1. Managing Up, Down and All Around…Surviving the Daily Life as a Chief Student Affairs Officer
Presented by:
Dr. Vicky Owles, Stephens College
Dr. Suzanne Onorato, Emory University
Dr. Michael D. Anthony, Rochester Community and Technical College
Dr. Terry Mena, Lamar University

2. Ed.D Higher Education Administration, Florida International University (2009)
MEd Counseling and Development, Higher Education, George Mason University (1993)
BS Psychology, Longwood University (1989)
Vice President for Student Development – Stephens College ( Current)
Dean of Students – Miami Dade College ( )
Associate Director for Orientation and Campus Life – Florida International University (2006 – 2011)
Assistant Director for Campus Life and SGA Advisor – Florida International University (2001 – 2006)
Dean of Students – Miami Country Day School (K-12) ( )
Area Coordinator – Georgetown University (1996 – 1999)
Residence Director – Trenton State College (1993 – 1996)
Graduate Hall Coordinator (1991 – 1993)
Dr. Vicky Owles

3. Ph.D Educational Leadership and Organizational Development, University of Louisville (2010)
M.A. Higher Education Administration, University of Louisville (2005)
B.S. Business Management – concentration in Marketing, NC State University (2003)
Vice President of Student Affairs and Enrollment Management – Rochester Community and Technical College (2016 – current)
Chief Diversity Officer and Assistant Vice President for Student Affairs – Oakton Community College (2013 – 2016)
Director – Cultural Center – University of Louisville (2008 – 2012)
Coordinator – Office of Civic Engagement, Leadership, and Service – University of Louisville (2005 – 2008)
Resident Director – University of Louisville (2003 – 2005)
Dr. Michael D. Anthony

4. Ed.D Higher Education Administration, Florida International University (2010)
MEd Higher Education Administration, University of Massachusetts, Amherst (1995)
BFA, Fine Art, University of Massachusetts, Amherst (1993)
Assistant Vice President, Campus Life, Emory University (2015 – present)
Associate Dean of Students, Agnes Scott College (2011 – 2015)
Director, Women’s Center, Florida International University (2007 – 2011)
Associate Director, Women’s Center, Florida International University (2004 – 2007)
Coordinator, Residence Life, Florida International University (2000 – 2004)
Residence Life Coordinator, University of Nevada, Las Vegas (1997 – 2000)
Hall Director, Eastern Washington University (1995 – 1997)
Graduate Research Assistant, University of Massachusetts, Amherst (1993 – 1995)
Dr. Suzanne Onorato

5. Ph.D in Education, Specialization in Higher Education Leadership, Florida Atlantic University (2015)
MA in Student Personnel Administration, Teacher’s College, Columbia University (1997)
BS in Criminal Justices and Minor in Latino/a, Latin American, and Caribbean Studies, Northeastern University (1996)
Associate Vice President and Dean of Students – Lamar University ( Current)
Associate Dean of Students – Florida Atlantic University ( )
Interim Associate Vice President and Dean of Students - Florida Atlantic University ( )
Associate Director for Student Affairs - Florida Atlantic University (2002–2007)
Coordinator (Apartment Manager) for Housing and Resident Life – Florida Atlantic University (2000–2002)
Assistant Director for Latino/a Student Cultural Center – Northeastern University (1998–2000)
Resident Director - Northeastern University (1997)
Program Coordinator for Upward Bound Program - Hofstra University (1997)
Graduate Assistant for College Activities – Barnard College, Columbia University (1996 – 1997)
Dr. Terry C. Mena

6. Spend 5 minutes with a small group… What are words that come to mind when you think about Leadership versus Management? Discuss.

7. Leadership versus Management
We spend our careers becoming a leader not necessarily better managers
When it matters….how do we manage up? down? all around? in a 360 degree environment?

8. What the experts say? Common Themes: Management Styles: Set goals
Develop a plan to achieve and assess goals
Troubleshoot problem areas
Provide training and career development
Be transparent
Focus on the end goal/big picture
Keep an open mind
Recognition of employees
Know when to let someone go
Practice good time management
Authoritative Style - Firm but Fair
Affiliative Style – Harmony and Happy
Democratic Style – Consensus and Commitment
Coaching Style – Foster Professional Development
Least effective
Coercive Style
Pacesetting Style

9. What it can really feel like….

10. Here’s the real deal….what we have to say!
Vicky’s Tips
Michael’s Tips
Make your thinking explicit to your staff and supervisor
Always spend time anticipating the needs up and down the organization
Be cognizant of the style, talents, and preferences of your supervisor
Listen to what the boss talks about – and don’t make them ask you for it
Maximize the use of technology in and out of meetings
Try not to multi-task with others or alone
Make sure people around you know your professional triggers and expectations
Wake up and get organized before you come in
Make a plan…and know you will probably not keep it
Expectation management and transparency
Keep your supervisor informed…no surprises
Answer your supervisor s first right away
Balance competing priorities
30/60/90 Goals and accountability for team members
Spreadsheets with assessment outcomes
Processes you have developed for outcomes
Be a team player with other Senior Leadership

11. Here’s the real deal….what we have to say!
Terry’s Tips
Suzanne’s Tips
Use technology (One Note) to keep a running list of priorities (divisional projects, staff projects, boss projects) – set important deadlines, milestones, reminders
Establish expectations with your boss - how can you be available when s/he needs you
Set rules in your for important people/projects
Ensure s are saved in folders for easy access
Meet one on one regularly with each direct report with two purposes in mind
Get to know their strengths/challenges and provide them with professional development opportunities
Support them as a director and as a direct report
Have each provide you with a written update the day before meeting
Provide your boss with a written weekly update of the projects you are working on/specific things you need help with/issues that are taking time and staff positives/challenges
Spend a 1/2 hour each night organizing for the next day
Establish a method to keep up with s
Do not look at my phone when in meetings as I want to role model that for my staff. 
Set important deadlines and reminders 
Create an organized system to prioritize my projects and staff deliverables 
Take care of myself with proper eating, sleeping, massages, working out, and involve my family into my campus routines and vice verse
Prepare your supervisor for a “drama down” approach 
Learn what your supervisor wants & know what are their non-negotiables 
Know your supervisor and supervisee’s personalities, strengthens and weaknesses and where you have to fill-in  
Always be prepared for your supervisor and supervisees’ meetings and always be intentional with your words and actions 
Educate your staff on how to supervise and manage you 
Be clear and have written expectations and goals and do follow-ups (performance evaluation)
Be a team player and always work towards a win, win outcome 
Be a good listener and empathize with your colleague's challenges and their goals, priorities, and areas of concerns and how you can help them be successful

12. So when change in the organization does happen…you may need to think about and readjust your strategies.

13. Above all else…Breathe.

14. And don’t worry…

15. Time for questions….

16. Thank you for joining us today!
Please remember to complete your customized online evaluation following the conference.