2. Sarah Meaney
Assistant Director of Residence Life
Miami University
Shandee Ewert
Assistant Director for Staff
Development and Training
Loyola University Chicago
Marci Walton
Assistant Director for Academic
Support and Learning Communities
Loyola University Chicago
3. Identify three major factors influencing
decision-making at the leadership level
Learning Outcomes
4. Articulate three strategies participants can
employ within their current positions to begin
preparing for mid-level decision-making
Learning Outcomes
29. How might you reconceptualize
it from a mid-level lens?
What other factors might
be at stake?
What are the benefits of the
decision that was made?
30. How can you contribute to the
success of the process or
people who are impacted by
the decision?
In needed, how could you raise
continued concerns most
effectively?
SARAH
SHANDEE
MARCI
All share previous roles, current position, and length in role
SARAH
SARAH
SARAH
SHANDEE
SARAH
MARCI
Why this topic? Stories from presenter experiences about not understanding mid-level decision-making (5 minutes)
MARCI
Audience hand-raise: grad, entry-level, mid-level, senior level. Why is everyone here today? Any reasons not already mentioned? (large group)
MARCI
Audience Participation (small group/pairs): Provide an example of a decision that was made on a leadership level with which you disagreed or had trouble understanding? (maintain anonymity and professionalism)
MARCI
What forces impact centralized decision making? We tend to look at problems from only our viewpoint and there other forces in play (10 minutes)
MARCI
Politics of campus: LLC conversations
SARAH
Maxient & conduct office relationships
SHANDEE
Training tshirts
SARAH
Need to make a decision now
Emergency room move
Student safety
Duty calls
SHANDEE
“The Waiting Game” Waiting on information from other stakeholders (extended timeline) (committee assignments) - things at play that you’re not privy to, that doesn’t mean it’s not a priority
RAs/LCA selection process
MARCI
Important to understand the context of mid-level decision-making
Can often feel frustrating to just be handed decisions you must implement
Here are some challenges mid-level managers deal with that you may not have realized in your current role
MARCI
We often have to sell ideas we aren’t crazy about. Getting buy-in from those we supervise is essential to the success of shared goals.
New programming model example
Solicited feedback from RAs, grad students, RDs, and Leadership Team
Did in multiple ways and formats
Combined feedback with original thoughts to come up with new programming model
When we rolled it out, we made direct links between feedback and where they saw it implemented in the new model
Often challenging when everyone comes with their own lens and own priorities, so getting buy-in is essential
MARCI
When initiatives fail, the brunt of it can often fall on the shoulders of the mid-level manager.
We can often shoulder those failures to protect the team members as well as they are “learning” and we “should know better” by this point in our careers
MARCI
We are receiving pressure from our supervisees as well as the top leadership of the department.
When tough decisions are made, it often comes at a price of one of these constituents not being pleased with the result.
SHANDEE
Approaching work from the mid-level lens (or, “How to be a great supervisee”) (each point with personal examples and points references from resources listed below; 15 minutes)
SHANDEE
Group Process
SHANDEE
“Everybody feels this way” vs. “I feel this way”
Don’t make excuses
SHANDEE
Restructuring grads
SARAH
How do I communicate a decision I don’t necessarily agree ?
100% list
Know when to challenge and when to trust
Raise concern appropriately: Calling up the Dean of Students as an RA
Time, place, and manner of concerns
MARCI
Group Me, great for support, but can hurt morale
Being hyperconnected to your peers can also challenge how and when information is rolled out from your supervisor. If your supervisor can’t trust that information will stay with you, why would they want to be transparent?
Merit increase example from LMU
MARCI
Investing time into relationships with facilities and room assignments (unsung heroes), think long term gains
Consider how your actions, decisions, requests not only impact your supervisor, but also the support staff of your department. You supervisor may often need to smooth over those relationships as we typically stay in our roles longer and must rely on these relationships to have forward progress.
SARAH
Accepting feedback and closing the feedback loop
Sarah: Email example as an RD
Individuals and Initiatives
SARAH - Late Night Programming (initiative)
SHANDEE - Supporting new leadership (individual)
MARCI
Consider how both your and your supervisor’s visible and invisible identities impact your work together and how your supervisor must operate within your department/campus.
Briana/William Example
MARCI
Great resource that has been floating around. Use this as a professional development opportunity. Read it. Perhaps discuss it in your next 1-on-1 with your supervisor.
MARCI
Audience Participation (large group; 10 minutes): Considering the situation or decision you discussed earlier.
