Tracy Wilson-Holden has been with Case Western Reserve University’s (CWRU) Office of Research Administration since 2005. She is the Research Integrity Officer and is also responsible for overseeing research education and training. She directs the human subjects and responsible conduct of research training programs and oversees the work of the Conflict of Interests committee. Tracy is an adjunct instructor in the Department of Bioethics, teaching the graduate course “On Being a Professional Scientist”. She serves as a board member for the national organization the Association of Research Integrity Officers. In addition, she was the principal investigator of a federal grant from the Office of Research Integrity and has done peer review and taught workshops for the agency. She holds a BA in Communication Science and Disorders and a MA in Audiology, both from the University of Pittsburgh. Prior to working in Research Administration, Tracy spent 11 years working as an intraoperative neurophysiologist in a private practice in Northeast Ohio and at Washington University in St. Louis.
Academic leaders and faculty members often cite the importance of interpersonal skills when leading an academic unit, managing a research team, or functioning as a productive member of any team or unit in academia. However, emotional intelligence and self-awareness are less commonly mentioned as predictors of success among academic teams. In this video course, department chairs and faculty will discover the connection between emotional intelligence and individual, team, and department results. Through Daniel Goleman’s four pillars of emotional intelligence, you will get ideas for how to: You will learn Daniel Goleman’s four pillars of emotional intelligence and informally assess your skill in each of these pillars. Once you have a greater awareness of how you “show up” for yourself and others, we’ll offer simple suggestions for how you can manage yourself and your relationships more productively.
Partnering with higher ed leaders to increase their influence and impact. Dorine Lawrence-Hughes, JD, EDD, has been counseling and coaching leaders since 2012. As certified coach and facilitator, she provides individual coaching for leaders seeking to expand their impact, transition into new leadership roles, or level up their leadership skills to face increasingly complex challenges. Dorine also facilitates group coaching and leadership workshops for teams and organizations and specializes in executive leadership, conflict, middle management, and leadership communication. Her most recent clients include the University of Michigan Medicine health system, Kansas State University, the University of Houston-Downtown, and several government agencies. Dorine also co-created a leadership development program for women in higher education through UCLA and is a Certified Professional Co-Active Coach (CPCC). Dorine’s own leadership experience includes serving as an Assistant Dean for Undergraduate Education at the University of Michigan for 7 years where she provided strategic oversight of various cross school, cross-curricular, and co-curricular initiatives for effective teaching and learning. Prior to her work with the University of Michigan, she served as a Clinical Associate Professor with the University of Southern California. Dorine is also an attorney – licensed to practice law in California for over 20 years where […]
As you navigate more complex leadership roles, you will also navigate more contentious issues and conflicts. This makes the relationships you form with your colleagues not only “nice to have,” but essential: there is very little that cannot be accomplished when relationships are strong and built on a foundation of trust and mutual respect. During this discussion, you’ll learn how a President and a CFO built a relationship that propelled the success of their teams, the institution, and helped them both to thrive individually. Carmen Twillie Ambar, President of Oberlin College, and Audra Hoffman Kahr, Executive Vice President of Finance & Administration at Lafayette College, will share how they met, how their relationship evolved, and a few lessons they’ve learned along the way as women leaders in higher education.
Use Our Learning Plans to Combat Burnout and Gain New Skills Become a member to gain access to all learning plan resources. Start our member favorite learning paths for a deeper dive into current challenges around workplace culture and communication. Become a member to get full access to these plans. We will also work to match you with the resources that align with your development goals and create custom learning plans for you and your team. Workplace Culture and Morale Approx. 8.5 hours Learn how to maintain a positive workplace culture and morale within your team by building resilience, integrating inclusivity, engaging in empathy, reducing bullying, understanding microaggressions, and more. Download the Learning Plan Effective Communication Approx. 6.5 hours Learn how to manage conflict, confront toxicity, and cultivate an engaging persona on your video calls. Download the Learning Plan Professional Communication Approx. 8.5 hours Learn the most crucial communication skills you need as a leader navigating through remote work and high-anxiety times. Download the Learning Plan Our current members are using custom learning plans to: Create a development plan to achieve a particular strategic goal Help team members stay engaged and motivated over the summer Provide a focused plan to […]
Hate speech incidents are a growing concern on college campuses and can come in many forms: Controversial keynote speakers and event topics Disruptive student demonstrations Anonymous hate speech written on campus property Register for this webcast to learn how to respond to hate speech incidents in ways that serve students, leadership, faculty, and staff. In these moments, you may feel torn between advocating for the students and acting on behalf of the institution. We’ll help resolve this conflict by sharing policies and procedures that create safe spaces for students while encouraging holistic institutional responses.
Academic leaders are typically expert scholars in their fields but don’t learn core leadership skills when they move into their leadership positions. They rarely get formal training on ways to be simultaneously self-aware, emotionally intelligent, savvy about navigating systems and hierarchies, as well as effective at financial management, public speaking, crisis management, and conflict resolution. To support the health and climate of their departments and, in turn, institutions, academic leaders need to intentionally develop these crucial skills. Join us online with Jennie S. Knight, Ph.D., to hear how the University of Virginia has developed their successful Leadership in Academic Matters program (LAM) that draws on cross-campus collaborations and addresses diversity, equity, and inclusion. You will leave with solid ideas for how to approach your academic leadership programs that create an inclusive, equitable climate in which staff, faculty, and students can thrive.
Donna obtained her doctorate in experimental social psychology from the University of Kansas in June 2006 and her Master’s in applied social psychology from the University of Guelph, Canada, in May 2001. Her field of interest is diversity science and her program of research concerns the effects that cultural legacies of oppression have on psychosocial processes, which in turn shape human functioning (e.g., achievement, motivation, responses to inequity, and self-regulation) in ways that advertently or inadvertently justify and maintain social inequality. She has worked on large-scale initiatives to improve intergroup relations, including fostering positive attitudes towards immigrants, counteract hate groups’ recruitment of youth, and decrease intergroup conflicts in ethnically diverse schools. Donna has received NSF funding for her research and applied work concerning women’s and ethnic minorities’ participation in STEM fields. In 2009, she was a co-PI on an NSF EHR Core Research Grant that supported her research on intersectionality and broadening women’s participation in STEM fields. In 2017, she was a co-PI on a funded $125,000 CSU Chancellor’s Office mini-grant that supported the “Prejudice Habit Breaking” intervention to advance faculty diversity at CSUSB. She is currently a co-PI on an NSF ADVANCE grant (funded 08/2018) and as the Director, […]
Academic leaders and faculty members often cite the importance of interpersonal skills when leading an academic unit, managing a research team, or functioning as a productive member of any team or unit in academia. However, emotional intelligence and self-awareness are less commonly mentioned as predictors of success among academic teams. In this video course, department chairs and faculty will discover the connection between emotional intelligence and individual, team, and department results. Through Daniel Goleman’s four pillars of emotional intelligence, you will get ideas for how to: You will learn Daniel Goleman’s four pillars of emotional intelligence and informally assess your skill in each of these pillars. Once you have a greater awareness of how you “show up” for yourself and others, we’ll offer simple suggestions for how you can manage yourself and your relationships more productively.
Psychological safety is the belief that you will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. When you have psychological safety, you have the freedom to be vulnerable. You can take risks without feeling a sense of failure or ridicule. Teams that have psychological safety are more innovative, creative, and cohesive because vulnerability will not be held against anyone. In times of confusion or conflict, leaders and supervisors often try to bring teams together by creating a common vision or by clarifying goals and processes. But before these steps can be effective, you need to ensure a high level of psychological safety within your team. Without that foundation, your team will not function as cohesively. Join us online for this two-part webcast series to learn how to foster a deeper sense of psychological safety within your team.
