Supervision and Advising Temetria Hargett, Residence Hall Director Mike Fulford, Director of Assessment, CoP Housing Staff Training 2014

What’s Your Philosophy? https://www.youtube.com/watch?v=060n whVzzlw Clip from My New Philosophy - You're a Good Man, Charlie Brown As mentioned at the end of this clip, “some philosophies aren’t for all people.”

Take all through a series of images and ask them to think about and right down the emotions and words they associate with this logo/brand

Are your recognizable, are you too complicated?

What’s Your Advising/Supervising Brand? Our Brand is. . . all of the physical, communication, and human interactions that our audiences or communities have with us. -Chris Olson, Branding Guru Congruency- Is how you see yourself the way others see you? What words, thoughts, and emotions do you want used when describing you?

Advisor to Supervisor & Back Again. . . When going from Advising to Supervising Do you totally change your brand? or Do you keep your same brand?

Pearl of Wisdom #1 “Transitioning from being the one who does everything to teaching others how to do, is one of the most difficult aspects of becoming a supervisor.” -Diana Fruth Is this your first time supervising staff directly? What made you a great staff member/worker? What makes supervising students unique? What are some techniques for holding staff accountable? Is there a difference in supervising staff 1st year, 2nd year, etc.? Advisors suggest and provide input but do not have decision-making authority. Advisors serve as a Mentor, Motivator, Educator Advisors should attend events and programs Advisors should attend meetings: executive board, general body, 1:1 meeting, etc. Advisors aid in the group’s personal development: time management, socials, community service, bonding outside of building(s), retreats, reflections

Pearl of Wisdom #2 When you consider the diversity and developmental range of the people under our supervision in housing, it creates a situation where the supervisor must think multi-generational and multi-dimensional. How well do you know your team? Advisors serve as a Diplomat, Group Facilitator StrengthsQuest and True colors are tools that could be used Advising do’s and don'ts: -Do challenge the group to consider all sides. -Do help the group establish team spirit and cooperation. -Do help foster growth and development within the group. -Do treat each council and person within the council as individuals and limit comparisons.

Pearl of Wisdom #3 Communicate YOUR heart and soul first and Then the heart and soul of your ORGANIZATION That passion can be infectious and motivate your team Advising is a component of your job description Advisors should remember that the students you advise are volunteers.

Social Media. . . You are not alone and people ARE watching Pearl of Wisdom #4 Social Media. . . You are not alone and people ARE watching What are the pros and cons? How can you draw lines? How does your use of it change now that you are a supervisor/leader? Advisors should provide professional and group development: group dynamics, leadership, communication

Pearl of Wisdom #5 Is how you see yourself and how the world sees you congruent? Developing a successful culture begins with how you might answer and live this question. When you put it all together, CULTURE is the most vital people management tool. Advisors serve as anAnalyst. Agree or Disagree? StrengthsQuest and True colors are tools that could be used to foster personal and group development.

https://www.youtube.com/watch?v=4Y9aq T0L3TI Clip from Brené Brown's TED talk - The Power of Vulnerability

Pearl of Wisdom #6 Take the time to listen and learn from your team because . . . In order to best help them be a great staff member, you have to be open to their ideas and vulnerable to their feedback (good and bad). It is through this vulnerability that you can grow yourself and ensure that the continuous learning loop doesn’t stop moving. The group exists to serve students and not the advisor. Rewards are based on the accomplishments and personal growth of the group. Advisors serve as a Mediator and a Diplomat Advisors should establish good rapport with the group and maintain professionalism

Pearl of Wisdom #7 Holding team members accountable and Rewarding them is best done Early Often Clearly & Thoroughly Staff Discipline Process Documentation of Staff Members Rewards are based on the accomplishments and personal growth of the group. Advisors serve as a Diplomat and Disciplinarian Advisors have a responsibility for Program shopping

Case Study #1 The department hosts a mandatory orientation/training weekend each spring for new and returning student staff. It is a way for the staffs to meet for the first time, do paperwork, get oriented, and start some basic training. One of your student staff finishing their 2nd full year comes to you a week before and says they can’t be at the training. They explain that their girlfriend is getting a special award at the end of the year retreat for the regatta club. She really wants your staff member to be there and has been planning this for over two months. He argues that he only learned of the training less than a month ago when it was mentioned in a meeting. The staff all received a calendar during Fall Training with all the mandatory dates and requirements for student staff. The supervisor does not grant permission for the student staff member to be absent. When the weekend arrives, the student staff member is a no show. What are the key issues the supervisor of this student staff member should consider? What are questions you have about this case? Discuss the pearls of wisdom from today that may relate to this situation? When you consider your brand as a supervisor, how might it impact the way you process this situation? How would you apply this case to the disciplinary process?

Case Study #2 You receive a grade report on one of your student staff members. They have fallen below the minimum GPA to be a staff member and at the end of Fall Semester you see they failed one class and got a D in another. They are one of your best staff members in terms of getting their job done, interacting with residents, achieving the expectations, and handling duty and crises. They are also very involved on campus as a student leader in other capacities. The residents know and love this staff member. In fact, you really like them as well. They don’t seem stressed about things and they haven’t discussed with you any academic struggles. What are the key issues the supervisor of this student staff member should consider? What are questions you have about this case? Discuss the pearls of wisdom from today that may relate to this situation? When you consider your brand as a supervisor, how might it impact the way you process this situation? How would you apply this case to the disciplinary process?

Case Study #3 You sit down with your supervisor and start to convey your concerns about one of your staff members. In terms of their job description and training, they are doing everything right. They are on time, don’t miss meetings, meet all their requirements, and always seem to be willing to take on the extra tasks. They are doing great in school and they also attend the hall council and RHA meetings. However, you are really drained because it seems like they come to you every day and call you about every little detail whether it is duty or programming or training. They usually post questions on Facebook for you and you get lots of emails from them on a daily basis. You are unsure what to do because they aren’t doing anything wrong or against policies, but you also worry about having them return to your staff the next year. You have to make a decision about hiring them back for the next year and they have said they really want to continue working for you. What are the key issues the supervisor of this student staff member should consider? What are questions you have about this case? Discuss the pearls of wisdom from today that may relate to this situation? When you consider your brand as a supervisor, how might it impact the way you process this situation? How would you apply this case to the disciplinary process?

Case Study #4 You are a new advisor to hall council. You have a working knowledge of student leadership through your own experiences and relationships with your advisors. You are highly motivated and excited for the challenge of recruiting, training, and advising hall council. As standard procedure, you advertise interest meetings and talk with residents about the opportunity to "lead where you live" during opening. You even identify a few students who you believe will serve well and personally recommend them. Your interest meeting, however, is not well attended. Though you need a board of at least 8 to function properly, only 3 attend this first meeting. During the second and final meeting before elections take place, you see two new faces (two friends) who plan to run for president and vice president. Neither has leadership experience but think hall council would be something fun to do together. What are the key issues to consider? What are questions you have about this case? Discuss the pearls of wisdom from today that may relate to this situation? When you consider your brand as an advisor, how might it impact the way you process this situation. How would you apply this case to the disciplinary process?

Case Study #5 Your RHA Rep has become heavily involved in RHA and really enjoys connecting with the RHA exec board. She often volunteers for RHA sponsored events but does the bare minimum when it comes to her own hall council. She is often late to hall council meetings and had missed a general body meeting without properly communicating her intended absence. When your hall council president followed up with her about it, she explained that she was helping RHA with a program and your hall council president was okay with the excuse. Others on your exec board have complained about her tardiness and absences; your president is good friends with her and lets her get by as long as her work is for RHA. "She is the RHA Rep," he says. Your RHA Rep learns about an opportunity to run for a position on the SAACURH exec board, something that you know little about. What are the key issues to consider? What are questions you have about this case? Discuss the pearls of wisdom from today that may relate to this situation? When you consider your brand as an advisor, how might it impact the way you process this situation. How would you apply this case to the disciplinary process?