By Jillian Gaskins, Class of 2018
Clemson University Relations
Leigh Dodson and Amy Lawton-Rauh know a few things about leadership. Dodson, who led the 2017-18 Staff Senate and Lawton-Rauh, who presided over the Faculty Senate during that time, have had a year to learn, re-learn and refine their skills. After passing their leadership roles to the new Faculty and Staff Senate presidents last month, they are willing to share three tips they’ve learned.
Listen
Concerns come directly from constituents via emails, phone calls, Skype calls, office meetings, and meetups at the coffee shop. “As a person others turn to as a leader, you often help colleagues through tricky situations and complex issues that sometimes have connections to past events, concerns and actions,” said Lawton-Rauh.
“Many leaders set up a communication network for their constituents and others looking for solutions or explanations,” she said. “In Faculty Senate, these communication lines include faculty, staff, undergraduate and graduate students, and administrators.”
Listening is a crucial skill for collaboration.
“Faculty Senate is fortunate to frequently communicate with administrators, the Faculty Representative to the Board of Trustees and many others during monthly Faculty Senate meetings as well as topical executive and advisory committee meetings. Example topics this year included operations of Faculty Advisory Committees within units, the Lead Senator’s project, crisis management and the shared governance website that fosters transparency, representation, and efficiency in university-wide committees.”
Listening to concerns can also point out miscommunication.
“When staff members heard that faculty merit raises were being discussed, staff incorrectly assumed faculty would be getting raises in the near future,” said Dodson. “The fact was the the faculty merit raise distribution process was being changed – not that faculty were getting raises.”
Be patient
“You’re going to hear some things repeatedly, and often repeat yourself with the same answer,” said Dodson. “Change doesn’t happen overnight in higher education, especially one that is also a state agency.”
Good leaders must trust their colleagues and constituents to complete tasks as efficiently as possible.
“It is important to truly listen to people and weigh the logic, perception, and emotion driving the concern of a colleague, rather than asserting how you see the situation,” said Lawton-Rauh. “Take the time to listen and assess these three components before navigating towards actions or addressing the issue through communications.”
Dodson said that an excellent example of patience was the resolution of Memorial Day at Clemson. The notion has been in the work for many years. After much work and collaboration from both senates and the administration, Memorial Day leave is now a benefit at Clemson. Dodson said faculty and staff wanted Memorial Day off for several reasons. Their children are out of school. Clemson has a significant military heritage as a public institution. “However, the primary reason is to respect the United States soldiers who have paid the ultimate sacrifice for our freedom,” she explained.
Delegate
Both past presidents agree that their jobs came with sometimes urgent responsibilities. They also knew when it was time to share responsibilities with others and point to resources.
Dodson said that the Staff Senate enlists the assistance of committees to address issues faced by constituents.
The Faculty Senate also uses a number of resources.
“One of the first resources to turn to is the Faculty Manual,” said Lawton-Rauh.
While an important resource, sometimes even the Faculty Manual needs collective interpretation. And with that, comes another resource. Should clarification about its phrasing or interpretation be needed, Lawton-Rauh pointed to the Policy Committee and expert faculty manual consultant, Mary Beth Kurz, who herself is a Faculty Senate past president.
During her time in office, Lawton-Rauh also found another resource in her committees.
“To tackle most intermediate and longer term issues, we discuss items and concerns brought forward in faculty manual violations and other communications during our joint Executive and Advisory Committee meetings and distribute within or among our committees in Faculty Senate,” she said.
Lawton-Rauh had advice to share.
“Know how and when to discuss matters with others to point to a particular committee or connect an issue across committees and offices around campus with clear roles,” she said.
“It is essential to openly discuss matters, appropriately share responsibility with officers, chairs, committees and support staff, and trust they will address the concern or bring the matter to your attention if the situation requires further action, especially if connected to other (sometimes sensitive) issues. Successful leaders facilitate and cultivate mutual trust and empower others.”
