct, really provides that support that I need for those of things. And as an effect of that, I'm able to do that for the team that I supervise of 6 individuals to really help them in their growth through or different times and provide them support. And it goes with 1 on 1 conversations, getting to know who they are, what they're passionate about, understanding their strengths, tapping into those strengths, seeing things that they may not see about themselves, and really getting them to to do those different things and challenging support them in the way so they are very effective, in what they do. And as a result, they have better tools when they're looking for the next step that they're able to move forward with it. Amy Adam [00:06:47]: Hi. This is Amy Adam, and I am from the University of Missouri in Columbia. I have been a student services support manager for 20 years serving graduate students. I've been so, so lucky in my 20 years with supervisors and organizations. I work in the School of Information Science and Learning Technologies. So we have mostly distant students, but all of the faculty and staff are located in the same building. Really, my first supervisor, doctor John Wedman, was one of a kind. He passed away about 9 years ago, but he really was that mentor to get me into student services and really just encouraged me to advocate for myself, advocate for my students, and to build the relationship with faculty, but to remember not to let them take advantage of me and the willingness that I have to do work. So, really, just making sure that I keep students first and foremost in my goal for my job has been the biggest thing. And really even through COVID, my current department chair has been amazing with flex time and just making sure that we take time for ourselves. You can't just sit at your desk all day. You've gotta get out, gotta get water, go take a break, go play with your dog. So I just feel very lucky that I've had that type of relationships with my supervisors. Stephanie Cochrane [00:08:14]: Hi. I'm Stephanie Cochrane. I'm the director of student services at Northeastern University in Toronto. I'm here for NASPA for just the Sunday pre conference around graduate students. That's a great question. I think COVID created a huge shift in our entire world and our way of thinking about student support, and our dean at the Toronto campus has been really effectively caring for our our employees as well as our students, thinking about hiring the correct resources, asking for input from the people who are working there and dealing with the students on a daily basis to see what our students need and keeping that student centered mindset at all times. Amy Hecht [00:08:52]: Hi. My name is Amy Hecht. I'm the vice president for student affairs at Florida State University. I've been there 7 years now. At Florida State, we've launched a new position and program called Culture and People, and it's really about helping people feel at home in Tallahassee where FSU is located, connecting to other people outside their division, celebrating people, and rewarding them, and also developing them, coaching them, and that's been very helpful for people to feel supported and valued, but also that somebody cares about their long term career trajectory. Shatera Davis [00:09:32]: Hi. My name is Shaterra Davis. I use sheher pronouns. I'm the director of student affairs at Northeastern in Seattle. I think the most recent time and then the most impactful time was during the pandemic when I worked in housing before and everyone thought that they wouldn't have a job because our students were moving out. And so our leadership did a really great job of saying this is where we're at. I'm being transparent on what the leadership conversations were and then ultimately giving us opportunities to do other work besides being, like, resident directors in order to keep our jobs and keep our housing during that time. And then doing the most to make sure that we all felt community because while we were having to quarantine, we felt that we were all by ourselves. None of us have roommates, and so being intentionally using the spaces and the meetings we had to, like, build communities, check-in, and still just being transparent on where we're at and, like, how we're supporting students, but also how we're supporting ourselves during that time. Andy Wiegert [00:10:25]: I am Andy Wiegert, Director of Graduate Student Affairs, Arts and Sciences, Washington University in Saint Louis. Gosh. Yeah. I mean, we've kind of seen a lot in our time. Obviously, having gone through COVID is the one that stands out the most, but we've also recently experienced things like, you know, a tragic death of a student. And that's really difficult because you have administrators who are both trying to support students, but at the same time are also experiencing their own grief and trauma. And so it really has been neat to see some of our leaders recognize that, acknowledge that, and create spaces not just for our students to grieve, but also for our staff, our faculty, and support folks. Scott Peska [00:11:10]: Hi. Scott Peska, Waubonsee Community College, assistant provost of student services. I would say that this was a few years back, quite a few years back when I worked in res life, but I recall when 911 took place right there was some real challenge with direction during that time and really giving staff the space to not only help their students go through and kind of process, but to give us time to process individually was really important. And to really think about you're gonna deal with a lot of crisis management in higher education. And so are you prepared for this? You need to get yourself in a space to do that. And so being able to give us time to actually give us strategies, talk to people that were crisis managers and kinda looking at preparing that, that was helpful. Dilna Cama [00:11:53]: Dilna Cama. I am a director within student life at the Ohio State University, and I am part of the off campus and commuter knowledge community. My most recent supervisor, he did our organization was down to 2 of us, and we were essentially scratching everything and building a start up. And his support and the way he really reminded me we can do anything, we can't do everything. And that's something I remind myself each and every day. And so really keep making sure that I'm focused on what is most important has really allowed me to remain positive. And definitely the way in which he provided support, I think, was very notable. Sabina Kapoor [00:12:42]: My name is Sabina Kapoor, and I'm currently a a full time doctoral student with Capella University. I spent over 20 years in higher education as a staff within student affairs, student success, and academic affairs. So as I progressed in my career, I've focused more on staff so that they can better serve students. And I wanna go in deep with that, so that's why I'm pursuing the doctorate in IO Psychology because I wanna look at the relationship between the organization and the employee. What comes to mind is a few, the pandemic. During that time, a lot of universities were downsizing, and my university that I was at was no exception. And so it was really interesting because it was unprecedented in how many people were part of a workforce reduction. And so how the university supported people at that time, it was interesting. Sabina Kapoor [00:13:31]: I think the university really didn't know how to. And then you had the people that stayed that weren't, let go. And so I felt like they had survivor's remorse, and so it's real interesting. And so I think now is something hopefully, that won't happen again to that extent, not just my previous university, but other universities and colleges as well. But if it did, I think institutions know now how to handle that better and have that human touch. Carlie Weaver [00:14:01]: Hello. I am Carlie Weaver with Rose Hulman Institute of Technology. I'm a programs coordinator for the student activities in Union office. I'm not really sure how to answer that because I do feel like I don't really find myself being uncertain in my career because my supervisor, Kristen Merchant, hurt you, and Kristen Lloyd are very, very supportive in helping me to find my footing in my own voice and my role. Roxanne Wright Watson [00:14:31]: Hi. My name is Roxanne Wright Watson. I'm from Lehigh Carbon Community College in Pennsylvania, and I'm happy to be here. I think my direct supervisor, my dean, is supportive of what we do in the classroom, how we help our students. And in particular, a situation that I can recall is during COVID. During COVID, I think they were supportive to us in terms of having to just switch from face to face classes to online classes. The support was there. The support in getting things to instructors, supervisors did and how they helped us, the supervisors did and how they helped us as faculty. Yes. Carla Ortega Santori [00:15:27]: My name is Carla Ortega Santori. I work at Rice University. I am the strategic initiatives manager at the Door Institute For New Leaders at Rice University, and my job is really about helping students elevate their leadership capacity and to also elevate the capacity of all campuses to do really great leader developments in education. I think everyone went through significant changes in 2020. Obviously, our director and leader was really great about embracing that level of uncertainty and creating a safe space for everyone to also attend to their needs, be they professional or personal. Another big, I think, time of uncertainty or significant change was when we changed directors, and I think both the outgoing and incoming directors were really great at defining our roles and clarifying expectations really clearly, so that was really helpful. Laying out a vision and also being okay with if we needed to change that vision or significantly alter it to accommodate our current needs was also really helpful. Rachael Amaro [00:16:41]: I'm Rachael Amaro. I'm the admissions and academic advisor for the Department of Educational Leadership within the College of Education at Cal State Fullerton. I think a good example of that is the faculty who's the director of our EDD program. We had a really rough patch in our department, you know, between the faculty. The faculty were having issues with each other, which of course, the students pick up on, everybody picks up on. It makes the whole environment a little challenging, but my EDG director was always very level headed and very understanding and always open to saying, hey, if there's something going on, like, please let me know, like, don't, you know, don't keep things. It's important that I know what's happening so that we can all figure out what is going on and how everybody's feeling, at least in the office side, because the fact are gonna be themselves. They were having some issues with each other. Rachael Amaro [00:17:29]: The staff, obviously, we were okay with each other, but obviously it all affects everything, so I really appreciated her always being so confident and always so caring and open, and always checking in and making sure we were doing okay when we had some rough times with our own leadership within our department, she was always the one person that we knew we could count on. And, you know, she's the one person that asks how you're doing, Jess, how your parents are doing. It's just those simple acts make a big difference. Christine Wilson [00:17:59]: I'm Christine Wilson. I am in student affairs at UCLA. I have two roles. 1 is as the executive director for academic partnerships and the other is the program director for our director for our masters in student affairs program. I saw the leadership of our student affairs organization exhibit tremendous humility and vulnerability directly after the pandemic when there had been some things that were not seen that impacted fairly large number of staff, and they were unseen largely because of the pandemic. It was much harder to get a pulse on what was happening, and what was happening did impact a lot of people. And in order to heal that, our leadership really had to show tremendous humility and vulnerability. And the fact that they did that allowed the healing to begin to happen. And a year later, the organization was healthier, even maybe a little better for what they've learned. Olivia Ruggieri [00:18:53]: Hi there. My name is Olivia Ruggieri. I'm the associate director of administration operations for Northeastern University Seattle campus. I grew up in Pennsylvania, went to college in Florida, and came out here in 2013, but I've been working for the university since since 2018. I would say that right now, there's a big shift towards, not centralization, but standardization of policies across our network of campuses. And so while for folks, at my level, like the ops leads on our campuses, we already do a lot of coordination between each other. We know each other well. But for the folks on our teams, like our operation specialists, our event specialists, they had not yet built their network with each other. Olivia Ruggieri [00:19:34]: And so, coming out of our Vancouver campus, someone named Kayla organized a, mentoring, like, work group for all of those folks, which has been really amazing. So now, folks who are new to the org are mentored by folks who have been here a little bit longer. Those folks are mentored by people that whose roles they might be interested in the future, and I've found that this has helped some of that standardization that's coming across all of our campuses, and we're gonna be well equipped for the future. Christle Foster [00:20:05]: Hi. My name is Christle Foster and I'm from Chesapeake College located on the Eastern Shore of Maryland in Y Mills. I'm gonna point to the pandemic since it's so recent and I will say that our leadership at Chesapeake was very responsive and one of the things that they definitely emphasized was care. Self care as well as caring for our students and I've seen that change even when we returned to the college. With the CARES funds that we have, a lot of it was allocated to students who are going through mental health challenges as well as financial challenges, food insecurity, housing insecurity, and there was a lot of response in which those funds were put to, trying to retain those students and also help those students over those challenges. Nathalie Waite Brown [00:20:46]: My name is Nathalie Waite Brown. I am the assistant dean of students and director for graduate student life at Stevens Institute of Technology located in Hoboken, New Jersey. From a personal perspective, the institution that I worked at when I joined a few years following, we had a new president that came to the institution, and it was during a time where there was a lot of turmoil. And I believe that the leadership that remained really was committed to retaining staff and faculty in a way that was intentional and purposeful, not just for our students, but also for the climate of the employees and welcoming and supporting the new president. And that's something that's been impactful in my career. That was 11 years ago, and it it's still something that resonates with me. Dae'lyn Do [00:21:28]: My name's Dae'lyn Do. I use sheher pronouns, and I am the associate director for the Women in Science and Engineering Residence Program at the University of Michigan, and I am coming into the position of the WISA CASE co chair. I mean, I have been lucky to have some really great supervisors in my career and definitely supervisors who focus on that work life balance and really making sure that they're taking care of their employees and not giving them time for themselves when they've had like a high busy time. Making sure that we're building in those days and those breaks for ourselves, whether it's in the day to day or whether it's in the busier seasons. I feel like I have been really lucky to rely on some great supervisors who just really prioritize that and know that we are workers outside of we're people outside of our jobs too. Natalie DeRosa [00:22:18]: So my name is Natalie DeRosa and I'm from Lehigh Carbon Community College in Schnecksville, Pennsylvania. So my supervisor has been an amazing support for me personally when some of my programming had the plug bolt on it this year, and being that space where I can just grieve that that happened, that meant a lot to me. And also, we're still looking for ways to bring back the programming. I work at a community college, so sustaining programming is always a challenge for us. So being able to talk to my supervisor about it and have her be just right there as we're experiencing it has lended a lot of support to me professionally. Dan Volchek [00:22:58]: Dan Volchek, assistant dean of student success at Harvard Griffin Grad School of Arts and Sciences. My relationship with expect that and hope that in a supervisor. So as we're going through changes and uncertainty, both professionally in the career and at the institution, they were working as a team and they were talking. And sometimes that has happened and sometimes that hasn't, but that's a very important way to get through when issues come up. Vaughn Calhoun [00:23:31]: Vaughn Calhoun, Seton Hall University, hehim. I think, interestingly, you know, coming out of the pandemic, we were so used to being at home for 2 years and then coming back to campus with the thought of we're gonna be there a 100% of the time when literally our lives have readjusted based on on the pandemic. So one thing I advocated for was a work from home policy. We didn't have one across the institution. It was based on each department. So putting together a proposal, which was then accepted by our vice president and saying that, you know, this is what we can do. So that, I think, was really powerful because our staff knew and got the message that our executive administrators care. Darlene Robinson [00:24:14]: My name is Darlene Robinson. I'm the RISE general and director for Seton Hall University. I can speak to that in a sense that being that I'm just moving in to this career, I spent over 15 years in the financial aid department, and I just moved over to student services. And with this move, the supervisor that I currently have now has been very strategic in listening to me as a person, asking questions of how and what I need, and how he can be of service as well as influence. Whatever it is that I need to do my job in the Miguel Angel Hernandez [00:24:59]: Hello. My name is Miguel Angel Hernandez. I am the associate vice president and dean of students at San Francisco State University. I have been very fortunate as a individual to have had amazing mentors, supervisors, sponsors throughout my career. Faculty members that have really taught me, guided me, coached me at different aspects of my career. And so when I think about a specific time, the easy place for me is thinking about what we as a community, as a planet, have navigated these last 4 plus years of COVID through that particular global crisis. I think about the patience, the openness, the modeling that I saw from supervisors, from organizational leaders related to bringing people in, leaning in to the moment, to what individuals needed, and really giving us the capacity to rethink how we approach work, life, care, concern for each other and for the students that we serve. And so one of the things that I work very hard to do is not to romanticize that global crisis, but I am trying to make sure that I don't forget the lessons that were learned from the flexibility, the love, and the care that we demonstrated to each other to be able to navigate that time and that space.  And so that would be something that I saw both from supervisors and from organizations. I hope that we continue to allow those experiences to be centered as we move forward in our work. David Chao [00:26:29]: Hello. My name is David Chow. My pronouns are hehim. I serve as the director of IT for student affairs at the University of Pittsburgh, and I'm also the chair of the technology knowledge community. For sure during COVID, I think everyone became so much more attentive towards self care. And I'm not even just in higher education, I feel just like in the workplace in general, everyone just seemed to be working harder than their parents type mentality. And I think since then we've understood about the balance that, you know, we can't assist our students and serve them if we don't take care of ourselves as well. And some of the advice we give to them, we should probably take as well. Melinda Stoops [00:27:01]: Hi. I am Melinda Stoops. I serve as the associate vice president for student health and wellness at Boston College. In terms of looking at times when there's been significant change or and uncertainty in everyone's life. And in higher education, there were just all of us going home for periods of times and uncertainty in what our roles were in specific moments when everyone's off campus. How are our roles different, and what can we do to contribute, and what are we needed to do to contribute? And I feel like that that was a time where there was a lot of uncertainty, and I think one thing I appreciated about that was my institution's stance of there's a lot of uncertainty, but we are really going to make a real point to care for our employees during this time. Now with that said, again, we were off campus, so caring can show up in different ways. But feeling like they were like, we are concerned about employees. We wanna make sure that you all are healthy, that you all know that your job is secure, and just that really that in and of itself went a long way. And it felt so fortunate because I know not everyone was in that same position, and I felt very privileged to be able to receive that support from my employer. I know that my colleagues on my campus were as well. Derek Grubb [00:28:26]: Derek Grubb, Dean of Enrollment Management for Red Rocks Community College in Colorado. I've been fortunate to have a lot of supervisors and colleagues I think that I've learned from how to be effective, but one more recently was past president. Really taught me the value valuing people, celebrating even the small wins, and really how that promoted a environment of caring, great place to work mindset. Matt Imboden [00:28:50]: My name is Matt Imboden. I use the he, him pronouns. I serve as the chief student services officer in the School of Business at Wake Forest University in North Carolina. And, for the past few years, I've also been chairing the administrators and graduate and professional student services knowledge community for NASPA. So I'm sure there'll be some point at which my mind doesn't completely shift to the COVID experience when somebody asked this kind of a question, but I am not at that point yet. So my mind as you were speaking, Chris, went immediately to COVID as a time that I think revealed leadership or lack thereof depending on the experience. But that's exactly one of those stressors I just talked about in terms of uncertainty that you were talking about because my goodness. I remember feeling particularly impacted when people walk the walk and just didn't talk the talk of either high level administrators who personally sacrificed in the face of budget cuts to touch their own compensation or to really demonstrate not just sort of with words, but showed me that they're in this too and that makes you want to give as an individual and I think role model that for other people on your campus. And so that stands out for me of throughout all that COVID uncertainty when all of us were pulling out the depths of our leadership ability and administrative capabilities just to see people who, went beyond the talk and really walked the walk of leadership. Evette Castillo Clark [00:30:01]: Evette Castillo Clark, vice president for student life and dean of students at Lewis and Clark College, Portland, Oregon. I'll think of myself in this as a supervisor. When you can't give or when I can't give the gift of money, I know that in times of need or support to my team, I'm gonna give the gift of time. So when I look at them, if my team or my staff are exhausted, I always talk to them about tag in and tag out. If you need the time or you need the break, me as a supervisor, I have to be very understanding of that. If you can't always offer additional monies for stipend, you gotta give the gift of time. And you have to understand that people need to regroup, and people need people need time to refuel and regain their energy. So in times like this, campus climate issues, post pandemic breaks are needed, and I think I also have to model that as well. Madeline Frisk [00:30:56]: I started this job at Portland State in 2021, was working remotely up until the fall term. I started in the spring term at our institution, so navigating that shift from remote to in person and also having colleagues that I'd basically just met in person was definitely a difficult time for me, but my boss was very supportive and everyone was very welcoming. I found a community both with our union on campus as well as with my co workers and boss, and that was a great experience being initiated into a really wonderful community at Portland State. Gene Zdziarski [00:31:32]: This is Gene Jarski. I'm vice president for student affairs at DePaul University.  I can think of a couple of situations. I will go back 25 years to Texas A&M University when I was a young staff member there, and we had an unfortunate tragedy of our traditional bonfire collapsing. And, 12 individuals were killed and 27 others were seriously injured. And the amount of attention and care that was taken by the institution beginning with the president who came in and basically said to all of us who were trying to respond and trying to work with the situation, I don't care how much it costs. I don't I want you to do the right thing. I want you to do whatever it takes to take care of people, and that was such a reassuring thing as you're trying to manage through such a challenging time, and so, for me, that was a significant moment. Gene Zdziarski [00:32:36]: I also had one when I was at DePaul University, and we had a speaker come to campus that really, disrupted the campus community tremendously. I had actually recommended to the president at that time that being a private institution, we could make some decisions about whether or not this speaker really should come to campus. And he said at the moment, no. I think we need to have a process, a plan for that, but we're not in that place right now. I think we need to go ahead and do this. After it happened and there was a lot of backlash from the campus community, he stood by me the entire time and worked with me in meeting with all the different constituencies, stakeholders, and student groups to really listen, hear people out, and then help us begin to build a plan for how we would address that in the future, and that was pretty significant to me. Lyza Liriano [00:33:22]: Hello. My name is Lyza Liriano. I currently serve as an area coordinator at DePaul University in housing and residence Life. Originally, I am from Brooklyn, New York. Yes. So prior to my role at DePaul, I worked at the University of South Florida, Tampa, and this was only about 2 years ago when there was a lot of political change happening in Florida, and impacted my identities as a queer woman of color. I didn't feel safe being in Florida, but my supervisors at the University of South Florida specifically provided me with hope knowing that I would be safe at my institution, and not only that, that I could still be there for my students. No matter what legislation was saying, we still wanted to build that community and make sure that our students really felt like their needs were being heard. And so I felt that as a professional, and we kind of instilled it to all of our student body as well. So although I did end up leaving, I left knowing that my students were in great hands. Jackie Cetera [00:34:24]: Jackie Cetera. I use sheher pronouns, and I serve as the director of residential education at Bucknell University in Pennsylvania. For this, examples of when this has worked out really well has been when administrators and leaders within the institution really important for leaders to pour into their people and provide guidance even when it might be really hard to do so. Providing space to talk through situations and scenarios and to keep people informed is really, really important. Lisa Landreman [00:35:09]: My name is Lisa Landreman. I'm the vice president for student affairs at Willamette University in Salem, Oregon. I think that COVID is the best example. I feel really proud as an organization, as an institution, how much we held space for our employees, that we gave regular frequent communication as a team of people who were managing the crisis, particularly early on. We did really regular communication. We stayed abreast of what was happening in the world. We thought well about our community. We allowed a lot of flexibility with work even though we were in person for our students. Lisa Landreman [00:35:46]: We gave options both for students and employees to do hybrid work or remote work as needed. I think we also gave a lot of flex to parents who were or people who had family members they were caring for, and so I think we were clear about our expectations for, you know, maybe some of our goals were on hold because we were tending to what was most immediately important and what was reasonable to ask people to accomplish at a time when we were all caring so much in our personal and professional lives. I think that was a way that I was really proud of how we managed that. Jackie Yun [00:36:22]: Hi. I'm Jackie Yun. I take the she series, and I serve as the executive director of the Harvard Griffin GSAS Student Center. Sure. I think I've been lucky at my institution that they have invested heavily in my professional development, and I have been able to go to them and say, I want to learn this thing. This is how I think this connects to what I do. And maybe in some cases, it doesn't always really connect, but they understand that providing me the support to keep learning and to try new things keeps me at the institution and keeps me doing good work for graduate students. Leanna Fenneberg [00:36:55]: Hello. This is Leanna Fenneberg. I'm the incoming chief student affairs officer at Duquesne University. I think so many of our institutions are going through reductions in force. I've personally, been impacted by those, and I've had to lead those with staff. And those are some of the most critical times for the people who are departing and for the community members who remain. And so I think of those difficulties as we all have budget reductions and how we can provide a loving supportive environment for all of the employees, even those who are directly affected in helping them support in their next journey and making difficult decisions and communicating those, but doing that in a ethic of care and concern for the individual and providing that kind of supportive community during some of our most difficult times. Jake Murphy [00:37:41]: Jake Murphy. I'm the director of prospective students services at OSU Institute of Technology, and I am over all recruitment and retention efforts at the university. Probably best example is my most recent position with a supervisor. I've just been in the role like about 2 years now. The university had been in a perpetual decline of enrollment for the last 10 years and it was morale was low. Everything was like absolutely terrible and my supervisor employed strategies to make sure that since we can't necessarily pay people the best in student affairs affairs sometimes, that she gave us the opportunity to use whatever time we needed to be felt supported and it really helped all of, like, bolster morale and just helped us avoid burnout which was great. Larry Pakowski [00:38:29]: Larry Pakowski. I'm the vice president for student engagement, inclusion and success at Aims Community College in Greeley, Colorado. I think COVID is a good example for us all that we all shifted to a remote environment overnight, and then some schools came back sooner, some schools came back later. And I think it was really an exercise in making sure that we not only forgot our people, but also the mission of the college and ensuring that we were doing what we needed to do by students, but also our employees as well. Jillaine Zenkelberger [00:38:56]: Hi. I'm doctor Jillaine Zenkelberger. I am the program coordinator over at Graduate Student Life at the University of Notre Dame. Yeah. So actually, a really good example is this year, we have a new dean of our grad school, Mike Hildreth at University of Notre Dame. And with any new head, new leadership, there's always, like, oh, what is this gonna mean for changes in our programs? But he's really taken the time to, like, sit down and listen to what our offices need and what our students need so that not only are we addressing students' concerns, but we're doing it in a way that's practical for us as employees. Because I think that sometimes we focus only on one side of initiatives and forget, like, well, somebody has to do it and has to have the capacity to do it. I think he's done a really good job and our team at the grad school has done a really good job of keeping those two things in mind. Kristen Merchant [00:39:49]: Hi, everyone. I'm Kristen Merchant. I am from Rose Hulman Institute of Technology. I am the associate director of the union and student Activities Office there and also the director of our lead programs. So my boss's name is also Kristen, but her name is Kristen Lloyd. She always just supports us with whatever we need, asks how we're doing. If she can sense that we're kind of feeling burnt out or tired or exhausted, she always takes the time to check-in with us us and give us some extra time off if we need it, and she just always helps make sure that we feel confident in our roles, and that just makes me feel very, very supported and confident in my roles. Joe Lizza [00:40:25]: My name isDr. Joe Lizza. I'm the director of the Chamberlain Student Center and Campus Activities at Rowan University in New Jersey. When I was a few years within my first full time job, I knew I wanted some type of change, and I had very supportive supervisors that provided me those opportunities knowing that the growth at the time in my current role and maybe the growth at the institution wasn't necessarily there, but they gave me some tools both through mentoring, but also through professional development opportunities to kinda seek out that next step. And they were just very upfront. I feel like sometimes people kinda string you along. They were very upfront to say, we love your work. You're doing a great job, but maybe your next step is not here. And they really provided that support to look elsewhere, which ultimately then allowed me for advancement outside of that original institution. Joshua Allred [00:41:19]: My name is Joshua Allred. I work at Louisiana State University in the College of Agriculture as their manager of student services. Sure. So we had a a pretty significant restructuring in our office a while back, like, about a year ago when our assistant dean left. And I work in an academic affairs unit so they took that time to really kind of restructure and move some pieces around. And so there was an uncertainty in terms of, are our jobs secure? Are our jobs moving around? Are we gonna have some significant changes in, like, what are what's under the purview of our our jobs. And again, I think having strong leadership and having them assure us and and talk through us the entire time as things were being discussed and actually listening to our input and getting feedback from us about our experiences being kind of the boots on the ground people working with students, I thought was really helpful and thoughtful. I think sometimes frustration, especially in uncertainty and during times of change, comes from folks at the top who don't necessarily have the most recent experience working with students in, like, a really direct way, making these really big sweeping decisions and not always taking into consideration the opinions and the feedback from folks who are doing just that. Joshua Allred [00:42:25]: Wow. So one of the things I continue to do is try to be innovative and think what's next? What more can I do to support students and support student success? I don't wanna come in and do the same programs over and over again. I want to do my best to collaborate, whether it's with my partners in academic affairs or my partners in student affairs. But whenever uncertainty comes, then that says, how do I make sure that students are successful? Because in uncertainty, they wanna make sure that what you're doing is supporting student success. So that's what I do. At Texas A&M, specifically, we just had a major change in who our president is, and we changed from the College of Education to the School of Education and Human Development. There were a lot of the professionals within the College of Education and Human Development who weren't happy with that change and thought that our peers around the country would look at us and say, School of Education and Human Development, we're a college, we do more, we're a research one institution, why is that happening with us? And, again, during that time of change and that time of uncertainty, our focus in the Burns Center was how do we make sure that we are supporting our students and making sure our students are successful? How do we make sure those persistence and retention and graduation rates continue to stay high and how can we raise them? Judy Traveis [00:43:58]: Hi, everyone. I'm Judy Traveis. I'm the associate dean for the Graduate Student Success Center at the University of Florida. I would say recently, I'm from the University of Florida and the Florida landscape has been impacted greatly with big issues in the DE and I space. And I think throughout it all, leadership had town hall meetings and general counsel available to help shape and create our programs so that they can live in the new world. Katie Caponera [00:44:31]: I'm Katie Caponera, director of student life at Harvard Divinity School. This past academic year has been one of the most challenging that I've experienced in my 15 years in higher ed, and I know it's been challenging on many campuses. It's felt particularly difficult at Harvard. We're very much in the national spotlight, but I think that what's helped me get through those challenging pieces and times have been the supportive colleagues and my supervisor who's been amazing at checking in and keeping everybody up to date on what's going on, talking through what we may be facing, and being very clear about what expectations are and what strategies are to approach what may be coming to us given the different types of uncertainty and and challenge that are present. Kathy Dilks [00:45:19]: My name is Kathy Dilks, and I am the director of graduate student and post doctoral affairs at the Icahn School of Medicine, the Graduate School of Biomedical Sciences. Supervisors have always been very, very helpful. I think one of the best tips they've ever given me is perception is reality. So anytime that I come with questions or uncertainties or even in my professional outlook, I remember that one phrase over and over again, and I strive to put my best foot forward if I've always had the luxury of working with other people who are able to answer questions, able to guide me along the way. Julie Payne Kirchmeier [00:45:58]: Julie Payne Kirchmeier, vice president for student success for the u Indiana University. It's not really a system. It's a multi campus university, but we can say Indiana University System if that's easier for folk to kinda place the role. It keeps me steady as a leader and as a member of an organization. It keeps me steady. And be vulnerable, as we talked about. It's a harder one to answer, I think, because particularly the past 4 years have just been so upside down for all of us. And so finding examples of care and support in such an uncertain time, relating back to question 1, is really hard. Julie Payne Kirchmeier [00:46:30]: But I will name a moment, and it was pre the disruption that we all know of COVID, but it was so fundamental and so just roiling with uncertainty is when I was at Northwestern as the associate vice president and chief of staff, and our vice president passed away. Beloved, long, long battle with cancer, and I will say her name, Patricia Theus Urban, an icon in our field. And it was one of those moments you knew eventually was coming, but it doesn't make it any easier. And the pain and the shock and just the sadness that just infiltrated the division and the campus, and there was a lot of burden that was put on our division to plan her memorial and a whole host of things. So, you know, like, good student affairs professionals, we just jump in and get it done. But during that time, we really tried to provide spaces, conversations, moments, touch points, remembrances of her, and not just at the memorial. We would take moments throughout the coming year to pause, to remember, to talk about, to laugh, to, you know, all the things that you wanna do to move through a really painful time. And, you know, I can look back on it, and that was 5 almost 5 years ago now, which is kind of mind blowing. Julie Payne Kirchmeier [00:47:40]: And I'm really proud and honored to have been part of a community that did that for each other. I'm not gonna stand here and say it was me. I'm not gonna stand here and say it was a small group. It really was that full community of student affairs that came together and did that. I think one of the sad things for me is that you don't often see that happen outside of student affairs in higher education, and I think we've got to do better Julie Payne Kirchmeier [00:47:59]: as an Julie Payne Kirchmeier [00:47:59]: industry, as a field, in industry, as a field in remembering that we have to show up for each other in these really important ways, large and small. Dr. Jill Creighton [00:48:10]: This has been an episode of Student Affairs Voices from the Field, a podcast brought to you by NASPA. This show the content. If you'd like to reach the show, please email us at sa voices at naspa.org or find me on LinkedIn by searching for doctor Jill. We always welcome your feedback and your topic and guest suggestions. We'd love it if you take a moment to tell a colleague about the show and give us a a 5 star rating on Apple Podcasts or wherever you're listening now. It really does help other student affairs professionals find the show and helps raise the show's profile within the larger podcasting community. This episode was produced and hosted by doctor Jill Creighton, that's me, produced and audio engineered by doctor Chris Lewis. Special thanks to the University of Michigan Flint for your support as we create this project. Dr. Jill Creighton [00:49:03]: Catch you next time.

Embracing the Unknown The field of student affairs is constantly evolving, and professionals in this domain must be equipped with strategies to navigate uncertainty effectively. Success in this arena comes from a blend of versatility, patience, and transparency. Versatility and Adaptation Aquaneta Pinkert from Alabama State University highlights the importance of being well-versed in various areas, allowing for a smooth pivot when needed. Embracing a versatile approach prevents stagnation and ensures relevance in meeting student needs. This pivot-and-adapt strategy is crucial in staying dynamic within the field. Patience and Trust Taylor Cain of the University of Georgia emphasizes practicing patience amidst uncertainty. By trusting the process and focusing on controllable elements, student affairs professionals can maintain composure and lead with confidence, even when future outcomes are unclear. Transparency in Leadership Dr. Adrienne White from George Mason University shares her experience during COVID, when uncertainty reached a peak. By committing to monthly one-on-ones with her team and maintaining transparency, she fostered a supportive environment that not only alleviated concerns but also reinforced trust and collective problem-solving. Moving Forward with Resilience As student affairs professionals, embracing uncertainty isn't just about survival—it's about thriving and finding opportunities for growth. The strategies shared by these professionals are only a few of about 50 that provided a glimpse into the diversity of approaches used across the field to overcome challenges and foster an environment that champions both student and professional development.   TRANSCRIPT Dr. Jill Creighton [00:00:01]: Welcome to student affairs voices from the field, the podcast where we share your student affairs stories from fresh perspectives to seasoned experts. This is season 10, continuing our season 9 theme of On Transitions in Student Affairs. This podcast is brought to you by NASPA, and I'm doctor Jill Creighton, she, her, hers, your essay Voices from the Field host. Welcome to this bonus episode of student affairs voices from the field. As we've returned home from the annual conference, Chris and I are thrilled to share with you your voices. We were able to connect with several dozen of you throughout the conference experience to get your thoughts on the 3 conference foci areas and learn from your experiences. Across the next 3 weeks, we're going to be dropping bonus episodes on Tuesdays to share with you your thoughts on these three areas. The first area was navigating the opportunities of uncertainty. Dr. Jill Creighton [00:00:53]: And the question we asked you was, what strategies have you employed to embrace uncertainty during your career, and how have they positively impacted your professional journey? Please enjoy. And if you were featured, thank you so much for sharing your voice with us. Acquanetta Pinkard [00:01:08]: I'm Acquanetta Pinkard. I am from Montgomery, Alabama. I work for Alabama State University, and I am a trio professional for 23 years. Wow. That's a loaded quest 1 is pivoting. Pivoting, making sure that I am, well versed in a lot of different areas. So I am equipped to pivot and not get stuck in any particular area. So making sure that I'm just able to move with the times is so and that's been very impactful and not allowing me to get in a position where I'm I'm stuck doing the same thing over and over again, so that I can be impactful to my students still and revel it. Taylor Cain [00:01:45]: I'm Taylor Cain. I work at the University of Georgia and serve as the director of engagement, leadership, and service there. I think with uncertainty, I try to exude patience, which for those who know me would probably be surprised by that. I wish I was more patient. But with uncertainty, I try to stay calm, rely on what I know to be true, and then try to be patient and trust the process, as cliche as that is, to see how things work out. Certainly, try and figure out how I can control things within my sphere of influence. But understanding I'm a part of a larger organization and to move something like that forward or trying to figure out what's gonna come next, no one can predict the future. So do the best with what you have, but just try and stay patient. Adrienne White [00:02:25]: I'm Dr. Adrienne White. I'm the director of student success coaching at George Mason University, and I use sheher pronouns. I actually think COVID was the most uncertain I think we've all ever been about our careers and the future and where we were all going with our lives. And something that I use with my team, that's when I started doing monthly 1 on 1 with every single person on my team. Because it gave them an opportunity to talk to me 1 on 1, talk to me about their concerns that they're having, and then gives me an opportunity to be able to alleviate some of those concerns or collectively come up with solutions to some of their concerns. And I think being as transparent as possible with the information that I've been given has really positively impacted my professional journey because I think it's forced me to be a more transparent leader, and it's also really made me think about how are the to the world events of today affecting my team and how we're supporting our students, which is our primary job. So it's really helped me rethink how I'm supporting my team through uncertain times. Susan Hua [00:03:31]: Hi. My name is Susan Hua. I use she/her pronouns, and I'm the director of diversity, equity, inclusion at the Community College of Aurora, which is an MSI HSI just outside of Denver, Colorado. The strategies that I've used to employ that I've employed to embrace uncertainty during my career is really making sure that I have a community of folks around me who are able to help me unpack and debrief what I'm going through. I found that having a network of friends and colleagues who have been really close in my journey has been really helpful in terms of understanding the challenges I'm going through and also offering strategies and offering support in times of uncertainty. Aileen Hentz [00:04:07]: My name is Aileen Hentz. I'm at the University of Maryland as the program director of academic and student services. I have embraced it fully. Many times, even now, I'm I'm 20 years into my career, I have stuck my foot in my mouth. So one thing that I have learned to do is try my hardest to think before speaking and to go with the flow and to be a little bit more thoughtful, and I think that might be some of the strategies. Stephen Rice [00:04:41]: Steven Rice, director of the Office of Community Expectations at the University of Southern California in Los Angeles, California. Some strategies that I use to embrace uncertainty, 1, to recognize uncertainty does happen all the time. And so you can't really prepare for it, but you can also be ready for it. And so I do that is looking at the positivity of it, making sure that I create networks with different resources on campus, so when those uncertainties come, figure out strategic stakeholders that can utilize to create a plan to really understand how to approach this uncertainty. But also going back and looking at how we learn and grow as individuals and as professionals, and how we are able to impact our university community positively by utilizing these different uncertainties and making the learning outcomes from it. Amy Adam [00:05:22]: Hi. This is Amy Adam, and I am from the University of Missouri in Columbia. I have been a student services support manager for 20 years, serving graduate students. One of the big things about uncertainty in my career, I've seen a lot in the past 2 decades. We went through some budget cuts after a campus wide protest that affected our relationships with legislators. Those of us that served students on campus really held fast to our values and our goal to support students. So, really, we just did a lot of debriefing amongst staff as well as really making sure to reach out to our students to make sure that they knew that they were supported and can ask for anything, and we would either support them or get them to the right resource if they needed it. Stephanie Cochrane [00:06:17]: Hi. I'm Stephanie Cochrane. I'm the director of student services at Northeastern University in Toronto. I'm here for NASPA for just the Sunday pre conference around graduate students. I think the main strategy is a growth mindset. Really in Toronto and especially Northeastern, we're growing at a really rapid pace and so we're keeping up with that. We also have a lot of students who are coming to the country for the first time, so international students. And having that growth mindset means that we can create innovative programming, try to try things for the first time, experiment a lot with our programming, see what works, what doesn't work, and continuously change and adjust as we go. Amy Hecht [00:06:57]: Hi. My name is Amy Hecht. I'm the vice president for student affairs at Florida State University. I've been there 7 years now. The strategies I've employed to embrace uncertainty during my career has really been leaning on mentors using my network, really having conversations about what is happening, whether it's at my institution or across the country. I've also employed a leadership coach that's been really helpful in processing what's happening at work or what's happening in life, and that's really helped me navigate different moments throughout my career.  Shatera Davis [00:07:35]: Hi. My name is Shaterra Davis. I use she/her pronouns. I'm the director of student affairs at Northeastern in Seattle. Move with kindness and empathy has been one. I think it would be too simple to say treat people as how you want to be treated. I think it's more intentional than that, and so anytime I move careers, anytime that I support students, I always think about what would I have needed when I was a student, what did I get when I was a student, my why when I came into student affairs in higher education, and then giving myself grace and showing myself true kindness and empathy in those moments where it's tough is something that I just try to live by and move forward anytime, like, in my career and in my personal life. Andy Wiegert [00:08:17]: I'm Andy Wiegert, director of graduate student affairs, arts and sciences, Washington University in Saint Louis. Yeah, it's a good question. I think actually coming from a different industry before I came to higher ed, I've been in higher ed now for about 11 or 12 years. I was really used to a more hierarchical structure that had very clear trajectories, and I've really had to lean in to just living in the moment and sort of being present at what I'm doing now and just trusting that as I build a network that my own development will just happen in kind. Scott Peska [00:08:52]: Hi Scott Peska, Waubonsee Community College, Assistant Provost of Student Services. I think that the best part is trying to find ways to be resilient and one of the things that I learned early on was to always do things a little differently. So don't take the same route to work every day. Try to find new ways to just ensure that you're comfortable with change. And so we get into, like, a lot of ruts as human beings. And so we kinda get in the same patterns of behaviors. The more that we can kinda find ways to change it up so Tuesday, that's my secret. Tuesday is my day to do something different every week. It's a way to try to promote being flexible and that has helped me to process and be prepared for uncertainty when it comes up. Dilna Cama [00:09:31]: Dilna Cama. I am a director within student life at the Ohio State University, and I am part of the off campus and commuter knowledge community. So in terms of strategies that I've employed to embrace uncertainty during my career, Definitely keeping eye on what the final end goal is. It can be very difficult if you use COVID as a perfect example. It can be easy to get lost in the day to day barriers and challenges, but really making sure to keep focused on that end goal and be laser focused on that has really been helpful in my professional journey. Sabina Kapoor [00:10:08]: My name is Sabina Kapoor, and I'm currently a a full time doctoral student with Capella University. I spent over 20 years in higher education as a staff within student affairs, student success, and academic affairs. So as I've progressed in my career, I've focused more on staff so that they can better serve students. I wanna go in deep with that, so that's why I'm pursuing the doctorate in IO Psychology because I wanna look at the relationship between the organization and the employee. There was a I guess you could you know, how we have midlife crisis. I had a kind of midlife crisis in my career, and so it was like I hit a ceiling and just really couldn't go further. So I had been wanting to pursue my PhD, and I knew that that would help me go further. So that's what I did. And so I've been on that journey now for a few years. It's been rough, but I just keep thinking of the end goal. And also, in this time, while I'm not working full time, but I'm still staying connected in higher ed in different ways. So I'm a member of NASPA, and so a member as a student, so I'm paying out of pocket and it's a little cheaper than being a full time staff. I'm also a member of Coupa, which is basically HR in in university and colleges, and, membership is cheap to free, I think. And so it's pretty I I think as a doctoral student, I have a membership for free. And so the thing is that I'm trying to keep connections and stay involved in organizations so that I know what, you know, basically what national trends are, what are best practices, especially since the pandemic. That really changed a lot of how we view things. Carlie Weaver [00:11:48]: Hello. I am Carlie Weaver with Rose Hulman Institute of Technology. I'm a programs coordinator for the student activities in Union office. To have a very flexible mindset and being open to change and being able to be flexible when things change at the last minute. Roxanne Wright Watson [00:12:08]: Hi. My name is Roxanne Wright Watson. I'm from Lehigh Carbon Community College in Pennsylvania, and I'm happy to be here. So So I think most importantly for me, I am student centered. So in my career, I'm always wanting to do new things with my students in my in the classroom, faculty. So I wanna do new things in the classroom to help my students in more than just academically, but more so to help them in the world in their whole life in general. So I think that's an important thing, an important factor there for me. Carla Ortega Santori [00:12:48]: My name is Carla Ortega Santori. I work at Rice University. I am the strategic initiatives manager at the Door Institute For New Leaders at Rice University, and my job is really about helping students elevate their leadership capacity and to also elevate the capacity of all campuses to do really great leader developments in education. So I would say that most of my jobs have been really ambiguous, like, they start off as something, then they turn into this other great thing. I guess I've always been more comfortable with ambiguity and uncertainty, so I guess knowing that it's not something permanent helps to sort of adapt and thinking of different avenues to accomplish one thing is also helpful when when you think about accomplishing a goal. Rachael Amaro [00:13:42]: I'm Rachel Amaro. I'm the admissions and academic advisor for the Department of Educational Leadership within the College of Education at Cal State Fullerton. I think that one of the main things has been reminding myself that I am one person and knowing what is in my control and what is not in my control. I think that's really hard in the profession in general. I think we all mostly are helpers, centered and ready for what my students need. And so I think that I can be re centered and ready for what my students need. And so I think that it's really helped me have an understanding of what it is I want to give to what I do and what I wanna get from what I do. I think that, again, the big takeaway for most people these days is what do I value about my time that's mine? And I think that I try to sort of encourage new staff members that I work with in this because I think a lot of them come in, again, wanting to go go go, which is great, but I also have to remind them, like, hey, like, you know, you have vacation days for a reason if you need it. And I feel like that's just something that's been really helpful to me to feel a little more like I have some balance to myself, and then it lends it to the work that I do. Christine Wilson [00:16:23]: I'm Christine Wilson. I am in student affairs at UCLA. I have two roles. 1 is as the executive director for academic partnerships and the other is the program director for our masters in student affairs program. There's been a tremendous amount of uncertainty because of the pandemic, but I think everyone has uncertainty in their career because you don't know what's next or how that's gonna happen. And my strategy has been to embrace uncertainty because if you don't, you'll be unhappy and to take opportunities that come up in order to grow and learn more about how the university works, not just student affairs, but how everything works together. And through taking on things I've been asked to do, I've sometimes been incredibly busy, but it has helped me be much more effective because I have worked in so many different areas of student affairs just temporarily leading a unit or being involved in a task force. Olivia Ruggieri [00:17:21]: Hi there. My name is Olivia Ruggieri. I'm the associate director of administration operations for Northeastern University Seattle campus. I grew up in Pennsylvania, went to 2013, but I've been working for the university since 2018. I would say just tapping into the network of professionals around me, having other folks review my work, and if I'm nervous about something, making sure that I'm not the only person, like, putting that message out into the world. And a lot of that came into place in during COVID 19 where we to be really clear with our messaging. Of course, there's a lot of uncertainty, and we wanted to make sure that our students got the right information the first time. Because things were changing so rapidly, we couldn't risk, like, confusion in the day to Christle Foster [00:18:11]: day. Hi. My name is Christle Foster, and I'm from Chesapeake College located on the Eastern Shore of Maryland in Wymeals. Working during the pandemic was definitely some uncertainty, especially when we had to switch from being face to face to online. And in my role as an executive director of Trio Programs, it was especially difficult to recruit students online because many of them became disengaged. So definitely, that helped me to learn how to be adaptive as well as how to be responsive to change because that was a lot of change very quickly. We got notice, like, a couple of days that we were shutting down and I had to switch gears and help my staff switch gears in that time of uncertainty. Nathalie Waite Brown [00:18:49]: My name is Nathalie Waite Brown. I am the assistant dean of students and director for graduate student life at Stevens Institute of Technology located in Hoboken, New Jersey. I think what I've used that it's been the most successful is pause and then practice. Being able to take a a moment just to stop and think about what isn't working and what I want to work, and then putting those things into practice, and that may mean reconnecting with my mentor. It may mean taking a class. It may be connecting with students, but really just taking a moment to pause and reflect to be able to move forward and put what I need into practice. Dae'lyn Do [00:19:27]: My name is Dae'lyn Do. I use sheher pronouns, and I am the associate director for the Women in Science and Engineering Residence program at the University of Michigan, and I am coming into the position of the WISA KC co chair. For me, personally, I feel like relying on my people to get me through kind of the when I have questions about things or come across challenges, I just reach out to my colleagues or my mentors and help process through things. I think all of us have to work together in this field to really rely on each other to try to get through those challenges together and utilize each other's experiences and knowledge and just keep sharing that with each other. Natalie DeRosa [00:20:09]: So my name is Natalie DeRosa, and I'm from Lehigh Carbon Community College in Schnecksville, Pennsylvania. So I'll start by saying that I'm a young professional. I think the key is to keep calm, and I'm still learning, and that's why I'm here. That's why I'm at NASPA, is to learn how to do that and do it gracefully. Dan Volchek [00:20:38]: Dan Volchek, assistant dean of student success at Harvard Griffin Grad School of Arts and Sciences. In embracing uncertainty, I've looked at what other schools do and read publications about that and that has helped me manage the uncertainty that I faced during my career of which have been a number of pieces. But the biggest thing I think the strategy I've used is networking with people, utilizing my connections in NASPA to help me get through the uncertainty that I faced in my career and my professional journey. Vaughn Calhoun [00:21:12]: Vaughn Calhoun, Seton Hall University, hehim. Yeah. I think for me, really, it's just pausing and making sure that you can understand the the context of of what's happened to the best of your abilities and knowing that things can change, and they probably will change, but also knowing that you can only control the controllable. And for me, it's attitude and effort. And it's one thing I always share with my staff is we can control what we can control. Those things we can't control, we shouldn't spend too much time thinking about it and just do what we can. Darlene Robinson [00:21:43]: My name is Darlene Robinson. I'm the RISE gen 1 director for Seton Hall University. Some of the strategies that I've employed to embrace uncertainty during my career is more so looking inward, sitting with certain questions, ideas, and things that I, as a person, would like to have in a career, and just figuring out how that how what I have and what I need can impact those around me and best service students or coworkers that I come in contact with, and asking questions of those people as well to know what it is that they need and how I can provide it. Miguel Angel Hernandez [00:22:21]: Hello. My name is Miguel Angel Hernandez. I am the associate vice president and dean of students at San Francisco State University. I think one of the things that I do related to strategies is really ground myself and center myself in the idea and concept that a greater power is at work, that nothing whatever situation comes. I think the second piece that's important about that that brings me a lot of confidence is that I don't have to navigate uncertainty alone. Here at NASPA is a reminder that we are a part of an amazing professional association. Through relationship and thinking with partners and coming up with strategies or responses to the critical issues that are facing our profession today, I do believe that we are able to emerge better than we were yesterday. And so when I think about uncertainty, what brings me comfort is that I am only a text message, phone call, social media post away from an amazing network of thought partners, and that has guided me and continues to guide me. I think in terms of how this has positively impacted my professional journey is that it allows me not to feel like I have to know everything or be over prepared or have every aspect of a job description or an invitation under my belt because again, we are not in this alone. Together, we thrive. David Chao [00:23:47]: Hello. My name is David Chow. My pronouns are hehim. I serve as the director of IT for student affairs at the University of Pittsburgh, and I'm also the chair of the technology knowledge community. I think I spent a lot of time trying to plan ahead and anticipate. I think planning, while you can't plan for everything, it can certainly help and to help minimize variability whenever possible. It's just helped to mitigate that. But it's not always easy. And, unfortunately, as we just came off the pandemic, there are times when we just don't have a plan and we have to go with it, but I think planning in general still builds up a habit that is helpful even in times of uncertainty. Melinda Stoops [00:24:20]: Hi. I am Melinda Stoops. I serve as the associate vice president for student health and wellness at Boston College. In looking at my career in student affairs, which has been over 20 years at this point, there have certainly been many points of uncertainty. And even though I've employed different strategies at different points in times and in different situations, I really think the one constant point for me has really been connecting with others and opening up, even if just to one person, about something I'm dealing with where I feel uncertain. There's nothing better than having someone listen to you and support you, and I so much value my network both within student affairs and outside of student affairs. And I feel like regardless of the situation, that's always been something really helpful for me is to feel like someone's there supporting me even if they don't have the answers per se, but that I just have someone who is in my corner and cheering me on. And sometimes they provide great guidance as well. Derek Grubb [00:25:20]: Derek Grubb, Dean of Enrollment Management for Red Rocks Community College in Colorado. Biggest strategy I really just employ is strength in the knowledge of others. I've always believed building a team that has unique strengths, can lean on each other, and so you're able to be more agile and reflecting and promoting those strengths in each person. Matt Imboden [00:25:41]: My name is Matt Imboden. I use the hehim pronouns. I serve as the chief student services officer in the School of Business at Wake Forest University in North Carolina. And, for the past few years, I've also been chairing the administrators and graduate and professional student services knowledge community for NASPA. So I think I've found that during times of uncertainty, it's taken me a few knee scrapes along the way. But I think I've learned that at that time is kinda when your motivating values are kinda the clearest, and they sort of help to clarify things for you, renew your focus. And so during times of uncertainty or stress or strain, as I kinda come back to the things that one, got me engaged in the work I do in the 1st place. I mean, that, like, truly motivate you without kinda being distracted by all the tasks and initiatives and ideas that tend to pile up, but kind of focus on our students, what excites us about working for and with them, but then also increasingly to try to be a good leader for other staff and faculty colleagues to make a difference at our institutions. Evette Castillo Clark [00:26:39]: Evette Castillo Clark, vice president for student life and dean of students at Lewis and Clark College, Portland, Oregon. I employ a strategy of being an iterative thinker. So sometimes what that means is working with your team, working with your staff to pilot things or think through things and outcomes or problems to a solution, throw it on the wall, see if it works, and it's okay if there's mistakes or if it's okay if it didn't work. You regroup, and you think through and toy through the uncertainty and the problem again. So I think one of the soft skills that it is really becoming the skills is really being flexible with your thinking, being understanding that sometimes that first go around, it's not gonna work, but you retool and you regroup and you go at it again, and you might actually have to convene different stakeholders to actually help you with the problem to address the uncertainty again. Madeline Frisk [00:27:33]: Hello. My name is Madeline Frisk. I work at Portland State University. I'm the coordinator of student government relations and advisor to Greek life. So I work with our student government, all of the committees and groups within that, as well as 4 strong and mighty small Greek life groups as well. I would say being a retired navy brat, navigating uncertainty was kinda a part of the career, we'll say. Navigating, moving every 3 years, I got pretty used to adapting, being the new kid, and I think that served me well now in the student affairs profession with all the ups and downs we can navigate with our career. Gene Zdziarski [00:28:08]: This is Gene Zdziarski. I'm vice president for student affairs at DePaul University. I think the biggest thing when there's times of uncertainty and questioning is you try to do your homework, you try to learn more about the situation, and I think what I found to be most helpful is utilizing my professional network, reaching out to my colleagues in the profession, getting their perspective, hearing what they've thought. This is clearly one of the places that, at least for me, NASPA has served as my professional home, and the people that I interact are really that support network that I use throughout my career to help guide me and make decisions not only about what's happening on my campus and how to better serve students, but also, how I might look at next steps or where my professional journey is going to go. Lyza Liriano [00:28:54]: Hello. My name is Lyza Liriano. I currently serve as an area coordinator at DePaul University in Housing and Residence Life. Originally, I am from Brooklyn, New York. I think that as there has been a lot of uncertainty within higher ed, especially post pandemic, I remember being a grad student not knowing if the program would continue in terms of my grad assistantship in housing and being very nervous about, is this the career that I wanna go to, even though it was something that I really love. I think what I started doing then and what I continue to do now is really just tapping in on my network, and really just having those people that I can go to to provide me with hope. So a lot of my old directors, old supervisors, and assistant directors have been really just a sounding board for me, providing words of encouragement and really just also finding people outside of higher education that I can just lean on when I need someone to talk work with that don't necessarily know what I'm talking about when I'm talking about work. Jackie Cetera [00:29:54]: Jackie Cetera. I use sheher pronouns, and I serve as the director of residential education at Bucknell University in Pennsylvania. I would say that mentoring has been really impactful for me. Having different mentors throughout my career to help me through whatever my day to day or just life throws my way has really helped me. For individuals to provide the time and the space to talk through situations has really had a positive impact on me and has gotten me heavily Lisa Landreman [00:30:36]: My name is Lisa Landreman. I'm the vice president for student affairs at Willamette University in Salem, Oregon. So I would say how I've prepared myself and established for uncertainty, maintaining flexibility and humility, I think I would start with and making sure that I'm able to be calm, cool, collected, that I am taking care of my own well-being. It starts there. And so having good balance, having good support, having my network in place for when things get hard. So when I'm can be centered and prepared, I'm better able to handle the uncertainty and the anxiousness and the crisis that comes. I think it has helped me be a stronger leader when I can model calmness and that I am not rattled with the ebb and flow of whether it's the world or our campus or student issues. I think being well read and well versed in issues in the field, so professional conferences, professional connections, institutes, networks has really helped me stay grounded in new ideas, creative solutions, best practice, collaboration. Lisa Landreman [00:31:42]: And so I feel like I have kept my toolkit and my skills honed. You know, that isn't just I get my master's degree and get my PhD and I'm done. That it is I am constantly looking for where do I need to learn more and who could I learn it from or where could I learn that. So I feel like even if I don't know something in the moment, I know who I could connect with, where to go, who might have it, what resource do I need to brush up on. I think both those personal qualities of being okay with me and then being well versed, but then also knowing that it's okay that we don't know in the instant how to respond, that to take a moment to find the answer, to listen to solutions. Also, I would say hiring a really strong team around me and then modeling for them to be that we are a learning organization, so so that we're gonna learn together, that we create opportunities in our weekly meetings or in our retreats and things, that we are I am modeling that kind of learning. We read articles together. We present to one another that we share learnings on a regular basis. And so that has served me to both cultivate stronger professionals in my organization, also motivation and enthusiasm about learning new things, and also just it has allowed us to be a team in these uncertain times. Right? That we can work together, that we might make some mistakes along the way, but we can quickly recover because we're a learning organization. Jackie Yun [00:33:03]: Hi. I'm Jackie Yun. I take the she series, and I serve as the executive director of the Harvard Griffin GSAS Student Center. I think that sometimes with uncertainty comes opportunity, and so some of the pivots in my career have actually turned out to be excellent silver linings and opportunities to specialize or to pivot, go to a different type of institution, work with different type of student, and so I've tried to see those as opportunities to learn. I think creating a learning mindset and just seeing everything as an opportunity to expand what we know keeps it interesting too. Leanna Fenneberg [00:33:37]: Hello. This is Leanna Feneberg. I'm the incoming chief student affairs officer at Duquesne University. I have had the experience of positions being eliminated and having to start a national job search and relocate with my family. And while those have been troubling times, I see them as wonderful opportunities to reflect on who I am and what I value and what I want in my next position and have always appreciated when one door closes, another one opens and seeing the opportunities that lie ahead. Jake Murphy [00:34:10]: Jake Murphy, I'm the director of prospective students services at OSU Institute of Technology, and I am over all recruitment and retention efforts at the university. So probably the biggest thing that I have put in place has been growth mindset. That's been a big one to be able to make sure that I am doing the best that I can and make sure that my team is in top form but also making sure that they look towards their professional goals because it is for recruitment, it's a stepping stone for a lot of people. Larry Pakowski [00:34:39]: Larry Pakolski. I'm the vice president for student engagement, inclusion, and success at Aims Community College in Greeley, Colorado. I think the biggest thing is looking at kind of what students need and and their voice in the equation, and then letting that be the north star, like students first always. And then we get into the budget and what's possible and how soon can we do that by really kind of keeping that north star of students first. Jillaine Zenkelberger [00:35:02]: Hi. I'm Dr. Jillaine Zenkelberger. I am the program coordinator over at Graduate Student Life at the University of Notre Dame. My professional career has been, even though somewhat short still has been kinda all over the place. I started as a social worker in foster care and now I'm here in grad services and I think uncertainty is just for me I utilize my uncertainty in my career path. I try to frame it as a benefit because I have a really diverse background with social work in my background, psychology, and really utilizing these skills to serve the community that I'm in now which is grad students. Also, my own journey as a grad student has really affected the way I work and how I interact with my students. Kristen Merchant [00:35:48]: Hi, everyone. I'm Kristen Merchant. I am from Rose Hulman Institute of Technology. I am the associate director of the Union and Student Activities Office there and also the director of our lead programs. Some strategies that I have employed to embrace uncertainty is I always like to come to everything with a plan. I always say plan for anything that could possibly happen, but then also being flexible enough to pivot for my Friends fans and be able to kind of adjust to the various situations. Joe Lizza [00:36:18]: My name is Dr. Joe Lizza. I'm the director of the Chamberlain Student Center and Campus Activities at Rowan University in New Jersey. I think early on, I tried to kinda shape some of the work that I do in really in my interests. So I really find stuff that I have true interest and then try to kinda shape that position or shape that professional development opportunity to kinda really be 100% fully engaged. And I've also always been open to opportunity even when it maybe there was uncertainty. So in the idea of not knowing what possibly I might do or my next step, I always kind of rose to the idea that, hey, let me try this new opportunity out. What's the worst that could happen? And it's ultimately kinda worked out for me. Joshua Allred [00:37:03]: My name is Joshua Allred. I work at Louisiana State University in the College of Agriculture as their manager of student services. I think when I think about uncertainty, I try to find in any job that I apply for or when I choose to stay where I'm at. Most recently, it's all been about the people that I work with. And so if I have strong leadership and I feel really comfortable with that leadership, that uncertainty feels a little bit more easy to navigate because I feel a lot of strength in that leadership. Kelley O'Neal [00:37:30]: Hello. Kelley O'Neal. I am at Texas A&M University, and I am the executive director of the Marylin Kent Burns Student Success Center. So one of the things I continue to do is try to be innovative and think what's next? What more can I do to support students and support student success? I don't wanna come in and do the same programs over and over again. I want to do my best to collaborate, whether it's with my partners in academic affairs or my partners in student affairs. But whenever uncertainty comes, then that says, how do I make sure that students are successful? Because in uncertainty, they wanna make sure that what you're doing is supporting student success. So that's what I do. Kelley O'Neal [00:38:19]: I would say recently, the strategies that I've employed is really falling to networking and mentorship. In early career, I don't think I valued those two pieces as much as I do in my later stages of my career, and finding mentors that can help me shape my career trajectory for the last part of my career, and taking advantage of things like the Institute For Aspiring VP's here at NASPA, as well as other maybe smaller regional conferences and conferences within the graduate school community to help create that next plan for my career, but definitely mentoring and networking. Katie Caponera [00:39:03]: I'm Katie Caponera, director of student life at Harvard Divinity School. I think the biggest approach to approaching uncertainty has just been to remain open to new ideas and new possibilities and never get too attached or set into what's traditional or what's always this is how we've always done it. That can be a challenge at a place that is as old and has as much history as Harvard and one of its affiliates, But being one of the smaller schools at Harvard, we've we have the ability to try some new approaches and some new directions with a little bit more fluidity given that we're kind of in the corner and small, but just not not being precious about how things have been done in the past, but really engaging, you know, what ideas the students are bringing to us because they're the best indicators of what they need on campus. Kathy Dilks [00:39:58]: My name is Kathy Dilks, and I am the director of graduate student and post doctoral affairs at the Icahn School of Medicine, the Graduate School of Biomedical Sciences. I think the strategy that I always employ is staying connected with my colleagues and being open and honest with my peers. I rely on the people around me to help me navigate certain waters and certain uncertainties, and I rely on other people to help me gain valuable insight. Julie Payne Kirchmeier [00:40:30]: Julie Payne Kirchmeier, vice president for student success for the University of Indiana University. It's not really a system. It's a multi campus university, but we can say Indiana University System if that's easier for folks to kind of place the role. When I think about strategies employed to embrace uncertainty, you know, this may sound a little bit trite, maybe not. I just constantly important because, you know, there are elements of ethics and integrity that are woven into the how, but there are multiple ways to get there. And so when it feels uncertain or it feels strange, if I can go back to what it is at my core or as an organization, the mission or the purpose, I think it really helps to ground you and then you can move forward through that uncertainty. Dr. Jill Creighton [00:41:17]: This has been an episode of Student Affairs Voices from the Field, a podcast brought to you by NASPA. This show continues to be possible because you choose to listen to us. We are so grateful for your subscriptions and your downloads and your engagement with the content. If you'd like to reach the show, please email us at sa voices at naspa.org or find me on LinkedIn by searching for doctor Jill L. Creighton. We always welcome your feedback and your topic and guest suggestions. We'd love it if you take a moment to tell a colleague about the show and give us a 5 star rating on Apple Podcasts or wherever you're listening now. It really does help other student affairs professionals find the show and helps raise the show's profile within the larger podcasting community. Dr. Jill Creighton [00:41:58]: This episode was produced and hosted by doctor Jill Creighton, that's me, produced and audio engineered by doctor Chris Lewis. Special thanks to the University of Michigan Flint for your support as we create this project. Catch you next time.

The Chinese government is pushing ahead with a plan for large-scale equipment upgrades and consumer goods trade-ins to stimulate the economy. To what extent can such a plan help China's growth? What's the key to the plan being as effective as expected? And who will benefit most from the business worth billions of dollars? For more, host Tu Yun joins Dr. Yan Liang, a Professor of Economics at Willamette University, Dr. John Gong, Professor of Economics, University of International Business and Economics and Chen Jiahe, Chief Investment Officer of Beijing-based Novem Arcae Technologies for a close look at the issue on this episode of Chat Lounge.

Season Three. Episode Two. In this episode, hosts Dirk and Brooke talk with F. LaGard Smith about his extensive work as an author and The Daily Bible, an essential resource for EEM.  F. LaGard Smith was born in 1944 in Houston, Texas, thereafter living in Shawnee and Tulsa, Oklahoma, Lancaster, Texas, and Birmingham, Alabama, before heading off to college at Florida College, graduating from Willamette University with both an undergraduate and law degree. Smith was a District Attorney for Malheur County, Oregon for three years, served as an administrator for the Oregon State Bar in Portland for a year, then spent 27 years teaching at Pepperdine University School of Law in Malibu, California, focusing on Criminal Law, Criminal Procedure, Trial Practice, and Law and Morality. For five years, Smith was Scholar in Residence for Christian Studies at Lipscomb University in Nashville, Tennessee, then taught for two years at Liberty University School of Law and for four years at Faulkner University's Jones School of Law in Montgomery, Alabama, before retiring to write full time. Smith has written some 35 books--legal, social, doctrinal, and devotional. He is most widely known as the compiler and narrator of "The Daily Bible" (the NIV and NLT in chronological order). He and his wife Ruth live in Murfreesboro, Tennessee, and, for several months a year, at their cottage in the English Cotswolds, where he does much of his writing. Every story is a living example of Isaiah 55:11.  To learn how you can partner with us to provide God's Word, go to: ⁠⁠⁠⁠⁠⁠⁠⁠⁠EEM.ORG⁠⁠⁠⁠ Follow us on: ⁠⁠⁠⁠PRAY.COM

Garrett Campbell was hired full-time as an assistant coach in 2016. He officially became the FC head football coach in 2019. Coach Campbell is no stranger to Fullerton College as his father, Dick Campbell, was on the Hornet coaching staff for 15 seasons during the Hal Sherbeck years. As a young boy, Garrett served as Fullerton's ball boy and then later grew to become a quarterback and wide receiver for the Hornets from 1995-96. In 2022, Campbell led the Hornets all the way to the SCFA championship game along with winnng the program's 27th conference title going 5-0 and 9-1 overall. The Hornets finished 3rd overall the state's final 3C2A rankings. Coach Campbell wrapped up the 2023 season with another conference title going an undefeated 7-0 in the SCFA Southern conference with a 10-1 overall record. Fullerton ranked No. 1 at the end of the season by the November 13th JCAB poll. Born and raised in southern California Campbell, earned his bachelor's degree at nearby California State Fullerton in 1998. He then went on to earn his master's degree at Northern State University in 2002. Campbell got his start in coaching at Fullerton College in 1998 and has since coached at Northern State, Willamette University, Menlo College and Carthage College and Illinois College. Prior to joining the Hornet coaching staff, Campbell was the head coach of the Illinois College football team for eight seasons. He posted an overall record of 51-30 and led the 2011 Blueboys to their first-ever appearance in the NCAA Division III football playoffs. Campbell has coached 75 all-conference selections and 209 academic all-conference selections, while guiding an offense that has consistently ranked among the best in NCAA Division III. From 2011 to 2013, Campbell's offense was ranked #8 out of 241 teams. In 2014 and 2015 they were ranked #9 and #10. In 2014, Campbell was voted the Midwest Conference Southern Division Coach of the Year leading the Blueboys to the 2014 MWC Southern Division Title. He also led them to four consecutive winning seasons, a first since the 1934-1937 seasons. --- Support this podcast: https://podcasters.spotify.com/pod/show/matt-brown57/support

Garrett Campbell was hired full-time as an assistant coach in 2016. He officially became the FC head football coach in 2019. Coach Campbell is no stranger to Fullerton College as his father, Dick Campbell, was on the Hornet coaching staff for 15 seasons during the Hal Sherbeck years. As a young boy, Garrett served as Fullerton's ball boy and then later grew to become a quarterback and wide receiver for the Hornets from 1995-96. In 2022, Campbell led the Hornets all the way to the SCFA championship game along with winnng the program's 27th conference title going 5-0 and 9-1 overall. The Hornets finished 3rd overall the state's final 3C2A rankings. Coach Campbell wrapped up the 2023 season with another conference title going an undefeated 7-0 in the SCFA Southern conference with a 10-1 overall record. Fullerton ranked No. 1 at the end of the season by the November 13th JCAB poll. Born and raised in southern California Campbell, earned his bachelor's degree at nearby California State Fullerton in 1998. He then went on to earn his master's degree at Northern State University in 2002. Campbell got his start in coaching at Fullerton College in 1998 and has since coached at Northern State, Willamette University, Menlo College and Carthage College and Illinois College. Prior to joining the Hornet coaching staff, Campbell was the head coach of the Illinois College football team for eight seasons. He posted an overall record of 51-30 and led the 2011 Blueboys to their first-ever appearance in the NCAA Division III football playoffs. Campbell has coached 75 all-conference selections and 209 academic all-conference selections, while guiding an offense that has consistently ranked among the best in NCAA Division III. From 2011 to 2013, Campbell's offense was ranked #8 out of 241 teams. In 2014 and 2015 they were ranked #9 and #10. In 2014, Campbell was voted the Midwest Conference Southern Division Coach of the Year leading the Blueboys to the 2014 MWC Southern Division Title. He also led them to four consecutive winning seasons, a first since the 1934-1937 seasons. --- Support this podcast: https://podcasters.spotify.com/pod/show/matt-brown57/support

“...the question of how to pay for it is a very complicated question but has much less to do with money than it does to do with social structure and industrial structure. And the quicker we can get away from centering the taxpayer as the goose that holds the golden egg money and more towards the questions of labor and industrial structure that are really going to affect how we provide healthcare, I think we're going to be in a better place.” — Rohan GreyIn 2022, Real Progressives helped our coalition partners, March for Medicare for All, organize a three-day educational summit on the healthcare crisis in the US. This week's episode is from the panel we put together on paying for national improved Medicare for All, featuring Geoff Ginter, Yeva Nersisyan, and Rohan Grey.The panelists discuss:The meaning of currency user vs currency creatorThe money story and order of operationsFinancial restraints vs resource constraintsThe importance of deficit spendingPrivate vs public investment and inflationary constraintsPotential impact of policies on the economyThe truth about the so-called national debtSpecific to Medicare for All, they address the problem of transitioning workers out of administrative jobs in the insurance industry. They explain why Medicare for All is likely to be deflationary rather than inflationary. And they look to history to suggest ways of attracting healthcare workers to underserved locations.Geoffrey Ginter is a New Jersey based certified medical assistant, activist, and MMT evangelist. Yeva Nersisyan is an associate professor of economics at Franklin and Marshall College and a research scholar at the Levy Economics Institute at Bard College.Rohan Grey is an Assistant Professor of Law at Willamette University and the founder and president of the Modern Money Network. MintTheCoin.org@rohangrey on Twitter

Health policies play a crucial role in shaping the well-being of rural populations. On Rural Health Leadership Radio, we love to learn about significant policies affecting rural communities and ways to engage in advocacy. In this episode, we have a conversation with Carrie Cochran-McClain, the Chief Policy Officer for the National Rural Health Association (NRHA), to gain insights into the impactful world of rural health policies.  Carrie provides an overview of current rural health policies at the federal level, offering insights into key developments expected in 2024. In our conversation, Carrie emphasizes the influential role of individual voices in shaping policy decisions, and highlights NRHA's efforts to equip advocates with resources. Carrie also shares some fun things to look forward to at the upcoming NRHA Policy Institute on February 13th -15th, exploring the noteworthy events and discussions slated for this gathering.  If you haven't already registered, you can do so here: https://www.ruralhealth.us/events/event-details?eventId=17 . To find out more about NRHA's Advocacy efforts visit their website: https://www.ruralhealth.us/advocate.  “Your voice matters, members of congress need to hear from you and NRHA is here to help you do that”  -Carrie Cochran-McClain Carrie joined NRHA staff in 2020 where she is the head lobbyist for the association and is responsible for driving the organization's rural health policy agenda. Carrie has more than 20 years of experience working in federal health policy development, including leadership roles at Health Management Associates, the U.S. Department of Health and Human Services, and the Federal Office of Rural Health Policy. In her previous positions she has focused on improving health care outcomes, promoting health equity for vulnerable populations, and advising on health care policy issues. Carrie earned a BA in sociology from Willamette University and an MPA with a concentration in health policy and management from the Maxwell School at Syracuse University, and a Doctor of Public Health at the UNC Gillings School.

Efforts to remove former president Donald Trump from the 2024 ballot are under way in multiple states, including in Oregon. The challenges rest on an obscure clause of the 14th Amendment that prohibits anyone who has “engaged in insurrection or rebellion” from holding federal office. It’s unclear whether the clause applies to the presidency, but groups in Colorado and Maine successfully argued that Trump’s actions after the 2020 election disqualify him from running for office. Oregon Secretary of State LaVonne Griffin-Valade has said she doesn’t have the authority to bar Trump from the primary ballot. But the Oregon Supreme Court is expected to rule in the coming weeks on a suit that seeks to oust him from the 2024 contest. Norman Williams is a professor at Willamette University who teaches election and constitutional law. He’s been following the litigation in Oregon and elsewhere, and joins us to talk about the details. 

Sean Campbell is a revered figure in the B2B technology landscape, embodying a rich blend of expertise, mentorship, and a clear-eyed understanding of market dynamics. As the CEO and Founder of Cascade Insights, with over 17 years under his belt, Sean has been at the forefront in delivering strategic insights and actionable intelligence to a broad spectrum of players in the tech industry, ranging from budding startups to established tech giants. Our discourse delved into his conceptual framework of the "Age of Narrow," a term he coined to advocate for transparency and explicit communication of a company's competencies and constraints to the market, aimed at building a foundation of trust with prospective clients.A crucial part of our discussion circled around the notion of engendering trust through a candid representation of one's business capabilities. Sean eloquently stated, "I would say that what you will find if you embrace the age of Narrow... you're going to create trust. Because the one thing I believe people wonder about when they listen to or engage with any piece of content is they're wondering kind of what its limits are or what its boundaries are." His insights highlight the imperative of navigating the skepticism prevalent in today's marketing and sales communications.Sean's passion extends beyond the boardroom into the classroom, where he has mentored and educated business professionals. His teaching stint at Willamette University, coupled with his co-authored eBook on maximizing web resources, showcases his dedication to fostering a culture of continuous learning and actionable intelligence. He shares, "I ultimately want these people to excel in their own areas and domains, to be way better than anything I could ever hope to be." This nurturing perspective underscores his commitment to advancing a growth-oriented culture within and beyond his professional sphere.The episode is a treasure trove of Sean's accumulated wisdom on fostering a culture of transparency, the virtue of being an educator in the business realm, and strategically navigating the ever-evolving tech landscape. Sean's narrative underscores the importance of honest communication and educational leadership in cultivating trust and propelling forward in the B2B tech domain.

On Episode 333 of The No Limits Selling Podcast, we have Marjorie Dudley and Angela Kristen Taylor. Marjorie has been a sales and new business development professional for 20 years--she got her start by knocking on doors selling books for the Southwestern Company throughout college.  She specializes in helping sales and development professionals prospect via cold calling and networking, generate new business, increase revenue and profit margins, effectively solicit referrals, and spend time with qualified decision-makers. Goal Achieving is a passion for Marjorie. After figuring out what worked--and what didn't work--through much trial and error Marjorie has developed five steps to help her clients reach that Holy Grail that they've identified for themselves.  Marjorie is enthusiastic about training sales professionals, managers, and business preggers to achieve greater results through a systematic approach. She works with multi-million dollar organizations, solo-preneurs, and those in-between to help them reach their strategy and revenue goals.  Marjorie earned her Master of Business Administration degree with honors from Willamette University and a Bachelor of Fine Arts Degree in Graphic Design from Western Michigan University.    Angela Kristen Taylor is a visionary leader renowned for her expertise in strategic and transformative growth, empowering individuals and businesses to unlock their true potential and most direct path to success. With a keen eye for identifying untapped opportunities and uncovering hidden connections, Angela guides clients towards remarkable outcomes. Her dynamic approach, rooted in a deep understanding of the interplay between personal growth and business strategy, enables individuals and organizations to achieve transformative results. Through her innovative methodologies, Angela empowers her clients to optimize their resources, streamline their efforts, and create sustainable growth. Her holistic approach integrates practical strategies and cutting-edge technology with a unique perspective, enabling individuals and businesses to thrive in today's ever-changing landscape. As a captivating speaker, Angela shares her transformative insights at various industry events, leaving a lasting impact on audiences seeking to enhance their personal and professional lives. Her thought-provoking messages resonate deeply, inspiring individuals to take bold actions toward their goals. In addition to her speaking engagements, Angela shares her expertise through various platforms, media, and podcasts, contributing valuable guidance to professionals looking to maximize their potential and navigate their personal and business growth. Angela Kristen Taylor continues to shape the landscape of personal transformation and strategic growth, empowering individuals and businesses to reach new heights. Her unwavering commitment to guiding others towards success positions her as a trusted advisor and catalyst for change. Find Marjorie Dudley: LinkedIn, Website Find Angela Kristen Taylor: Linkedin, Website, [EDITOR'S NOTE: This podcast is sponsored by No Limits Selling. It is a fun, fast-paced podcast that delivers hard-fought business advice that you can implement today to improve your sales and performance] Interested In Our Real Estate Coaching Services? Explore Our Website: Link Feeling Not Well Today? You Can Use Our Mindset Boosters App To amp Up Your Mood: Link Find us on Social Media:   LinkedIn | Facebook community | Instagram Like what do you listen to? Subscribe to our podcast! Ready to become fearless? We can help you become fearless in 60 days so you accomplish more in your career Schedule A 15 min Call with Umar

Talking to people we disagree with can be difficult, but it’s also unavoidable. A group of students at Willamette University is learning to facilitate and engage in those conversations to foster understanding and connection. The Conversation Project is a two-semester course that aims to teach students listening, grounding and compassion skills. Students then partner with community organizations in Salem and Portland to help them engage in dialogue work. The professors that run the Conversation Project are: David Gutterman, a politics, policy, law and ethics professor; and Wendy Petersen-Boring, an associate history professor. Senior Mira Karthik completed the program and now serves as its research associate. They all join us to talk more about the project and why it’s important for students to learn these facilitation skills.

Kip Ioane is the founder of the Teams Of Men Character Development program, which has garnered national recognition for its work in developing a healthy version of manhood. A tiered, progressive calendar takes players through education in sexual assault prevention, victim advocacy and healthy relationships.An NCAA DIII men's basketball coach at Willamette University for 14 years (22 overall in the profession) Kip launched the original "character development" work a decade ago. Now, he has compiled his proven curriculum and team interaction calendars into the #TeamsOfMen system. Ioane also attended Willamette as a student-athlete and played for the Bearcats from 1997-98 through 2000-01. He was a two-year captain who earned a total of four letters while playing at Willamette. As a senior, he was a finalist for the Josten's Trophy, given to the NCAA Division III men's basketball player of the year. If you're looking to improve your coaching please consider joining the Hoop Heads Mentorship Program. We believe that having a mentor is the best way to maximize your potential and become a transformational coach. By matching you up with one of our experienced mentors you'll develop a one on one relationship that will help your coaching, your team, your program, and your mindset. The Hoop Heads Mentorship Program delivers mentoring services to basketball coaches at all levels through our team of experienced Head Coaches. Find out more at hoopheadspod.com or shoot me an email directly mike@hoopheadspod.comFollow us on social media @hoopheadspod on Twitter and Instagram and be sure to check out the Hoop Heads Podcast Network for more great basketball content.Get ready to take some notes as you listen to this episode with Kip Ioane, the founder of Teams of Men.Website - https://www.teamsofmenmembership.group/Email – teamsofmen@gmail.comTwitter - @kipioane @teamsofmenVisit our Sponsors!Dr. Dish BasketballMention the Hoop Heads Podcast when you place your order and get $300 off a brand new state of the art Dr. Dish Shooting Machine! Fast Model SportsFastModel Sports has the most compelling and intuitive basketball software out there! In addition to a great product, they also provide basketball coaching content and resources through their blog and playbank, which features over 8,000 free plays and drills from their online coaching community. For access to these plays and more information, visit fastmodelsports.com or follow them on Twitter @FastModel. Use Promo code HHP15 to save 15%The Coaching PortfolioYour first impression is everything when applying for a new coaching job. A professional coaching portfolio is the tool that highlights your coaching achievements and philosophies and, most of all, helps separate you and your abilities from the other applicants. Special Price of just $25 for all Hoop Heads Listeners.TrainWhether you're a beginner basketball player looking for a place to start or a seasoned vet looking to level up your skills, your new go-to secret weapon is

RP Book Club spent four weeks on The Case for a Job Guarantee, by Pavlina R. Tcherneva. Each week featured a different guest expert who led the discussion and answered questions. Listeners to this podcast will recognize their names, including Pavlina herself, Fadhel Kaboub, Ben Wilson, and Rohan Grey. We were also honored to have Bill Black and June Carbone join in.For this episode, Macro N Cheese is releasing the audio recording of all four sessions. Since it is unusually long, the time codes for each segment are included below.[00:03:09 - 01:55:41] Session OneGuest: Fadhel KaboubIntroductionChapter 1, “A Public Option for Good Jobs”Chapter 2, “A Steep Price for a Broken Status Quo”[01:55:41 - 03:17:41] Session TwoGuest: Pavlina TchernevaChapter 3, “The Job Guarantee, a New Social Contract and Macroeconomic Model”Chapter 4, “But How Will You Pay for It?”[03:18:44 - 04:41:57] Session ThreeGuest: Ben WilsonChapter 5, “What, Where, and How: Jobs, Design, and Implementation”[04:41:57 - 06:29:43] Session FourGuest: Rohan GreyChapter 6, “The Job Guarantee, the Green New Deal, and Beyond”Use this link to order a copy of The Case for a Job Guarantee, by Pavlina R. TchernevaDr. Fadhel Kaboub is Under-Secretary-General for Financing for Development of the Organisation of Educational Cooperation (OEC). He is an Associate Professor of Economics (on leave) at Denison University and President of the Global Institute for Sustainable Prosperity.@FadhelKaboub on TwitterPavlina R. Tcherneva is an Associate Professor of Economics at Bard College, the Director of OSUN's Economic Democracy Initiative, and a Research Scholar at the Levy Economics Institute, NY.  She specializes in modern money and public policy. Find her work at pavlina-tcherneva.net@ptcherneva on TwitterBenjamin C. Wilson is an Associate Professor of Economics at the State University of New York at Cortland and a research scholar at the Global Institute for Sustainable Prosperity.@autogestion77 on TwitterRohan Grey is an Assistant Professor of Law at Willamette University in Salem, Oregon, and the founder and president of the Modern Money Network. MintTheCoin.org@rohangrey on Twitter

Dr. Andrea Eriksson De Rezende, veterinary cardiologist, joins Dr. Andy Roark to discuss a cardiology case. Dr. Roark has an 11yo FS chihuahua with a grade V/VI systolic heart murmur that needs a dental cleaning. The patient is reportedly starting to cough at home. Dr. Roark wonders if this patient is safe for anesthesia and what sort of diagnostic workup and treatment plan would be appropriate. Dr. Eriksson lends her expertise! This episode is brought to you by CEVA Animal Health LINKS: Explore Free CE from Ceva: https://www.cevaconnect.com/ce/?utm_source=TheConeOfShame&utm_medium=podcast&utm_campaign=Susanne_cardio Cardalis Info: https://www.cevaconnect.com/cardiology/products/ Skyline Veterinary Specialists: https://skylinevetspecialists.com/ Email: andreaeriksson@skylinevetspecialists.com Dr. Andy Roark Exam Room Communication Tool Box Team Training Course: https://drandyroark.com/on-demand-staff-training/ Dr. Andy Roark Charming the Angry Client Team Training Course: https://drandyroark.com/charming-the-angry-client/ Dr. Andy Roark Swag: drandyroark.com/shop All Links: linktr.ee/DrAndyRoark ABOUT OUR GUEST: Dr. Andrea Eriksson De Rezende is a native of Eugene, Oregon and completed her undergraduate studies at Willamette University in Salem, Oregon. She received her veterinary degree from Oregon State University in 2005, which was followed by a one-year rotating small animal and surgical internship at Oregon State University. She then completed a three-year residency in cardiology at North Carolina State University. Dr. Eriksson De Rezende became a Diplomate of the American College of Veterinary Internal Medicine (Cardiology) in 2009. Until mid 2011, Andrea was an assistant professor of cardiology at Virginia-Maryland Regional College of Veterinary Medicine. Andrea then moved to Brooklyn, NY to join the Veterinary Emergency and Referral group. Currently, Andrea is managing partner at Skyline Veterinary Specialists in Matthews, NC. Her research interests include management of congestive heart failure with particular interest in the renin-angiotensin-aldosterone system as well as cardiac imaging. Personal interests include cooking, travel & singing.

Measure 114, Oregon’s voter-passed law to regulate firearms, has yet to go into effect because of multiple court challenges. Measure 114 bans future purchases of magazines that can carry more than 10 rounds of ammunition. It also requires those wishing to buy a firearm to get a permit first. Permits will require applicants to complete a safety class and a federal background check.Last Friday, a federal judge ruled that the measure’s ban on the sale or manufacture of large-capacity magazines and its requirement for a permit to purchase a gun are constitutional. The ruling was appealed and may eventually be heard by the U.S. Supreme Court. Meanwhile, Measure 114 also faces a challenge at the state level that will be heard in September. Norman Williams, law professor at Willamette University, explains where the legal challenges stand now.