[Professional Development Days Main Stage on March 3, 2022.]
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WELCOME TO OUR PROFESSIONAL DEVELOPMENT DAYS FOR 2022.
THE NEXT COUPLE OF DAYS WE HAVE ENGAGING TOPICS AND SESSIONS THAT I HOPE YOU'LL FIND INFORMATIVE. PROFESSIONAL DEVELOPMENT IS MORE THAN JUST MEETING YOUR ANNUAL TRAINING REQUIREMENTS. WE'RE KIND OF IN THE TEACHING AND LEARNING BUSINESS HERE, AND THAT INCLUDES ALL OF US AS WE CONTINUE TO EVOLVE, ENSURING OUR EMPLOYEES ARE EXPOSED TO LEARNING OPPORTUNITIES THAT WILL ENHANCE YOUR CURRENT SKILLS, WHICH ARE ULTIMATELY GOING TO BE CRITICAL TO YOUR GROWTH AND OURS AS AN INSTITUTION.
LISTEN, AS I'VE SAID BEFORE, WE HAVE A LOT OF WORK TO DO.
WE ARE AN INTEGRAL PART OF THE COMMUNITY AND CONTINUING TO LIVE UP TO OUR MISSION OF TRANSFORMING LIVES AND COMMUNITIES THROUGH HIGHER EDUCATION WILL REQUIRE THAT WE CONTINUE TO MEET THE NEEDS OF OUR STUDENTS.
BUT AS I MENTIONED IN MY MESSAGE YESTERDAY, MEETING THE NEEDS OF OUR COMMUNITY ALSO MEANS THAT WE HAVE WORK TO DO IN IMPROVING YOUR EXPERIENCE AS EMPLOYEES AND REBUILDING THE CULTURE ACROSS DALLAS COLLEGE.
THAT'S WHERE WE'RE GOING TO RELY ON INITIATIVES LIKE DALLAS COLLEGE 20 30 PLAN AND ACTION 2022 TO HELP ADDRESS MANY OF THE BARRIERS AND FORGE A BRIGHTER PATH FORWARD.
IF YOU HAVEN'T ALREADY, I ENCOURAGE YOU TO WATCH MY MESSAGE FROM MARCH 2ND, WHICH WAS JUST YESTERDAY WHERE I GO INTO GREATER DETAIL ON THOSE EFFORTS AND WHY I BELIEVE THEY WILL HELP US WITH BOTH OUR SHORT AND LONG TERM GOALS.
YOU SHOULD HAVE RECEIVED AN EMAIL LINK TO THE VIDEO, AND IT'S ALSO POSTED ON SHAREPOINT.
TODAY WE HAVE A FULL DAY AHEAD.
WE HAVE LIVE AND ON DEMAND SESSIONS, ON TOPICS RANGING FROM DTI, LEADERSHIP, FUNDAMENTALS, SERVICE, CULTURE, COMMUNICATIONS AND MORE.
YOU ALSO HAVE AN OPPORTUNITY TO GET REACQUAINTED WITH SOME OF OUR FUNCTIONAL AREAS WITHIN THE COLLEGE AS PART OF DALLAS COLLEGE ONE ON ONE.
BUT FIRST, WE'LL HEAR FROM OUR FEATURED SPEAKER, DR.
DR. ANDREATTA IS AN INTERNATIONALLY RECOGNIZED THOUGHT LEADER WHO CREATES BRAIN SCIENCE BASED SOLUTIONS FOR TODAY'S CHALLENGES.
SHE'S THE FORMER CHIEF LEARNING OFFICER OF LYNDA.COM AND THE SENIOR LEARNING CONSULTANT FOR GLOBAL LEADERSHIP AND TALENT DEVELOPMENT AT LINKEDIN.
SHE WILL SHARE INSIGHTS FROM NEUROSCIENCE THAT CAN HELP US UNDERSTAND MANY ASPECTS OF THE WORKPLACE, INCLUDING HOW WE MOVE THROUGH CHANGE, CREATE GREAT TEAMS AND BOUNCE BACK FROM BURNOUT. I KNOW HER MESSAGE WILL RESONATE WITH EACH OF YOU AS WE CONTINUE ADJUSTING FOLLOWING THE PANDEMIC AND THE TRANSITION TO DALLAS COLLEGE.
DON'T FORGET THAT WE HAVE ADDITIONAL PROGRAMING TOMORROW, SO VISIT THE PROFESSIONAL DEVELOPMENT PAGES ON SHAREPOINT FOR MORE INFORMATION.
THANK YOU AGAIN FOR YOUR ATTENDANCE AND PARTICIPATION.
HAVE A GREAT DAY! THANK YOU, DR.
LAWTON. GOOD MORNING, EVERYONE.
NOW IT IS MY PLEASURE TO WELCOME.
DR. BRITT ANDREATTA AS A DOCTOR AT THE UNIVERSITY OF CALIFORNIA, SHE REGULARLY CONSULTS WITH ORGANIZATIONS ON LEADERSHIP DEVELOPMENT AND LEARNING STRATEGY IN TWENTY TWENTY ONE BRITS, AS SHE ASKED THAT I CALL HER TODAY, WAS NAMED A TOP 20 LEARNING INFLUENCER AND A TOP 20 H.R.
INFLUENCER FOR LEADERSHIP DEVELOPMENT.
THANK YOU, SIR. OH, THANK YOU.
GO. IT'S LOVELY TO SEE YOU TODAY, AND I'M REALLY EXCITED TO BE CONNECTING WITH ALL OF YOU AT DALLAS COLLEGE. HIGHER EDUCATION IS NEAR AND DEAR TO MY HEART AND I'M LOOKING TO OUR CONVERSATION. SO WE'RE GOING TO BE TALKING TODAY ABOUT LEVERAGING BRAIN SCIENCE TO THRIVE IN 2022.
AND AS WAS ALREADY MENTIONED, I'VE WRITTEN SEVERAL BOOKS ON THE BRAIN SCIENCE OF THAT.
SO I'M GOING TO BE SHARING OF THE STRATEGIES AND KIND OF HIGH LEVEL TAKEAWAYS FOR YOU TO SHARE. BUT IF YOU WANT TO DIG INTO ANY OF THE DETAILS OR IF YOU WANT TO READ THE RESEARCH, I ENCOURAGE YOU TO PICK UP ONE OF MY BOOKS.
WHAT WE'RE GOING TO BE TALKING ABOUT TODAY IS I'M GOING TO START WITH BURNOUT JUST KIND OF WHERE EVERYONE IS AT EMOTIONALLY RIGHT NOW.
I'M GOING TO START, WE'RE GOING TO TALK ABOUT ORGANIZATIONAL CHANGE.
I KNOW YOU'VE BEEN THROUGH A LOT OF IT.
IT'S SOMETHING THAT EVEN IF YOU WEREN'T UP TO A LOT OF CHANGE INITIATIVES, THE PANDEMIC ALONE GENERATED A LOT OF CHANGE.
BUT YOU ALSO HAVE BEEN COMING TOGETHER IN A NEW COMMUNITY.
AND I'M GOING TO TALK ABOUT CONNECTION AND TRUST AND HOW THAT WORKS TO CREATE TEAMS. AND I'M GOING TO MAKE SURE THAT YOU LEAVE WITH THREE THREE BIG STRATEGIES.
AND WITHIN THOSE THERE'S LIKE, YOU KNOW, STRATEGIES TO HELP YOU THRIVE.
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ALL RIGHT. SO I LIKE TO START OFF WITH JUST KIND OF HELPING US UNDERSTAND CORE HUMAN NEEDS AND WHY I LOOK TO WHY I WORK WITH NEUROSCIENCE IS IT GIVES US A NEW UNDERSTANDING ABOUT THIS, THIS BODY WE INHABIT EVERY DAY.SO WHAT NEUROSCIENCE IS IS THE STUDY OF THE CENTRAL AND PERIPHERAL NERVOUS SYSTEM.
SO YOUR CENTRAL IS YOUR BRAIN AND YOUR SPINAL CORD, AND THE PERIPHERAL NERVOUS SYSTEMS OF ALL THE OTHER NERVES THAT ENLIVEN YOUR BODY.
AND WE CAN LOOK AT HOW THESE SYSTEMS INFLUENCE HOW WE THINK, FEEL AND ACT.
SO EACH ONE OF MY BOOKS FOCUSES ON A DIFFERENT ASPECT IS ON LEARNING HOW WE LEARN.
ONE IS ON HOW WE MOVE THROUGH CHANGE AND ONE IS ON HOW WE CREATE GREAT TEAMS. BUT WHY I LOVE LOOKING AT NEUROSCIENCE IS BECAUSE BIOLOGY IS UNIVERSAL.
I LOVE ALL OF OUR CAPACITY AND OUR DIVERSITY SHOULD BE CELEBRATED AND RESPECTED.
BUT WE ALSO SHARE A LOT AND BIOLOGICALLY WE'RE IDENTICAL.
AND SO UNDERSTANDING OUR RESPONSE TO THE WORLD FROM A NEUROSCIENCE PERSPECTIVE GIVES US COMMONALITIES THAT CUT ACROSS GENDER, AGE, ETHNICITY, REGION, SEXUAL ORIENTATION.
ALL THE WAYS IN WHICH WE HAVE THE WAYS THAT WE EXPERIENCED IN THE WORLD THAT WE SHOULD ACKNOWLEDGE AND CELEBRATE ALSO GIVES US COMMONALITIES.
SO IF YOU REMEMBER NOTHING ELSE ABOUT HUMANS, I WANT YOU TO REMEMBER WE'RE WIRED FOR THREE THINGS.
COME, I MEAN, MOST SURVIVAL IS WHAT YOU THINK IT IS, IT'S OUR NEED FOR FOOD, WATER AND SHELTER. OBVIOUSLY, THE PANDEMIC TRIGGERED A LOT OF SURVIVAL BECAUSE IT WAS A KILLING.
DURING REGULAR TERMS, YOU CAN SEE SURVIVAL THINGS WORKPLACE THROUGH A PERFORMANCE REVIEW BECAUSE OUR PAYCHECK IS HOW WE BUY FOOD, WATER AND SHELTER.
WE ARE A TRIBAL SPECIES AND WE'RE MEANT TO BE IN A COMMUNITY AND WE'RE MEANT TO LIVE TOGETHER IN COMMUNITY. OUR SPECIES IS DESIGNED FOR US TO BE IN TRIBES, AND SO BIG PARTS OF OUR BIOLOGY ARE DEDICATED TO READING EMOTIONS IN OTHERS, LEARNING HOW TO COOPERATE AND COLLABORATE WITH EACH OTHER.
AND SO THIS IS ALSO BEEN STRESSED IN THE PANDEMIC BECAUSE WE'RE USED TO BEING WITH EACH OTHER, WITH FAMILY, WITH COWORKERS.
AND WHILE WE WERE ABLE TO WORK FROM HOME, WE'VE REALLY STRAINED THIS OF HOW WE FORMED CONNECTION AND BUILD TRUST WITH EACH OTHER.
AND SO WE'RE GOING TO NEED TO PUT A LITTLE ATTENTION ON THAT AS WE COME BACK TOGETHER.
AND THEN PERHAPS OUR DEEPEST NEED IS TO BECOME WHO WE'RE MEANT TO BE TO LEARN AND GROW AND ACHIEVE OUR FULL POTENTIAL.
I MEAN, AS I WORK WITH A LOT OF WORK PATIENTS AND THEY'RE LIKE, WE WANT ALL OUR PEOPLE TO COME TO WORK IN THE PURPLE BOX AND I'M LIKE, GREAT, STOP MESSING WITH THEM IN THE ORANGE AND THE GREEN BOX. SO THERE'S A LOT OF THINGS WE DO AT WORK WHERE WE CAN STRAIN PEOPLE OR ACTIVATE THEIR SURVIVAL AND AROUND BELONGING, PARTICULARLY IN GROUPS, AND COMES TOGETHER BECAUSE HOW WE WORK TOGETHER INFLUENCES OUR PERFORMANCE REVIEW, OR IT AFFECTS HOW WELL WE CAN ACHIEVE OUR POTENTIAL BASED ON WHAT OUR TEAMMATES ARE DOING.
SO WE'RE GOING TO DIG INTO THIS A LITTLE BIT MORE, BUT I WANT TO START OUT WITH THE FACT THAT, YOU KNOW, WE'RE AT THIS PLACE WHERE, YOU KNOW, WE'RE MORE THAN TWO YEARS INTO THE PANDEMIC EXPERIENCE AND THIS INVISIBLE LITTLE VIRUS HAS CHANGED EVERYTHING THAT WE THINK ABOUT HOW AND WHERE WE DO WORK, HOW WE CONNECT WITH OTHERS.
AND IT'S NOT JUST HAPPENING IN ONE REGION OF THE WORLD, IT'S HAPPENING GLOBALLY, SO IS AFFECTING EVERYTHING. AND I WORK WITH A LOT OF CORPORATIONS.
WE'RE DEALING WITH CONVERSATIONS AROUND THIS EVERYWHERE.
BUT ONE OF THE THINGS THE PANDEMIC IS DRIVING AND I'M SURE YOU'VE HEARD ABOUT IT IS THE GREAT RESIGNATION.
WE ARE ON SEVERAL MONTHS OF RECORD NUMBERS OF QUITTING AND THERE'S A LOT OF TURNOVER HAPPENING. AND SO I WANT TO DIG INTO THAT A LITTLE BIT BECAUSE IT'S JUST PART OF THAT IN THIS JOURNEY IN THE PANDEMIC.
AND IT BRINGS US TO OUR FIRST TOPIC, WHICH IS WHEN WE ASK PEOPLE WHY THEY'RE QUITTING THEIR CURRENT JOBS. THE NUMBER ONE ANSWER IS BURNOUT.
FOUR CUPS OF COFFEE AND STILL DON'T HAVE IT RIGHT.
A LOT OF FEELING THE IMPACT AND BURNOUT IS NOT JUST A CATCHPHRASE FOR, OH, I'M A LITTLE TIRED OR GOSH, I'VE BEEN A LITTLE STRESSED.
IT'S LITERALLY A DIAGNOSABLE CONDITION.
AND IT'S A STATE OF EMOTIONAL, PHYSICAL AND MENTAL EXHAUSTION BROUGHT ON BY LONG TERM STRESS. NOW, HUMANS ARE WIRED SURGE CAPACITY.
THIS IS A COLLECTION OF ADAPTIVE SYSTEMS, MENTAL AND PHYSICAL THAT WE DRAW ON FOR SHORT TERM SURVIVAL IN ACUTELY STRESSFUL SITUATIONS SUCH AS NATURAL DISASTERS.
SO FOR EXAMPLE, IF THERE'S A FIRE OR HURRICANE.
WELL, EVEN IF WE'RE TIRED AND USE THIS CERTAINTY, BUT IT HAS A SIX MONTH LIMIT WHICH WHEN YOU THINK ABOUT MOST NATURAL DISASTERS, IS A TIME WHEN THINGS HAVE MOVED ON, YOU'VE STARTED CLEANING UP, YOU'VE HAD THE FUNERALS, YOU'RE FAR DOWN THE PATH AND THE GRIEVING PROCESS. AND SO IT'S BEEN REALLY DIFFICULT ABOUT THIS PANDEMIC BECAUSE WE USED OUR SURGE
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CAPACITY A LONG AGO, AND YET WE'VE STILL HAD TO BE DEALING WITH IT.IF YOU WANT TO LEARN MORE ABOUT BURNOUT, I ENCOURAGE YOU TO GET THIS BOOK.
BURN OUT THE SECRET TO UNLOCKING THE STRESS CYCLE WRITTEN BY DOCTORS EMILY AND AMELIA NAGORSKI. THEY IDENTIFY THREE COMPONENTS OF BURNOUT, AND I'M GOING TO GO INTO EACH ONE.
SO THERE'S EMOTIONAL EXHAUSTION, DECREASED SENSE OF ACCOMPLISHMENT AND PERSONAL.
THIS IS THE THING THAT COMES FROM BEING TOO MUCH FOR TOO LONG.
AND SOME OF THE SYMPTOMS OF CHRONIC FATIGUE, WHICH YOU'D EXPECT BUT IRONICALLY AND HORRIBLY INSOMNIA WERE EXHAUSTED, BUT WE CAN'T SLEEP.
THIS OBVIOUSLY AFFECTS OUR ABILITY TO CONCENTRATE.
IT INCREASES ANXIETY AND DEPRESSION MAKES US QUICK TO ANGER.
WE HAVE INCREASED ILLNESS AND PHYSICAL SYMPTOMS LIKE HEART PALPITATIONS, CHEST PAIN, SHORTNESS OF BREATH, GI PAIN, DIZZINESS, HEADACHES, FAINTING.
SO THAT'S EMOTIONAL EXHAUSTION.
THE SECOND COMPONENT IS A DECREASED SENSE OF ACCOMPLISHMENT.
THE UNCONQUERABLE SENSE OF FUTILITY THAT NOTHING YOU DO MAKES ANY DIFFERENCE.
SO WHAT'S REALLY HARD WITH THIS ONE IS IT MAKES YOU FEEL LIKE YOU'RE ON A HAMSTER WHEEL.
MAYBE BEFORE YOU WERE IN YOUR JOB, BEFORE YOU WERE FEELING REALLY GREAT ABOUT YOUR ACCOMPLISHMENTS, AND NOW YOU FEEL LIKE NOTHING YOU DO IS MAKING A DIFFERENCE.
I'M SEEING SOME CHAT THAT THERE IS A TERRIBLE ECHO AND I'M TRYING TO FIGURE OUT WHAT'S GOING ON. I JUST HAVE MY ONE.
YES, AUDIO, SENATOR, I THINK WE ARE HAVING SOME ISSUES WITH SOUND, BUT FOR SOME AND NOT ALL, SO OUR TECHNICAL FOLKS ARE WORKING ON THAT WITH THE LIVE STREAM.
I WOULD SAY GO AHEAD AND CONTINUE AND WE'LL SEE WHAT WE CAN DO.
OK. WELL, FOR THOSE OF YOU THAT ARE STRUGGLING, A LOT OF WHAT I'M SAYING IS IN THE SLIDES, SO KEEP LOOKING.
SO WHAT HAPPENS IS WE WE JUST DON'T GET ANY JOY FROM THINGS THAT MADE US FEEL SATISFIED BEFORE. SO WE HAVE THINGS LIKE APATHY AND HOPELESSNESS.
WE ARE MORE IRRITABLE AND THAT DRIVES A LACK OF PRODUCTIVITY AND ULTIMATELY POOR PERFORMANCE.
AND THEN THE THIRD KICKER WITH BURNOUT IS IT CREATES DETACHMENT, AND DEPERSONALIZATION LITERALLY DEPLETE OUR ABILITY TO HAVE EMPATHY, CARING AND COMPASSION.
SO THIS ALSO SUCKS AWAY OUR SENSE OF ENJOYMENT IF YOU GO AND DO SOMETHING JUST TO LOVE AND NOW FEEL ABOUT IT.
THAT'S PROBABLY BURNOUT, AND THAT CAN LEAD TO PESSIMISM AND ISOLATION.
WE FEEL MORE DETACHED AND DISCONNECTED, AND WHAT'S HARD IS WE'RE A LITTLE BIT LIKE THAT FROG PUT INTO COOL WATER AND THEN THEY TURN THE TEMPERATURE UP AND START BOILING THE FROG. BY THE TIME WE REALIZE WE'RE NOT DOING OK, WE DON'T NECESSARILY HAVE THE COMPASSION FOR OURSELVES OR THE TO DO IT, TO GET OUT OF IT.
SO I HIGHLIGHT THAT WHAT IS RAMPANT RIGHT NOW? IN FACT, MORE THAN 90 PERCENT OF PEOPLE ARE REPORTING SYMPTOMS OF BURNOUT.
AND I THINK THIS IS IMPORTANT TO KNOW THIS IS FROM DR.
SADLY, MOST PEOPLE DON'T NOTICE IT'S GRADUAL GRIP OVER THEIR LIVES UNTIL IT'S TOO LATE.
BY THEN, EXTERNAL INTERVENTION IS NECESSARY TO MOVE BURNOUT PATIENTS TOWARD POSITIVE CHANGE. THIS IS WHY WE CALL EROSION OF THE SOUL BECAUSE IT JUST SLOWLY SUCKS AWAY THE ENJOYMENT YOU USED TO HAVE.
NOW HOW DO WE GET TO BURNOUT? BURNOUT WAS A PROBLEM BEFORE THE PANDEMIC.
IN FACT, THE WORLD HEALTH ORGANIZATION IN 2019 DECLARED IT A GLOBAL CRISIS WORKPLACE ILLNESS THAT NEEDED TO BE ADDRESSED.
THE CAUSES ARE OVERWORKING, AND WE KNOW THAT DURING THE PANDEMIC, PEOPLE HAVE BEEN WORKING LONGER HOURS THAN BEFORE.
IN FACT, 70 PERCENT OF WORKERS WHO TRANSITION TO REMOTE WORK BECAUSE OF THE PANDEMIC, SO THEY NOW WORK ON WEEKENDS.
FORTY FIVE PERCENT SAY THEY REGULARLY WORK MORE HOURS PER WEEK THAN THEY DID BEFORE THE LOCKDOWNS. AND SO PART OF THAT WAS WE HAD NOWHERE ELSE TO GO RIGHT, SO WE MIGHT AS WELL LEAN IN AND GET WORK DONE.
AND SOME OF US, THE ANXIETY OF THE PANDEMIC MADE IT FEEL GOOD TO GET SOMETHING DONE.
WE COULD AT LEAST CONTROL OUR WORK.
THE SECOND CAUSE OF BURNOUT IS UNDER IT, AND NOT TO DO THE THINGS THAT HELP US LIKE GET A PEDICURE, HAVE DINNER WITH FRIENDS, GO SHOPPING, TAKE IN A MOVIE, GO TO THAT GYM CLASS, TAKE A VACATION OR EVEN COMMUTING TO WORK.
THAT DRIVE TO WORK GAVE US SOME BOUNDARY AND A PLACE TO DECOMPRESS A LITTLE BIT.
SO OUR FIRST IS I REALLY WANT YOU THINKING ACTIVELY ADDRESSING BURNOUT YOUR OWN AND HELPING OTHER PEOPLE.
THERE'S FOUR CURES FOR BURNOUT.
THE FIRST IS REST, JUST GIVING YOURSELF PERMISSION TO REST AND SLEEP MORE.
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CHILL OUT, IT'S OK.HE NEEDS TO DO THAT FROM HOW MUCH EMOTIONAL AND PHYSICAL ENERGY WE HAVE PUT INTO THE LAST TWO YEARS. A SECOND THING IS SPEND TIME IN NATURE.
IN FACT, SCIENTISTS HAVE FOUND THAT NATURE HAS A CALMING EFFECT.
NERVOUS SYSTEM AND A LOT OF IT HAS TO DO WITH OUR EYE RECOGNIZES THE FIBONACCI SEQUENCE THAT'S IN A LOT OF NATURAL THINGS.
AND SO SPENDING TIME IN NATURE CREATES SOMETHING EFFECT TO THE NERVOUS SYSTEM.
THE IDEAL THE MINIMUM IS 20 MINUTES, THREE TIMES A WEEK.
THAT SEEMS TO BE A GREAT NUMBER.
REALLY BRING THE HEALING BENEFITS OF NATURE.
MORE IS BETTER, BUT THREE TIMES A WEEK, 20 MINUTES IF YOU CAN SPEND TIME NEAR, ON OR IN WATER, IT'S EVEN BETTER.
WATER ALSO BRINGS SOME HEALING BENEFITS, AND IT SEEMS LIKE IT'S PARTICULARLY COMMON TO IRRITATED NERVOUS SYSTEMS. SO TAKE THAT DRIVE TO THE OCEAN.
GET INTO THE SWIMMING POOL, FIND THAT LAKE.
AND THEN THE LAST THING IS PLAY PLAY IS SOMETHING THAT IF YOU WATCH ANIMALS, IF YOU WATCH HUMANS, WE ONLY PLAY WHEN WE FEEL SAFE, RIGHT? WE DON'T FEEL LIKE THERE'S A THREAT OR A DANGER AROUND US.
SO IF WE START PLAYING, WE ACTUALLY SIGNAL TO OUR BODY THAT WE'RE SAFER NOW.
AND AT THIS STAGE IN THE PANDEMIC, WE'RE GETTING TO THE PLACE WHERE THE VACCINATIONS AND THE BOOSTERS ARE WORKING. OUR MITIGATION HAS BEEN WORKING.
WE CAN START TO HAVE OUR LIVES AGAIN AND SO INTENTIONALLY START TO INVEST IN SOME TIME PLAYING BECAUSE IT WILL SEND A SIGNAL TO YOUR BODY THAT YOU'RE OK.
NOW, YOU MAY HAVE TO FAKE IT A LITTLE BIT LIKE THE FIRST TIME YOU YOU TRY TO PLAY BECAUSE OF BURNOUT. YOU'RE LIKE, I DON'T KNOW, BUT WE GOT TO KEEP DOING THESE THINGS A FEW TIMES UNTIL WE CAN KIND OF LIFT OUR SYSTEM BACK UP AGAIN.
ALL RIGHT. SO I WANT TO GIVE YOU A COUPLE OF MINUTES TO JUST PROCESS THAT FOR THOSE OF YOU, YOU HAVE ACCESS TO THE CHAT BOX MARIAL.
ARE THERE SPECIAL INSTRUCTIONS ABOUT THOSE ARE ON SWAGGERED VERSUS THOSE WHO ARE IN THE WEBEX LINK? YES, ABSOLUTELY.
SO IF YOU'RE ON WEBEX, PLEASE USE THE CHAT, YOU CAN SHARE A QUESTION WITH EVERYONE THERE.
THERE'S ALSO A FORM, AN ANONYMOUS FORM.
SO IF YOU'RE ON THE PROFESSIONAL DEVELOPMENT SITE AND YOU SAW THAT JOIN LINK TO JOIN THIS SESSION OR TO JOIN THE SWIGERT SESSION, THERE'S A FORM THERE WHERE YOU CAN ALSO PUT ANONYMOUS QUESTIONS AND COMMENTS, AND I'LL BE READING THOSE OUT AS WELL, SO PLEASE SHARE WHEREVER YOU FEEL MOST COMFORTABLE.
GREAT. TWO MINUTES ON THE CLOCK AND JUST GIVE YOU A CHANCE TO SHARE IT.
OOPS. HANG ON. SHARE IN THE CHAT.
WHAT'S YOUR NOTICING ABOUT BURNOUT AT DALLAS COLLEGE? HOW ARE YOU DOING? HOW CAN YOU HELP YOURSELF? HOW CAN YOU HELP OTHERS? SO JUST A CHANCE TO REFLECT ON THAT.
AND ABSOLUTELY, I SAW A COMET COME IN.
STUDENTS ABSOLUTELY ARE SUFFERING FROM BURNOUT TO.
YOU KNOW, I SEE A COMMENT THAT CAME IN OF SO MANY GREAT COMMENTS ALREADY.
AND ONE IS TOUCHING ON THE ISSUE OF MANY OF US GET A LOT OF SATISFACTION HELPING STUDENTS. WE JOIN THE COLLEGE BECAUSE WE LOVE IT.
BUT THEN IT MEANS WE OFTEN CAN TAKE ON THAT OVERBURDENED WORKLOAD BECAUSE WE LOVE WHAT WE DO. IT'S INTERESTING.
ABSOLUTELY. IT'S THE YOU'VE GOT TO PUT THE OXYGEN MASK ON YOURSELF, AND IF WE'RE BURNED OUT, WE'RE NOT AS EFFECTIVE, GIVING OTHER PEOPLE THE SUPPORT.
I'VE SAID. LOVE COMING IN AFTER YOU'VE TYPED YOURS.
YOU SCROLL THROUGH THE COMMENTS, IT GIVES YOU A SENSE OF WHAT YOUR YOUR PEERS ARE FEELING AND THINKING.
OK, SO I'M SEEING A LOT OF VALIDATION THAT BURNOUT IS HAPPENING, YOU'RE NORMAL, IT'S KIND OF WHERE WE ARE. BUT WHAT IT DOES MEAN IS THAT WE WANT TO TAKE ACTIVE ACTION TO ADDRESS BURNOUT. SO JUST START PAYING ATTENTION TO HOW YOU'RE FEELING.
START LISTENING TO HOW YOUR TEACHERS ARE FEELING AGAIN WITH EACH OTHER.
ENCOURAGE EACH OTHER TO TAKE YOUR TIME OFF, PLAY TOGETHER, FIND WAYS, AND IT'S GOING TO DING IN THREE TO ONE.
I JUST WANT TO GIVE EVERYONE A MISSION TO PAY ATTENTION TO BURNOUT.
I THINK IT'S THE NUMBER ONE THING WE NEED TO BE DOING BECAUSE EVERYTHING ELSE WE CAN'T REALLY ACHIEVE UNTIL WE COME OUT OF OUR BURNOUT STATE.
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AND IF YOU'VE BEEN FEELING LIKE I JUST, YOU KNOW, I'M JUST NOT FEELING IT, THAT'S OK.YOU CAN GET THAT FEELING BACK.
WE JUST HAVE TO PUT SOME TIME AND ENERGY INTO HELPING OURSELVES RECOVER FROM BURNOUT.
LOVE TO SEE ALL THOSE COME IN.
THE SECOND TOPIC I WANT TO TALK TO YOU ABOUT IS ORGANIZATIONAL CHANGE AND THE REASON WHY I WANT TO TALK. OBVIOUSLY, YOU GUYS HAVE GONE THROUGH CHANGE, BUT IT'S THE SECOND REASON PEOPLE ARE LISTING FOR WHY THEY'RE QUITTING THEIR JOBS IS TO MONEY ORGANIZATIONAL CHANGES. AND I THINK THIS IS AGAIN KIND OF A DOUBLE WHAMMY WITH THE PANDEMIC BECAUSE CHANGE IS ALSO STRESSFUL AND THE PANDEMIC BROUGHT ON A LOT OF CHANGE.
THIS IS FROM MY BOOK WALTER TO RESIST.
NOT ALL CHANGE IS CREATED EQUAL, RIGHT? YOU CAN CHANGE A FAUCET IN THE BATHROOM DOESN'T EVEN BOTHER YOU.
PRETTY DISRUPTIVE, RIGHT? SO THE THINGS THAT WE WANT TO PAY ATTENTION TO IS HOW LONG DOES IT TAKE YOU TO GET IT OR USE TO THE NEW CHANGE? HOW MUCH DISRUPTION DOES THAT CHANGE CREATE IN YOUR LIFE? HOW MANY TOTAL NUMBER OF CHANGES ARE YOU HOLDING, RIGHT? AND WHAT'S THE PACE BETWEEN THOSE CHANGES? DO YOU HAVE A CHANCE TO KIND OF ADJUST TO THE NEW NORMAL AND SETTLE IN BEFORE THE NEW CHANGE COMES? SO YOU ALL HAD A LOT GOING ON ALREADY AND THEN THE PANDEMIC WAS OUT OF IT.
SO IF YOU WERE FEELING SOMEWHAT BALANCED, YOU WERE PROBABLY TAKEN OUT OF BALANCE JUST BECAUSE OF THE ADDITIONAL STUFF THAT THE PANDEMIC DROVE.
BUT I WANT TO TEACH YOU A COUPLE OF THINGS WE NOW KNOW FROM THE SCIENCE OF HOW WE GO THROUGH CHANGE, AND THERE'S A PRETTY PREDICTABLE PATTERN OF THE EMOTIONS THAT WE HAVE AROUND CHANGE.
SOME OF YOU WHO KNOW CHANGE MANAGEMENT STUFF, YOU'LL RECOGNIZE THIS AS KUBLER-ROSS THEORY, BUT I FLIPPED IT UPSIDE DOWN.
SO SHE DID A LOT OF STUDIES ON CHANGE, AND IT'S BEEN REPLICATED BY A LOT OF FOLKS.
WE KNOW THE CHANGES ANNOUNCED AND WE WERE THE CURRENT STATE THAT CHANGED HIS ANNOUNCE.
WE ACTUALLY GO THROUGH SOME PRETTY DIFFICULT EMOTIONS.
WE WILL FEEL SHOCK, FEAR AND DENIAL.
AND THEN WE MOVE ON TO ANXIETY, STRESS AND ANGER, AND THEN WE'LL FEEL CONFUSION, FRUSTRATION AND DEPRESSION.
IF YOU'VE EVER ROLLED OUT CHANGE.
OFTENTIMES, YOU'RE LIKE, DOES HE CHANGE ANY OF IT? AND THEN YOU'RE LIKE, WOW, WHERE ARE ALL THESE FEELINGS COMING FROM? IT'S ACTUALLY PART OF OUR BIOLOGY.
WE ARE WIRED TO FIRST LOOK AT CHANGE AS POTENTIAL DANGER BECAUSE CHANGE OUR AMYGDALA, WHICH IS THE PART OF OUR BRAIN THAT KICKS OFF THAT FIGHT OR FLIGHT RESPONSE, HOW IT KNOWS WE'RE IN DANGER IS BECAUSE SOMETHING HAS CHANGED.
LIKE, RIGHT NOW YOUR AMYGDALA IS SCANNING YOUR ENVIRONMENT, IT'S PAYING ATTENTION TO EVERYTHING AROUND YOU.
AND IF NOTHING IS CHANGING YOU, FINE.
BUT IF WE HEARD A LOUD EXPLOSION OR ALL SUDDEN SMELLED FIRE SMOKE, YOUR BODY WOULD GO ON ALERT. SO CHANGE IS THE PRECURSOR TO POTENTIAL DANGER.
AND SO WE LOOK AT IT THAT WAY AND WE ONLY SETTLE DOWN.
SO AS ANNOUNCED, WHAT HAPPENS ARE ACTUALLY FOCUSING ON THIS GO BADLY.
WHAT POLOO'S? HOW IS THIS NOT GOOD FOR ME? AND WE TEND TO BE NEGATIVE NELLIES AT THE BEGINNING OF CHANGE, AND IT'S ALSO A FORM OF GRIEF BECAUSE WE'RE THINKING ABOUT ALL THE THINGS WE LOST.
SO IF YOU'VE BEEN MERGED WITH IT, MAYBE YOU'RE LIKE, WELL, I LIKE IT, OR MAYBE YOU HAVE SOME NEW PROBLEMS AND YOU'RE LIKE, BUT THE OTHER ONES I KNEW AND IT WAS SIMPLE TO DO MY JOB, AND NOW IT'S GOTTEN HARD AND CONFUSING.
AND THEN WE GET TO THE PEAK OF THIS ARC AND IT'S THE PEAK OF RESIGNATION.
AND THERE'S ACTUALLY THREE TYPES OF RESIGNATION THAT HAPPENS HERE.
I DON'T WANT TO BE PART OF THIS CHANGE.
THE SECOND ONE IS PEOPLE RESIGN THEMSELVES TO THE CHANGE, LIKE, OH, I GUESS THIS IS HAPPENING, I BETTER GET ON BOARD.
SO THEY SPENT A LOT OF TIME ABOUT IT, BUT THERE'S KIND OF THE POINT WHERE THEY TURN THE CORNER AND START TO EMBRACE THE CHANGE.
AND THEN THE THIRD TYPE OF RESIGNATION IS THAT LEADERS WHO DESIGNED CHANGE AND PUT A LOT OF THOUGHT INTO, YOU KNOW, DESIGN MAKING SURE IT WAS GO WELL ARE OFTENTIMES REALLY SHOCKED AT THIS NEGATIVE RESPONSE.
AND SO THEY SOMETIMES GET NERVOUS AND THEY PULL THE CHANGE AND THEY SAY, NEVER MIND, WE SHOULDN'T HAVE DONE THAT WHEN REALLY THEY SHOULD HAVE JUST WAITED A LITTLE BIT LONGER BECAUSE WE ARE BIOLOGICALLY WIRED TO ADAPT AND CHANGE.
FOR THE HOME WE CAN DO TO HELP THAT GO MORE SMOOTHLY, BUT GET OVER THE HUMP AND THEN WE START TO LOOK TOWARD THE FUTURE AND WHAT WE CAN GAIN FROM THE CHANGE TO GET FEELINGS OF HOPE, THINGS LIKE ACCEPTANCE, CURIOSITY, WE STILL HAVE SOME HEALTHY SKEPTICISM THROWN IN, BUT WE ALSO START TO GET CREATIVE AND ENGAGE WITH THE CHANGE.
THIS IS WHEN PEOPLE START A LOT OF QUESTIONS AND HAVE IDEAS.
IF YOU LEAD CHANGE, THIS IS WHERE YOU'RE LIKE, WHAT'S GOING ON? WE THINK ABOUT THIS AND NOW, WHY ARE THEY ASKING A BUNCH OF QUESTIONS? IT'S BECAUSE THEY'VE TURNED THE CORNER AND ARE NOW ACTUALLY EMBRACING IT.
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AND ULTIMATELY, WE EVEN HAVE SOME IMPATIENCE.I NOTICED SOME IMPATIENCE ABOUT SOME CONSTRUCTION THAT'S HAPPENING ON YOUR CAMPUS, RIGHT? LIKE, THAT'S THE TYPE OF CHANGE AND YOU WANT IT TO GET DONE.
AND ULTIMATELY, WE GET EXCITED AND WE DROP INTO THE NEW NORMAL.
SO WHAT HAPPENS WITH A LOT OF CHANGE IN ORGANIZATIONS IS WE SPEND TIME THINKING ABOUT THE CHANGE ITSELF.
THERE CAN BE 20 BINDERS THICK OF THE CHANGE PLAN.
IT'S FACTUAL, IT'S STRUCTURAL AND IT'S SOMETHING THAT YOU EXECUTE AND YOU GUYS ARE DOING THAT YOU'RE MOVING THOSE NEEDLES.
BUT CHANGE SUCCEEDS OR FAILS ON THE PEOPLE SIDE BECAUSE HUMANS HAVE TO GO THROUGH THIS TREND. IT'S EMOTIONAL.
WE'RE REACTIVE, IT'S A PROCESS, AND OVER TIME WE ADJUST TO THE CHANGE.
SO IT'S REALLY IMPORTANT WHEN YOU CHANGE THAT YOU ADDRESS BOTH PARTS OF THE PLAN IN PLACE. AND ARE WE HELPING PEOPLE MOVE THROUGH THE INEVITABLE, BIOLOGICALLY DRIVEN RESISTANCE AND EMOTIONS THAT THEY HAVE ABOUT IT NOW? LEADERS CAN DO A LOT TO SHORTEN THE LENGTH THAT PEOPLE GO THROUGH AND DISRUPTION, BUT YOU CANNOT MAKE THOSE FEELINGS GO AWAY ALTOGETHER, EVEN IF YOU'RE A PERFECT CHANGE BECAUSE IT'S BIOLOGICAL.
RIGHT? BUT WE CAN HELP PEOPLE MOVE THROUGH IT.
NOW, ONE OF THE THINGS THAT I THINK IS HELPFUL IS IF, AS PEOPLE, WE KIND OF GET A HANDLE ON HOW MUCH CHANGE WE'RE GOING THROUGH.
SO I LIKE DOING THIS EXERCISE.
IT'S SOMETHING THAT YOU COULD MAYBE DO LATER IS TO KIND OF MAP OUT THE QUARTERS.
MAYBE YOU'RE ON SEMESTERS, WHATEVER SYSTEM WORKS FOR YOU AND THEN START TO LAY DOWN, OK, WHAT CHANGE INITIATIVES ARE ROLLING OUT AND WHERE ARE WE IN THE MIDDLE OF THESE? AND THE DIFFERENT SHAPES HERE REPRESENT HOW DISRUPTIVE THAT CHANGE WILL BE.
SO MIGRATING TO NEW SOFTWARE IS PRETTY DISRUPTIVE.
IT'S GOING TO DRIVE MORE RESISTANCE, AND SO IT'S GOT A BIGGER ARC TO IT THAN THE REBRANDING PRODUCT.
YOU KIND OF WORKING ON THAT SLOWLY.
YOU'VE GOT A LONG TIME TO GET IT READY, SO WE CAN KIND OF TAKE WHAT'S HAPPENING AND LAY IT DOWN AND START TO SEE WHAT'S GOING ON.
AND THEN WE CAN IDENTIFY TIMES OF THE YEAR WHEN A TEAM BE HOLDING A LOT OF CHANGE AND THEREBY A LITTLE BIT MORE STRESSED OUT.
SO IT'S REALLY HELPFUL TO KIND OF MAP YOUR CHANGES AND SEE WHAT'S GOING ON.
I ENCOURAGE YOU GUYS TO LOOK AT THE FUTURE 12 MONTHS AND KIND OF MAP OUT YOUR CHANGES.
IT CAN ALSO IDENTIFY WHERE TEAM NEEDS SOME, SOME MORE SUPPORT.
LEADERS MIGHT NEED TO BE PROVIDING EXTRA GUIDANCE.
WHAT I THINK IS REALLY INTERESTING, THOUGH, IS, YOU KNOW, THIS IS LIKE A TYPICAL CHANGE INITIATIVE FOR AN ORGANIZATION.
WE ALREADY HAD ALL THIS GOING ON.
YOU COULD LABEL YOURS, YOU KNOW, MERGING THE COLLEGES AND CHANGING PROCESSES AND ALL THE THINGS YOU'VE BEEN UP TO.
BUT NOW, IF WE THINK ABOUT WHAT HAPPENED OVER THE LAST FEW MONTHS, WE'LL MOVE THAT TO THE BACKGROUND. WE, IN ADDITION TO THAT, HAD THE PANDEMIC, WHICH HAD A BUNCH OF CHANGES IN IT. WE HAD THE PLANTS THAT WENT ON PERIOD OF TIME WE HAD WORKING FROM HOME, WHICH REQUIRED AN ADJUSTMENT.
WE HAD THE MASK MANDATES, WE HAD THE VACCINES, WE HAD THE RETURNING TO WORK.
AND SO ALL OF THIS HAS BEEN LAID ON TOP, WHICH IS WHY WE'RE ALL EXPERIENCING BURNOUT.
IT'S KIND OF THIS ONE TWO PUNCH OF THINGS.
AND BEFORE THE PANDEMIC, FORTY SEVEN PERCENT OF SENIOR EXECUTIVES FELT THAT THAT CHANGE FATIGUE WAS PREVALENT IN THEIR ORGANIZATIONS AND CHANGE FATIGUE IS JUST WHEN CHANGE IS COMING SO FAST THAT YOU AND YOU DON'T HAVE ANY TIME TO SETTLE IN BEFORE YOU HAVE TO CHANGE AGAIN.
SO PACING YOUR CHANGE OR BUNCHING YOUR CHANGE THERE CAN BE HELPFUL HELPING PEOPLE KIND OF SETTLE IN BEFORE THEY HAVE TO TAKE ON THE NEXT BATCH.
WHAT I THINK IS REALLY INTERESTING IS AMY WEBER IS A FUTURIST, AND SHE DID AN ARTICLE.
I THINK IT WAS IN FORBES. BUT WHAT SHE SAID WAS THANKS TO COVID 19, 20 20 SAW A DECADE OF DIGITAL TRANSFORMATION IN THE SPAN OF A FEW MONTHS.
DON'T EXPECT THE CHANGE TO END ANYTIME SOON, AND WE CERTAINLY EXPERIENCE THIS TOO, RIGHT? WE PUSHED THROUGH SOME OLD LIMITATIONS AND WE DID A LOT OF DIGITAL TRANSFORMATION.
BUT WHAT I THINK IS HARD, UNLESS YOU WORK IN IT, YOU MAY NOT FULLY APPRECIATE THAT IT WAS A DECADE WORTH OF TRANSFORMATION IN JUST A FEW MONTHS.
THINGS LIKE MOVING TO REMOTE WORK, CONTACTLESS INTERACTIONS, NEW COLLABORATIVE TOOLS.
BLOCKCHAIN, ARTIFICIAL INTELLIGENCE.
CRYPTO. OCCURRENCES, ONLINE LEARNING AND 500 OTHER TRENDS, SO CHANGE HAS BEEN, YOU KNOW, A BIG PART OF OUR LIVES THE LAST COUPLE OF YEARS, AND THAT'S THAT'S A LARGE PART OF HOW WE'RE WHY WE'RE FEELING TIRED.
OF COURSE, CHANGE IS THE ONLY CONSTANT IN LIFE.
THIS WAS SAID BY A GREEK PHILOSOPHER.
FIVE HUNDRED YEARS, JESUS WAS BORN, SO WE KNOW THAT CHANGE IS PART OF WHAT WE NEED TO BE ABLE TO ENDURE. AND YET, AS A SPECIES, WE'RE SOMEWHAT RESISTANT TO CHANGE.
OUR FIRST REACTION IS TO FREAK OUT AND WORRY ABOUT ALL THE THINGS THAT COULD GO WRONG AND THEN WE EVENTUALLY ADAPT.
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SO YOUR SECOND STRATEGY IS TO BE MORE OPEN, BE MORE PROACTIVE IN HOW YOU EMBRACE CHANGE.IF YOU CAN START TO HAVE A WAY THAT YOU MANAGE CHANGE, YOU'LL MAKE YOUR LIFE EASIER FOR THE REST OF YOUR LIVES.
SO THERE'S FOUR KEY THINGS I WANT TO GIVE YOU HERE.
ONE IS FIND OUT WHY THE CHANGE IS HAPPENING.
AND IF YOUR LEADERS ARE DOING A GOOD JOB, THEY'RE ARTICULATING IT VERY CLEARLY WHY WE'RE DOING THIS CHANGE.
SO IF YOU MISSED THE MEETING, GO FIND OUT.
AND IF YOUR LEADERS ARE NOT TELLING YOU, ASK A LOT OF GOOD QUESTIONS.
BUT WHEN WE FIND OUT WHY CHANGE IS HAPPENING, IT MAKES IT EASIER FOR US TO EMBRACE IT.
OUR BRAIN CAN GET ON BOARD WITH THE POTENTIAL GAINS AND WHAT COULD BE BETTER AS A RESULT OF GOING THROUGH THIS CHANGE.
THE SECOND THING IS TO FIND A WAY TO CONNECT TO YOUR OWN SENSE OF PURPOSE.
SO, FOR EXAMPLE, A LOT OF YOU I'M I'VE BEEN IN HIGHER ED MY WHOLE LIFE TOO.
WE CARE ABOUT HELPING PEOPLE GET, GET, YOU KNOW, LEARN AND IMPROVE THEIR LIVES AND ACHIEVE THEIR POTENTIAL.
SO IF WE CAN FRAME A CHANGE AROUND, I'M GOING TO BE ABLE TO DO THAT MORE.
WE'RE GOING TO BE ABLE TO BE MORE EFFECTIVE AT TOUCHING MORE LIVES.
WE'RE GOING TO BE ABLE TO WORK IN TEAMS BETTER WITH OTHER PEOPLE WHO CARE ABOUT LEARNING OR WHATEVER YOUR OWN PERSONAL SENSE OF IS RIGHT, SO WHEREVER YOU CAN CONNECT TO AUTHENTIC SENSE OF PURPOSE FOR YOURSELF.
IT JUST HELPS YOUR BRAIN IN YOUR BODY SEE THAT CHANGE AS NOT ONLY LESS THREATENING, BUT ACTUALLY REALLY POSITIVE.
A THIRD WAY WE CAN HELP OURSELVES EMBRACE CHANGE IS NOT DO IT BY OURSELVES.
TEAM UP WITH OTHERS, PARTNER WITH FRIENDS, GO THROUGH IT TOGETHER, LEARN TOGETHER.
MARK THE MILESTONES TOGETHER WHENEVER WE CAN DO IT IN A TRIBE, IN OUR COMMUNITY, IT MAKES IT EASIER. SO I KNOW THAT'S BEEN HARD DURING THE PANDEMIC BECAUSE WE'VE BEEN LIVING THROUGH THIS LITTLE SCREEN AND NOT IN PERSON AS MUCH WITH EACH OTHER.
BUT NOW WE'RE GOING TO HAVE THE OPPORTUNITY TO DO THAT.
BUT WHENEVER WE CAN FORM THOSE BONDS OF CONNECTION AND BRING A TEAM APPROACH TO EVERYTHING AND MAKE IT FUN WITH EACH OTHER, IT MAKES CHANGE LESS STRESSFUL.
AND THEN FINALLY, CELEBRATING MILESTONES OFTEN WHEN WE GO THROUGH CHANGE, WE'RE ACTUALLY DOING A GREAT JOB, BUT MOST OF THE TIME WE MEASURE THINGS WERE IF THEY WERE ON TIME AND IF THEY WERE ON BUDGET AND VERY, VERY RARELY IS A CHANGE BOTH ON TIME AND ON BUDGET.
SO WHAT SHOULD HAPPEN IS THE MEETING WHERE WE'RE LIKE, HEY, LOOK AT ALL THE THINGS WE'VE DONE HIGH FIVES.
OK, NOW WE'RE A LITTLE OVER SCHEDULE.
SO HOW ARE WE GOING TO GO FASTER, RIGHT? INSTEAD, WE WALK INTO THE MEETING AND SAY, OH MY GOSH, WE'RE OVER SCHEDULE.
WE'RE BEHIND, WE'RE OVER BUDGET.
IT'S TERRIBLE AND WE TAKE WHATEVER EXCITEMENT WE HAD ABOUT OUR ACCOMPLISHMENTS AND WE JUST PUSH THEM. SO FOR ANY OF YOU LEADING TEAMS, I WANT TO MAKE SURE YOU START MEETINGS CELEBRATING WHAT PEOPLE HAVE ACCOMPLISHED.
CHECK OFF THE MILESTONES HIGH FIVE EACH OTHER, IDENTIFY WHAT YOU'VE ALREADY ACCOMPLISHED AND THEN IF YOU NEED TO IMPROVE, YES, HAVE THAT CONVERSATION, BUT DON'T COME OUT OF THE GATE WITH A CONVERSATION.
MAKE THAT THE SECOND PART OF THE THING AND THEN FIRST ACKNOWLEDGE WHAT PEOPLE HAVE GONE THROUGH. FOR THOSE OF US WHO VALUE EDUCATION, THE GOOD NEWS IS THIS IN TIMES OF CHANGE, LEARNERS INHERIT THE EARTH WHILE THE OTHERS FIND THEMSELVES EQUIPPED TO DEAL WITH A WORLD THAT NO LONGER EXISTS.
AND SO FOR THOSE OF US WHO CARE ABOUT LEARNING AND EMPOWERING LEARNING, THIS IS A GREAT TIME. LEARNING IS HOW WE GET BETTER AT ANYTHING, INCLUDING ADAPTING TO CHANGE.
ALL RIGHT, I WANT TO GIVE YOU A COUPLE OF MINUTES TO JUST KIND OF REFLECT ON CHANGE.
HOW IS IT GOING AT DALLAS COLLEGE? ARE YOU SEEING SIGNS OF CHANGE? FATIGUE IS THERE.
HOW CAN YOU HELP YOURSELF AND OTHERS EMBRACE CHANGE BY GETTING MORE CLEAR ABOUT THE WHY, IDENTIFYING A SENSE OF PURPOSE, WORKING TOGETHER IN TEAMS OR CELEBRATING MILESTONES? SO A CHANCE FOR YOU TO REFLECT ON THAT TWO MINUTES.
NOW, ONE OF THE THINGS THAT CAME UP, WHY YOU WERE SPEAKING EARLIER.
I SAW A LOT OF REOCCURRING WORDS.
SOME OF THOSE WORDS WERE EXTENDING GRACE APPRECIATION CAME UP A LOT.
AND EARLIER WHEN YOU WERE SPEAKING ABOUT NATURE, A LOT OF EMPLOYEES WERE COMMENTING ON HOW OUR CAMPUSES ARE SO BEAUTIFUL AND THEY USE THAT AS AS THEIR PLACE TO KIND OF ESCAPE, ENJOY THE WATER FEATURES AND GET OUT OF OFFICE WHEN THEY CAN.
ABSOLUTELY. THE WORDS GRACE AND APPRECIATION COMING UP A LOT.
GREAT. ALL RIGHT, LET'S GIVE FOLKS A CHANCE TO GATHER THEIR THOUGHTS AND THEN WE'LL GO THROUGH AND I'M GOING TO IDENTIFY A FEW THINGS WHEN WE COME BACK TOGETHER IN A MINUTE.
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GREAT COMMENTS COMING IN, MAKE SURE YOU HAVE A CHANCE TO KIND OF LOOK THROUGH THEM.OK, SO I'M GOING TO COMMENT ON A FEW THINGS HERE IN THE COMMENT BOX, SOMEBODY MENTIONED THAT ONE OF THE THINGS THAT'S MADE CHANGE STRESSFUL IS THAT THERE'S A LOT OF INCONSISTENCIES OR THERE'S A LOT OF CHANGE COMING AT ONCE.
WHEN I DO THIS WORKSHOP IN A ROOM WITH PEOPLE, I DO AN ACTIVITY WHERE I SAY, OK, PAIR UP WITH SOMEONE AND AND LOOK AT EACH OTHER, SO THEY'RE FACING EACH OTHER.
WE'RE DOING THIS IN PERSON. THEY LOOK AT EACH OTHER AND THEN I HAVE THEM GO BACK TO BACK AND THE INSTRUCTION IS, CHANGE SOMETHING ABOUT YOUR APPEARANCE? SO EVERYONE'S CHANGING THEIR MOVING EARRINGS OR ROLLING UP CUFFS OR WHATEVER.
AND THEN THEY TURN BACK AROUND AND THEY LOOK AT EACH OTHER AND THERE'S LAUGHTER AND THEY SAY, OK. BACK TO BACK AGAIN.
DO IT AGAIN, DO A SECOND ROUND, PEOPLE ARE LAUGHING.
AND THEN I SAY, OK, BACK TO BACK AGAIN, WE'RE GOING TO DO IT AGAIN.
AND I ONLY GET THREE OR FOUR ROUNDS IN BEFORE THE AUDIENCE REVOLTS ON ME.
AND THE REASON WHY IS THAT WHEN WE START TO GET MUCH CHANGE COMING AT US, WE START TO QUESTION WHETHER THE LEADERS KNOW WHAT THEY'RE DOING.
SO IT WILL BE ON BOARD FOR CHANGE AND WE'LL EVEN BE ON BOARD FOR ANOTHER CHANGE.
BY THE TIME THE THIRD OR FOURTH CHANGE ROLLS AROUND.
WE'RE LIKE, WHAT? WHY ARE WE CHANGING SO MUCH? DO THEY REALLY KNOW WHAT THEY'RE DOING? SO ABSOLUTELY A LOT OF CHANGE COMING AT YOU AT ONE TIME, OR IF THERE'S A LOT OF INCONSISTENCIES, IT MAKES US KIND OF REACT TO IT.
IT'S PART OF OUR BIOLOGY TO SAY, WAIT A MINUTE, WHAT'S GOING ON? SO ONE OF THE THINGS THAT YOU ALL MIGHT WANT TO THINK ABOUT IS JUST MAKING SURE THAT YOUR LEADERS ARE CLEARLY STATING THE WHY THAT YOU'RE GETTING ORGANIZED AROUND THE CHANGE, THAT CHANGES ARE BUNDLED AND CLEARLY IDENTIFIED THAT CAN MAKE A BIG DIFFERENCE.
THE OTHER THING THAT I SAW IN THE THE PAST IS THAT IF WE GO BACK TO THAT CHANGE CURVE IN TERMS OF HOW PEOPLE ARE FEELING, SOME OF YOU ARE DIFFERENT PLACES, RIGHT? SO SOME OF YOU MAY STILL BE IN THE RESISTANCE.
I'M FRUSTRATED, WORRIED ABOUT IT AND OTHER PEOPLE HAVE EMBRACED IT AND ARE EXCITED ABOUT IT. SO WHEN YOU GUYS ARE IN MEETINGS TOGETHER, YOU'RE NOT SEEING THE WORLD THE SAME BECAUSE YOU'RE AT A DIFFERENT PLACE OF THE CHANGE JOURNEY.
LEADERS HAVE ALWAYS GOTTEN TO THE NEW NORMAL BEFORE THEY ANNOUNCE THE CHANGE.
THEY'VE WORKED THROUGH THE CHANGE CURVE AS THEY WERE DESIGNING IT, AND THEN THEY ANNOUNCE IT AND EXPECT EVERYONE TO BE WHERE THEY ARE.
BUT THEY'RE NOT. AND THOSE OF YOU WHO ARE NEW TO TEAMS MAY BE WALKING INTO TEAMS WHERE YOU FEEL LIKE YOUR TEAMMATES ARE KIND OF TIRED AND FRUSTRATED AND THEY MIGHT BE.
AND YET YOU'RE COMING INTO THIS NEW JOB WITH ENTHUSIASM BECAUSE IT'S A NEW JOB FOR YOU.
SO I JUST GIVE EVERYONE PERMISSION TO TALK ABOUT THAT IN YOUR IN YOUR MEETINGS AND TO RECOGNIZE THAT THAT DYNAMIC MAY BE PLAYING OUT ON YOUR TEAMS. IT'S HAPPENING IN EVERY ORG I'M WORKING WITH RIGHT NOW.
BUT I THINK IF WE PAY ATTENTION TO CHANGE AND WE AND WE REALIZE THAT IT IS A STRESSFUL THING THAT WE'RE GOING THROUGH, AND YET PEOPLE ABSOLUTELY ARE ADAPTIVE AND RESPONSIVE.
WE CAN WORK TOWARD GIVING FOLKS THE TOOLS THEY NEED TO BE SUCCESSFUL AND WHAT PEOPLE NEED TO BE SUCCESSFUL OR THEY NEED COMMUNICATION TRANSPARENCY.
WHY IS THIS HAPPENING? WHAT'S HAPPENING? WHAT DO WE NEED TO BE DOING WHEREVER WE CAN SUPPORT IT WITH LEARNING AND TRAINING, HELP PEOPLE GET THE INFORMATION, THE SKILLS THEY NEED AND WHENEVER WE CAN CREATE A TEAM APPROACH OF CARING FOR EACH OTHER AND POSITIVITY EMPATHY WITH EACH OTHER, THAT'S GOING TO MAKE IT EASIER TO GO THROUGH CHANGE.
ALL RIGHT, THANK YOU SO MUCH FOR THOSE COMMENTS, MARIO, IS THERE ANYTHING THAT STOOD OUT TO YOU IN THE COMMENTS THAT YOU'D LIKE TO MENTION? ABSOLUTELY. I THINK, YOU KNOW, WE HAVE SOME QUESTIONS COMING IN, I DON'T KNOW IF YOU WANT TO DOVE INTO THOSE NOW OR JUST KIND OF SAVE THOSE FOR THE END.
BUT THERE WAS SOMETHING NOW IF THERE'S SOMEONE.
SO SOMETHING WILL CHANGE WHEN WE'RE TALKING ABOUT MANAGING STRESS IS HOW TO PERFORM.
HOW DO YOU PERFORM SELF-CARE WITHOUT ADDING MORE PRESSURE ON THE REST OF YOUR TEAM? SO THIS TAKING CARE OF YOURSELF, BUT ALSO CONSIDERING YOUR TEAM AND THERE IS A COMMENT TAKING TIME OUT FOR YOURSELF REQUIRES RESHUFFLING OF TASKS AND ASSIGNMENTS AT THE COST OF
[00:40:01]
OTHERS. SO ANY INSIGHT OR THOUGHT ON THAT SELF-CARE VERSUS TEAM CARE? WELL, SO TO ME, IF PEOPLE ARE FEELING THAT THAT'S A CHOICE, SELF-CARE OR TEAM CARE, IT MEANS THAT THE JOB DESCRIPTIONS ARE NOT APPROPRIATELY BALANCED.YOU SHOULD BE ABLE TO DO YOUR JOB IN A FORTY FORTY FIVE HOUR WORK WEEK AND HAVE YOUR VACATIONS AND THE OCCASIONAL THREE DAY WEEKEND AND NOT FEEL STRESSED AND REALLY OVERWHELMED SO THAT YOU'VE GOT A TEAM THAT HAS TOO MUCH WORKLOAD ON IT.
AND SO EVERYONE'S FEELING LIKE THERE'S NO TIME FOR ANY OF US TO STEP AWAY BECAUSE THE WORKLOADS TOO MUCH.
SO I WOULD FOCUS ON, YOU KNOW? AND SOMETIMES ORGANIZATIONS NEED TO REALLY LOOK AT THAT.
THEY HAVE NOT HIRED ENOUGH PEOPLE FOR THE WORK THAT NEEDS TO BE DONE.
WHEN THAT'S THE CASE, YOU EITHER NEED TO GET RID OF SOME OF THE WORK AND JUST TAKE IT OFF PEOPLE'S PLATE AND SAY, WE'RE NOT DOING THAT THIS YEAR OR WE'RE DOING IT TO A SEA LEVEL.
IT DOESN'T NEED TO BE AN A LEVEL OR, YOU KNOW, WE NEED TO BRING IN THE RIGHT SUPPORT SO THAT PEOPLE AREN'T FEELING STRESSED.
YOU KNOW, I THINK THE CHALLENGE WITH THOSE WHO WORK IN HIGHER ED IS THAT WE CARE SO MUCH ABOUT OTHER PEOPLE AND WE TEND OTHER PEOPLE FIRST, AND YOU CAN HAVE A WHOLE TEAM TAKING CARE OF EACH OTHER UNTIL THAT WHOLE TEAM COLLAPSES.
SO I WOULD LIKE TO START CONVERSATIONS AROUND SELF CARE IS AND ENCOURAGE EACH OTHER TO DO THAT, MAKE THAT YOUR TEAM WORK, THAT YOU ENCOURAGE EACH OTHER TO TAKE TIME OFF, THAT YOU COVER EACH OTHER SO THAT EVERYONE CAN COME OUT FOR VACATION AND THAT YOU ASK EACH OTHER, HOW ARE WE DOING AND WHAT DO WE NEED TO DO? CAN YOU DO SOME OF IT TOGETHER, A PLAY ACTIVITY THAT YOU DO TO? I WOULD MAKE YOUR TEAM SELF-CARE AS IMPORTANT AS ALL THE TASKS, BECAUSE WHEN WE DON'T, WHAT HAPPENS IS PEOPLE BURN OUT, THEY LEAVE NEW PEOPLE COME IN AND IT CAN JUST IT CAN JUST GET US IN A DIFFICULT SPOT.
THE ONLY THING THAT I WOULD SAY IS THAT RIGHT NOW, SOME OF THIS STUFF IS NOT UNIQUE TO DALLAS COLLEGE. THIS IS ALSO BECAUSE JUST THE PANDEMIC.
BUT IT SOUNDS LIKE THERE'S SOME THINGS ABOUT DALLAS COLLEGE CULTURE THAT COULD BE IMPROVED HERE AND NOT MAKE IT A CHOICE BETWEEN MY TEAMS. OK, OR I'M OK.
ONE MORE COMMENT I WANT TO SHARE, WHICH I THOUGHT WAS GREAT, SOMEONE WAS SAYING THE WAY THEY'RE EMBRACING CHANGE IS BY GETTING INVOLVED IN OTHER PARTS OF THE COLLEGE AND FEELING CONNECTED, AND THAT CONNECTEDNESS IS HELPING THEM SEE THE BIGGER PICTURE, HAVE MORE PURPOSE BY GOING OUTSIDE OF THEIR TEAM AND GETTING PLUGGED IN.
ABSOLUTELY. AND THIS ACTUALLY TIES INTO OUR NEXT SECTION.
BUT WE ARE A TRIBAL SPECIES, AND SO WHEN WE ARE AROUND OTHER HUMANS, WE FEEL BETTER.
WE JUST BIOLOGICALLY FEEL BETTER, YOU KNOW, WORK FROM HOME.
BUT IT REALLY ALSO STRAINED OUR BIOLOGY.
ZOOM FATIGUE IS A REAL THING, AND WHY IT'S REAL IS BECAUSE HUMANS ARE NOT MEANT TO COMMUNICATE THROUGH A FLAT SCREEN.
WHEN WE'RE DOING THAT, LIKE RIGHT NOW, YOU GUYS SEE ME FROM MY COLLAR BONE UP.
SO YOUR BODY KNOWS YOU'RE NOT REALLY WITH ME, EVEN THOUGH YOU CAN SEE ME BECAUSE YOU DON'T SEE THE WHOLE ME.
AND ON TOP OF IT, WHATEVER ROOM YOU'RE SITTING IN RIGHT NOW, YOU SEE THAT ROOM, AND I'M JUST A LITTLE PART ON YOUR SCREEN.
SO WHEN WE'RE IN ZOOM MEETINGS, WHILE WE CAN STAY CONNECTED, IT BIOLOGICALLY DOESN'T GIVE US THE ENERGY OR THE CALMNESS THAT BEING IN PERSON WOULD.
SO LUCKILY, WE'RE ABOUT TO GET TO THIS PLACE WHERE WE CAN START BEING IN PERSON, CONNECTING WITH OTHERS, MEETING NEW TEAMMATES, BEING TOGETHER.
IT REALLY DOES HELP US FEEL BETTER AND IT MAKES US FEEL MORE TRUST AND CONNECTION.
SO RIGHT NOW, ALL TEAMS, EVEN TEAMS THAT WERE IN AWESOME SHAPE BEFORE THE PANDEMIC ARE FEELING THE STRAIN OF THE FACT THAT WE JUST HAVE NOT BEEN IN PHYSICAL PRESENCE WITH EACH OTHER. SO THAT'S GOING TO THAT'S GOING TO BE HELPFUL AS WE COME BACK TOGETHER.
WELL, THAT'S A GREAT SEGUE TO OUR NEXT CONTENT HERE, WHICH IS ALL ABOUT, YOU KNOW, HOW DO WE BRING OUT THE BEST IN TEAMS? THIS IS FROM MY BOOK WIRED TO CONNECT AND TRUST IS SUPER IMPORTANT AND WHAT WE KNOW FROM THAT KIND OF THE THREE THINGS THAT WE'RE WIRED TO DO.
BELONGING IS REALLY IMPORTANT.
BELONGING IS TO MATTER TO OTHER PEOPLE, AND WE ARE WIRED TO FIND COMMUNITIES AND TO HAVE MEANINGFUL RELATIONSHIPS.
IT'S REALLY TIED TO OUR SURVIVAL BECAUSE IF YOU THINK ABOUT OUR SPECIES, OUR CHANCES OF SURVIVAL WERE MUCH GREATER WHEN WE LIVED IN TRIBES.
AND IF YOU OUSTED FROM THE TRIBE, YOU WERE LIKELY TO BE EATEN BY THE SABER TOOTH TIGER.
OUR BIOLOGY IS STILL WIRED THAT WAY TO THIS DAY BEING IN COMMUNITY MATTERS.
AND IF WE'RE IF WE'RE IF WE'RE ISOLATED, WE START TO FEEL A LOT OF THINGS.
IT'S TRUE ALL AROUND THE WORLD, EVERY CULTURE.
AND LIKE I WAS JUST MENTIONING, THE FACT THAT WE'VE STAYED CONNECTED THROUGH A COMPUTER
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SCREEN IS AWESOME AND I HAVE A LOT OF GRATITUDE FOR IT.AND AT THE SAME TIME, IT'S IT'S A PALE COMPARISON TO THE REAL THING AND WE ARE HUNGERING FOR THE REAL THING.
SO I WOULD ENCOURAGE YOU ALL TO TO LEAN INTO IN-PERSON TIME WITH EACH OTHER.
YOU DON'T NECESSARILY NEED TO DO THAT FOR TASK STUFF.
LET'S USE COLLABORATIVE TOOLS FOR GETTING TASKS DONE, BUT COME BACK TOGETHER, SPEND IN PERSON TIME SO THAT WE CAN BE RECONNECTING AND BUILDING THOSE BONDS OF TRUST.
HUMANS STRUGGLE WHEN WE'RE ISOLATED, SO I WANT TO IDENTIFY.
THESE ARE SOME THINGS THAT HAPPENS WHEN HUMANS ARE NOT ABLE TO BE CLOSE TO OTHER HUMANS.
THAT INABILITY TO SLEEP, I DON'T KNOW ABOUT YOU, BUT I HAVEN'T SLEPT GREAT IN TWO YEARS.
HERE'S THE GOOD NEWS, THOUGH IT TURNS OUT THAT THOSE LITTLE NAPS MAKE UP FOR LOST SLEEP.
SO I, FOR EXAMPLE, AM OFTEN UP IN THE MIDDLE OF THE NIGHT.
I HATE THAT, BUT IT'S JUST TRUE.
AND THEN I'M TAKING LITTLE NAPS AND GET YOUR SLEEP WHERE YOU CAN.
THE LITTLE NAPS COUNT AND THEY DO BALANCE OUT OUR LACK OF SLEEP MORE LIKELY TO BE DEPRESSED IF WE'RE ICE.
WE ALSO HAVE ANXIETY, ESPECIALLY SOCIAL ANXIETY.
SO THE OTHER THING THAT'S UP FOR PEOPLE IS AS WE COME BACK TOGETHER, AS WE'VE BEEN APART.
AND NOT ONLY HAVE WE BEEN APART, WE HAVE BEEN BATHED IN MESSAGES FOR TWO YEARS THAT OTHER HUMANS ARE REALLY DANGEROUS TO US.
COMING BACK TOGETHER CAN ACTIVATE SOCIAL ANXIETY, EVEN IF YOU NEVER HAD IT BEFORE.
KNOW THAT THAT'S KIND OF A NATURAL REACTION, BUT YOU WANT TO KEEP YOURSELF FORWARD BECAUSE YOUR BODY'S ACTUALLY HUNGERING CONNECTION, HUNGERING FOR CONNECTION.
AND YOU MAY NEED TO KIND OF WORK YOUR WAY THROUGH SOCIAL ANXIETY.
WE KNOW THAT WHEN PEOPLE ISOLATED, THEIR SELF-ESTEEM GOES DOWN, THEY ALSO HAVE HIGHER BLOOD PRESSURE AND CHOLESTEROL OF ALL THINGS.
SO ISOLATION IS SOMETHING I THINK WE'RE ALL STARTING TO RECONNECT WITH FAMILY AND FRIENDS AND DO MORE. IT'S TRUE FOR COWORKERS, TOO.
SO JUST MAKE SURE YOU'RE LEANING IN TO SPENDING TIME WITH EACH OTHER.
NOW I WANT TO OF THE RESEARCH THAT IN THE MIND.
SO AGAIN, WE'RE ALL SPECIES OF OUR BRAIN THAT ARE CONSTANTLY PAYING ATTENTION TO WHERE WE ARE IN OUR TO THE CENTER.
ARE WE? ARE WE A VALUED MEMBER OR ARE WE STARTING TO BE PUSHED TO THE EDGES? ARE WE BEING MARGINALIZED IN SOME WAY? OUR BIOLOGY IS HIGHLY SENSITIVE TO THIS BECAUSE IT'S TIED TO OUR SURVIVAL.
SO WHAT'S REALLY INTERESTING AND WHAT THE NEUROSCIENTISTS WERE REALLY SHOCKED BY WAS THAT WHEN YOU EXPERIENCE EXCLUSION OF ANY KIND, IT LIGHTS UP THE SAME REGION OF THE BRAIN AS PHYSICAL PAIN. THEY DID NOT EXPECT THAT, SO WHEN THEY PUT PEOPLE ON MRI MACHINES AND GAVE THEM AN EXCLUSIONARY EXPERIENCE AND IT WAS A MILD ONE, THE PAIN CENTER OF THE BRAIN LIT UP AND SCIENTISTS DID NOT EXPECT THAT.
SO THEY WERE EVEN LIKE, WOW, SO WHAT HAPPENS IF YOU'RE EXCLUDED BY PEOPLE YOU DON'T LIKE? SO THEY HAD AFRICAN-AMERICAN PEOPLE BEING EXCLUDED BY THIS IS ALL DONE IN EXPERIMENTS, RIGHT? FOLKS WHO THEY THOUGHT WERE MEMBERS OF THE KKK STILL PAIN REGIONS LIT UP.
WHAT IF YOU ARE EXCLUDED BY PEOPLE THAT YOU KNOW YOU DON'T LIKE ANYMORE? STILL LIT UP PAIN? SO WHAT WAS REALLY INTERESTING IS THEY THOUGHT, HUH, IF IT'S LIGHTING UP THE PAIN CENTER OF THE BRAIN, DOES PAIN MEDICINE AFFECT IT? AND SURE ENOUGH, IT DOES.
SO EVERYTHING FROM ADVIL TO OXYCONTIN SHUTS OFF THAT FEELING OF SOCIAL PAIN.
AND THIS IS WHY WHAT I THINK IS CONTRIBUTING TO THE OPIOID EPIDEMIC WHEN WE GO ON PAIN MEDICINES FOR A PHYSICAL INJURY, SAY I SHATTERED MY ARM IN A CAR ACCIDENT.
WHEN I TAKE PAIN PILL, HOW IT WORKS IS IT CUTS OFF THE SENSATION IN THE BRAIN, THE CONNECTIONS IN THE BRAIN AROUND PAIN, MY ARMS STILL BROKEN.
I JUST HAVE CHANGED HOW MY BRAIN PERCEIVES IT.
AND WHEN THAT MEDICINE WEARS OFF, I START TO FEEL THE PAIN AGAIN.
TAKE ANOTHER PILL, RIGHT? AND SO YOU DO THAT AND YOU HEAL.
BUT WHILE PEOPLE ARE ON PAIN MEDICINES, THEY ARE GETTING THIS INVISIBLE, UNSPOKEN BREAK FROM ALL THE SOCIAL PAIN THEY HAVE IN THEIR LIFE.
WHETHER THAT'S BECAUSE THEY FEEL LIKE THEY'RE NOT INCLUDED IN THEIR FAMILY OR BECAUSE THEY'RE A COMMUNITY THAT'S NOT, YOU KNOW, INCLUDED, YOU KNOW, LESBIAN, GAY, BISEXUAL, TRANSGENDER PEOPLE, FOR EXAMPLE, FEEL A LEVEL OF SOCIAL EXCLUSION ALL THE TIME.
AND SO PEOPLE ARE GETTING A BREAK FROM THE SOCIAL PAIN, BUT WE'RE NOT TALKING ABOUT IT.
SO THEN WHEN IT'S TIME TO COME OFF THE MEDS, EVEN THOUGH THEY'RE HEALED, THERE'S A STRONG, YOU KNOW, REACTION TO STARTING TO FEEL THAT THAT SOCIAL PAIN AGAIN.
SO LONG TERM EXCLUSION IS INCREDIBLY DAMAGING TO PEOPLE.
WE KNOW THAT PEOPLE ARE LESS ABLE TO PERFORM ON DIFFICULT TASKS.
THEY HAVE POOR IMPULSE CONTROL, POOR SLEEP QUALITY, WEAKENED IMMUNE SYSTEMS THAT FEELINGS OF SADNESS, ANXIETY, DEPRESSION, HELPLESSNESS AND UNWORTHINESS THAT OFTENTIMES LEADS
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PEOPLE TO SELF-MEDICATE WITH ALCOHOL AND DRUGS.AND THEN THAT CAN LEAD TO A SUBSTANCE ABUSE OR ADDICTION PROBLEM, WHICH CAN BE FURTHER EXCLUDING TO THEM.
AND THEN, OF COURSE, PEOPLE ARE MORE PRONE TO SUICIDE.
NOW, IF YOU FOLKS AREN'T FEELING THIS WAY, A STUDY BY HARVARD SAID SIXTY ONE PERCENT OF EMPLOYEES FEEL PRESSURE TO COVER SOME FACET OF THEIR IDENTITY AT WORK, MEANING THEY DON'T FEEL THEY CAN BRING THEIR WHOLE SELVES TO WORK.
AND THEN THIS IS HIGHER FOR CERTAIN COMMUNITIES, LIKE 83 PERCENT OF LGBT FOLKS FEEL THIS WAY. SEVENTY NINE PERCENT OF BLACK AFRICAN-AMERICAN FOLKS, THIS FEEL THIS WAY.
THIRTY THREE PERCENT OF CHICANO, LATINO, HISPANIC.
SIXTY ONE PERCENT OF ASIAN PACIFIC ISLANDER.
AND EVEN FORTY FIVE PERCENT OF HETEROSEXUAL WHITE MEN WHO ARE OFTENTIMES HIDING A DISABILITY OR A MENTAL HEALTH ISSUE.
SO WHEN WE THINK ABOUT THIS ISSUE THAT FOLKS DON'T FEEL LIKE THEY CAN BRING THEIR WHOLE SELVES TO WORK, WE HUNGER TO BE ABLE TO BRING OUR WHOLE SELVES TO WORK.
SO FOCUSING ON YOUR DIVERSITY, INCLUSION, BELONGING INITIATIVES ARE SUPER IMPORTANT.
INTERESTINGLY ENOUGH, THESE ARE THE TOP REASONS PEOPLE GAVE FOR WHY THEY WERE QUITTING.
ORGANIZATIONAL CHANGES WAS NUMBER TWO.
TIED FOR NUMBER THREE WAS LACK OF FLEXIBILITY.
AND THEN CONTRIBUTIONS AND IDEAS NOT BEING VALUED, WHICH IS ALSO TIED TO THAT.
I HAVE LIKE I NEED MY TRIBE TO APPRECIATE WHAT I'M BRINGING TO THE TABLE.
SO WHAT'S INTERESTING ABOUT INSTANCES OF DISCRIMINATION FOR PEOPLE WHO EXPERIENCE IT REGULARLY IN THE JOB, LIKE WOMEN AND PEOPLE OF COLOR WORKING FROM HOME WAS A RELIEF.
WE GOT A BREAK FROM THE INSENSITIVE COMMENTS.
WE GOT A BREAK FROM THAT WORKER THAT SAYS OR DOES THINGS INAPPROPRIATELY ALL THE TIME.
AND SO WE WANT TO MAKE SURE THAT WE'RE LOOKING AT HOW DO WE BRING OUR COMMUNITIES BACK TOGETHER AND REALLY LEAN INTO CREATING BELONGING, WHICH IS THE FEELING OF BEING PART OF SOMETHING MATTERING TO OTHERS? AND WE GET THERE THROUGH ACTS OF INCLUSION, WHICH ARE INTENTIONAL ACTS DESIGNED TO HELP PEOPLE FEEL PART OF SOMETHING.
SO I KNOW THAT YOU HAVE A VIBRANT FOCUS ON DIVERSITY, INCLUSION AND BELONGING AT DALLAS COLLEGE. CONTINUE TO WORK ON THAT, CONTINUE TO LEAN INTO THAT.
I THINK THAT NEEDS OUR ATTENTION MORE NOW THAN EVER.
AND SO SOME STRATEGIES HERE AROUND BRINGING OUT THE BEST IN TEAMS IS WE REALLY WANT TO FOCUS ON CONNECTION AND INCLUSION.
NOW A TEXAS NATIVE AND ONE OF THE PEOPLE I'M A HUGE FAN OF IS DR.
BRENÉ BROWN, AND SHE TALKS ABOUT HOW TRUST IS BUILT.
SHE SAID, WE DON'T JUST GIVE PEOPLE TRUST.
TRUST IS EARNED ONE INTERACTION AT A TIME, AND SHE USES THE ANALOGY OF A MARBLE.
ARE THAT WHEN, LET'S SAY, MARIELLE AND I ARE FIRST MEETING FOR THE FIRST TIME, WE HAVE EMPTY MARBLE JARS, BUT AS SHE AND I ENGAGE WITH EACH OTHER OVER SEVERAL INTERACTIONS, WE START TO PUT MARBLES IN THOSE JARS.
AND SHE SAYS SHE DOES WHAT SHE SAID SHE WAS GOING TO DO, AND I KNOW I CAN DEPEND ON HER.
AND I REACHED OUT TO HER BECAUSE I KNEW SHE'D HAD A ROUGH DAY.
AND THROUGH THOSE LITTLE INTERACTIONS, WE PUT MARBLES IN OUR JAR AND OVER TIME, OUR OUR, YOU KNOW, OUR RELATIONSHIP CAN WITHSTAND A LITTLE WITHDRAWAL.
SO ONE DAY SHE'S GRUMPY WITH ME OR ONE DAY I DON'T DO WHAT I SAY I WAS GOING TO DO.
IF WE'VE GOT ANOTHER PROBLEM IN THAT MARBLE JAR, WE CAN STAND.
WE CAN WITHSTAND A LITTLE WITHDRAWAL ON.
IT'S BEEN REALLY HARD FOR US TO PUT MARBLES IN THE MARBLE JAR WITH EACH OTHER AND DURING THE PANDEMIC, AND BECAUSE WE'RE BURNED OUT, WE ALL NEED SOME, SOME REAL INSTALLMENTS OF OUR MARBLE JAR. SO AGAIN, AS YOU'RE COMING BACK TOGETHER, I WOULD MAKE SURE YOU'RE REUNITING GENTLY AND INTENTIONALLY SET A SLOW PLACE FOR THIS KIND OF REUNIFICATION AND HELP PEOPLE ADJUST TO THIS JOURNEY BACK TOGETHER.
FINDING THAT BALANCE AND THEN LOTS OF OPPORTUNITIES TO REBUILD TRUST, THIS IS A GREAT TIME TO LEAN INTO, YOU KNOW, CERTAINLY WORKING TOGETHER IN WHATEVER WAY THAT LOOKS FOR YOU AND AND EMBRACING PEOPLE'S COMFORT LEVELS.
BUT YOU KNOW, TOGETHER WHERE YOUR BRAINSTORMING TOGETHER, YOU'RE SPENDING TIME DOING STRATEGIC PLANNING.
YOU'RE ALSO DOING SOME TEAM BUILDING.
IT WOULD BE A GREAT TIME TO LEAN INTO ICEBREAKERS AND GOOD OLD FASHIONED TEAM BUILDING ACTIVITIES. PEOPLE HAVE NOT SHARED OR BEEN CONNECTED IN A LONG TIME, AND THESE ARE THINGS THAT HELP US PUT MARBLES IN THE MARBLE JAR AND THEN EATING TOGETHER.
WHEN WE EAT TOGETHER, IT ACTUALLY SENDS A BIOLOGICAL MESSAGE THAT WE FEEL SAFE ENOUGH THAT WE CAN LET OUR GUARD DOWN.
AND SO WHEREVER YOU CAN COME TOGETHER AND SHARE A MEAL, SHARE AN ACTIVITY, IT CAN ADD CALMING EFFECTS TO YOUR BIOLOGY.
SO THAT'S A LOT OF INFORMATION ABOUT CONNECTION AND INCLUSION.
I WANT TO GIVE YOU GUYS A LITTLE BIT OF TIME TO PROCESS THAT.
WHAT ARE YOUR NOTICING ABOUT TEAMS AND TRUST AT DALLAS COLLEGE? HOW HAVE YOU BEEN ONBOARDING NEW MEMBERS DURING THIS LAST TWO YEARS? WHAT CAN YOU LEAN INTO AS YOU COME BACK TOGETHER TO CREATE MORE OPPORTUNITIES FOR THAT MARBLE JAR MOMENT? SO A COUPLE MINUTES TO THINK ABOUT THIS.
[00:55:05]
AND WE TAKE THIS TIME TO REFLECT, I'M GOING TO MAKE AN ANNOUNCEMENT AND SAY, I SAW A FEW COMMENTS ABOUT MIKE'S BEING ON AND BE ABLE TO HEAR OTHER PEOPLE, MAYBE IN THE BACKGROUND.SO IF YOUR MIKE IS ON, PLEASE MUTE IT.
AND THEN I SAW SOME QUESTIONS ABOUT THE POWERPOINT.
YES, WE WILL BE SHARING THE POWERPOINT SLIDES LATER.
YOU CAN GET ACCESS TO ALL OF THESE SLIDES.
THERE'S A LOT OF GREAT COMMENTS IN THE CHAT BOX, I WANT TO MAKE SURE THAT YOU LOOK AT SOME OF THE WAYS THAT YOU'RE DRAWING FOR WHAT KIND OF SHAPE YOU'RE IN NOW AND HOW THINGS GET BETTER. I'M GOING TO I'M GOING TO IDENTIFY ONE COMMENT THERE THAT I WANT TO SPEAK TO, WHICH IT SOUNDS LIKE THAT THERE HAD TO BE LAYOFFS THE LAST COUPLE OF YEARS AND HOW THAT WAS DONE WAS DONE IN A REALLY PAINFUL WAY FOR PEOPLE, A REALLY HURTFUL WAY FOR PEOPLE WHEN HARM IS DONE IN A COMMUNITY TRUST IS.
AND IT SOUNDS LIKE THAT WAS NOT DONE THE BEST WAY IT COULD HAVE BEEN DONE AND PROBABLY HURT A LOT OF PEOPLE'S FEELINGS.
I THINK IT'S REALLY IMPORTANT THAT YOU SPEAK, AND I THINK IT'S REALLY IMPORTANT THAT THERE'S SOME ATTENTION SPENT ON ON REPAIRING THAT.
WE CAN WE CAN MAKE AMENDS WITH EACH OTHER, BUT IT HAS TO BE AN INTENTIONAL ACT OF ACKNOWLEDGING THAT WRONG WAS DONE AND AND SAYING WE'RE SORRY.
SO I WOULD IDENTIFY THAT AS A PLACE WHERE IT SOUNDS LIKE THERE'S STILL SOME HER FEELINGS FOR HOW THAT WAS HANDLED AND MAY NEED TO STILL BE PROCESSED IN ORDER FOR YOUR FOR YOUR FAMILY TO MOVE FORWARD IN A WAY THAT'S WHOLE.
WE DO MAKE WE DO MAKE MISTAKES AND WE DO THINGS THAT OFTENTIMES ARE WRONG, BUT IT'S OUR ABILITY TO IDENTIFY THAT.
SO APOLOGIZING IS ONE PART OF IT.
FORGIVING IS THE OTHER PART OF IT, AND THAT'S HOW WE CAN MOVE FORWARD.
SO I WOULD JUST CALL THAT OUT OF SOMETHING THAT SOUNDS LIKE YOUR COMMUNITY MIGHT NEED TO SPEND A LITTLE TIME ON.
I LOVE A LOT OF THESE OTHER SUGGESTIONS AROUND TEAM POTLUCKS IN THE GARDEN TEAM BUILDING ACTIVITIES, INVESTING IN SOME OPPORTUNITIES TO DO SOME TEAM LUNCHES AND THINGS LIKE THAT.
YES, MAKE BERNIE BROWN A COMMON BOOK.
READ HER STUFF IS AMAZING, AND SHE'S A TEXAS NATIVE.
SO YOU'RE YOU'RE SUPPORTING YOUR YOUR HOME FAMILY.
MARIEL, OTHER COMMENTS THAT YOU SEE OR ANY QUESTIONS THAT HAVE COME IN.
WE'RE ABOUT TO MOVE TO THE OFFICIAL Q&A, BUT ANYTHING YOU'D LIKE TO IDENTIFY? YES, YOU CALLED OUT SOME GREAT ONES.
ANOTHER ONE WAS SOMEONE SAID THAT THEY'RE BUILDING TRUST BY LEARNING TOGETHER.
SO EVEN BEING HERE TODAY IN THIS ENVIRONMENT, LEARNING TOGETHER ABOUT BUILDING TRUST IS BUILDING TRUST. USING THE CHAT, SEEING HOW OTHER PEOPLE ARE FEELING AND HAVING THAT OPEN SENSE OF COMMUNICATION IS SOMETHING PEOPLE ARE REALLY ENJOYING IN THE MOMENT RIGHT NOW.
ANOTHER THING THAT CAME UP, TOO, WITH THE COMMON READ, I KNOW BERNIE BROWN WAS MENTIONED, SOME OF OUR CAMPUSES ARE ALSO DOING COMMON BOOKS OR COMMON READS TOGETHER, WHERE EMPLOYEES ARE GATHERING AND BUILDING TRUST THAT WAY AND BUILDING RELATIONSHIPS.
ALL RIGHT, WELL, THAT WAS ALL THE CONTENT I WANTED TO GIVE YOU.
THE GOOD NEWS IS WE ARE A SPECIES THAT IS ADAPTIVE AND RESILIENT.
SO EVEN THOUGH WE'VE BEEN THROUGH TOUGH TIMES, WE ARE A SPECIES THAT THAT MAKE WE MAKE OUR WAY THROUGH CHANGE AND WE MOVE FORWARD.
[01:00:01]
THIS IS ALSO A GREAT TIME FOR REFLECTION PEOPLE.WE LIVED THROUGH A HUGE VALUES CLARIFICATION PROCESS AND EVERYONE'S KIND OF RETHINKING THEIR PRIORITIES AND WHAT THEY WANT THEIR LIFE TO LOOK LIKE AND HOW THEY WANT TO SPEND THEIR TIME AT WORK AND WHO THEY WANT TO BE DOING WORK WITH.
SO IF YOU FIND YOURSELF IN THOSE REFLECTIONS, YOU'RE VERY, VERY NORMAL.
THAT'S WHAT'S GOING ON IN EVERY ORG I'VE BEEN TALKING TO RECENTLY IS THIS IS A GREAT TIME OF REFLECTION AND RESHUFFLING OUR LIVES SO THAT WE'RE MORE IN ALIGNMENT WITH OUR VALUES AND HOW WE WANT TO BE LIVING.
SO I WANT TO TURN IT OVER TO MARIEL TO LEAD US THROUGH ANY QUESTIONS THAT YOU ALL HAVE.
YOU CAN ASK ME ABOUT ANYTHING.
I DO RESEARCH ON ALL KINDS OF STUFF.
SO EVEN IF IT'S NOT WHAT WE TALKED ABOUT, I'M HAPPY TO ANSWER QUESTIONS.
AND IF THERE'S ANYTHING THAT YOU WANT TO KNOW A LITTLE BIT MORE ABOUT IN THIS TOPIC OR THIS CONTENT. WE HAVE LOTS OF GREAT QUESTIONS THAT HAD COME IN ON THE CHAT AND ALSO ON THE FORM. WE'LL KEEP TAKING THOSE RIGHT NOW.
ONE OF THE FIRST ONES I WANT TO START WITH IS SOMEONE WAS ASKING IF IT IS HEALTHY OR IS IT TOXIC TO COMPLAIN WHEN YOU'RE EXPERIENCING TIMES OF CHANGE? GREAT QUESTION.
YOU KNOW, IT'S IT'S NORMAL FOR US TO COMPLAIN AND STRESS ABOUT IT.
I MEAN, I WAS EVEN CERTIFIED IN ALL THE CHANGE MANAGEMENT STUFF AND THEN LYNDA.COM WAS ACQUIRED BY LINKEDIN.
AND EVEN THOUGH I WAS SUPER EXCITED ABOUT IT BECAUSE I ALWAYS ADMIRED THAT COMPANY AND I THOUGHT, OH, I'D LOVE TO WORK THERE SOMEDAY, I WAS THIS EMOTIONAL ROLLERCOASTER OF ONE DAY FEELING LIKE, OK, IT'S GOING TO BE AWESOME.
AND THEN THE NEXT DAY, OH MY GOD, WHAT IF IT'S AWFUL? AND AS I WAS GOING THROUGH THAT, IT WAS WHY I WROTE THE BOOK.
ON CHANGE WAS I REALIZED ALL CHANGE MODELS.
WE HAD DIDN'T ADDRESS THE REAL BIOLOGY THAT WE GO THROUGH.
SO IT'S NATURAL AND NORMAL TO WORRY AND STRESS, AND IT'S NATURAL AND NORMAL TO COMPLAIN.
BUT IF FOLKS ARE NOT ALLOWED TO JUST NATURALLY MOVE THROUGH THAT PROCESS AND GET OVER THE HUMP OF RESIGNATION, THEN YOU CAN KIND OF GET STUCK IN A SWIRL WHERE NO ONE CAN MOVE FORWARD. THIS IS WHY LEADERS CAN DO A LOT TO HELP FOLKS BY, FIRST OF ALL, JUST GIVING FOLKS TIME TO PROCESS.
BUT THE MORE THEY SHARE THE Y, THE MORE THEY ARE TRANSPARENT.
THE MORE THAT THEY'RE AVAILABLE TO ADDRESS QUESTIONS, THE MORE THAT THEY PROVIDE TRAINING AND SUPPORT TO MOVE THROUGH THE CHANGE.
THESE ARE ALL THINGS THAT CAN HELP FOLKS FROM STAYING STUCK IN IT.
YES. SOMETIMES WHEN WE MOVE TO A PLACE OF TRULY BURNED OUT OR CHANGE FATIGUED, WE CAN GET PRETTY CYNICAL AND BITTER.
AND IT'S REALLY HARD TO BACK FROM THAT.
SO THE OTHER THING THAT I WOULD SAY IS IF YOU KNOW YOU'RE IN THAT PLACE WHERE YOU'RE JUST, YOU'RE JUST OVER IT AND YOU'RE JUST BITTER AND YOU'RE JUST FRUSTRATED.
IT'S OK TO FIND THE NEXT BEST PLACE.
BUT WHEN WHEN YOU'RE THERE, IT'S REALLY HARD TO BACK FROM THAT.
WHEN YOU'VE BEEN HANGING OUT THERE FOR A LONG TIME AND THEN YOU'VE GOT TO LOOK AT, IS THAT A GOOD USE OF YOUR ENERGY TO SIT THERE AND BE FRUSTRATED ALL THE TIME? OR WOULD IT BE BETTER TO HAVE A FRESH START SOMEWHERE ELSE AND AND GET ENLIVENED WITH A NEW CLEAN SLATE? SO I WOULD SAY BOTH ARE TRUE.
THANK YOU. OUR NEXT QUESTION IS WHAT CAN THE EMPLOYER OR THE ORGANIZATION DO TO ADDRESS THE REALITY OF BURNOUT IN ITS WORKFORCE? THERE WAS A COMMENT THAT CAME AFTER THAT QUESTION ABOUT ALLOWING EMPATHY TO BE SEEN, THE STATEMENTS THAT STAFF HAVE REAL CONCERNS GOING ON BUT ARE STIFLED IN THEIR EXPRESSIONS OR SHARING BECAUSE OF HOW EMPATHY HAS BEEN PRESENTED.
SO AGAIN, THE QUESTION HOW CAN AN EMPLOYER ORGANIZATION, WHAT CAN THEY DO TO ADDRESS THE REALITY OF BURNOUT IN THE WORKFORCE? THESE ARE GREAT STEPS YOU'VE GIVEN US FOR US.
WHAT CAN THE ORGANIZATION ITSELF DO? OK, GREAT QUESTION. SO I'M MARILYN.
YOU MAY HAVE TO REMIND ME THE SECOND PART OF THAT, THE FIRST PART, AND I'M TALKING TO LOTS OF LEADERS NOW.
ONE OF THE THINGS THAT I THINK IT'S IMPORTANT TO UNDERSTAND ABOUT PEOPLE IN LEADERSHIP ROLES, THE LEADERS OF ALMOST EVERY TYPE OF ORGANIZATION I WORK.
THERE ARE FOLKS WHO THRIVE WITH CHANGE AND HOW THEY MANAGE TO THEIR PANDEMIC STRESS WAS TO LEAN INTO GREAT NEW IDEAS, CREATING MORE CHANGE.
THAT'S HOW THEY MANAGED IT AND THEY WEREN'T ALWAYS AWARE OF WHAT THAT CREATED IN THEIR ORGANIZATION. SO THERE'S A LITTLE BIT OF A AN ALIGNMENT BETWEEN WHO MAKES A GREAT LEADER AND THEN A LITTLE BIT.
UNFORTUNATELY, HOW THEY MANAGE STRESS IS TO JUST INNOVATE AND CREATE MORE CHANGE.
SO I THINK THAT THAT, YOU KNOW, WE'RE SEEING THAT PLAY OUT IN A LOT OF ORGANIZATIONS.
IT'S ALSO NONE OF US EXPECTED TO LIVE THROUGH THIS THING.
SO I'M TRYING TO HAVE COMPASSION FOR THOSE LEADERS, TOO, BECAUSE IT'S THEIR IT'S THEIR FORM OF BINGE WATCHING SHOWS AND EATING A 20 GALLONS OF ICE CREAM, RIGHT? THEY'RE JUST GOING TO CREATE SOMETHING.
CONTROL WHAT LEADERS NEED TO DO RIGHT NOW IS, FIRST OF ALL, ACKNOWLEDGE THAT BURNOUT IS
[01:05:03]
REAL. WE NEED TO BE ENCOURAGING PEOPLE TO TAKE THEIR VACATIONS, INCENTIVIZING PEOPLE TO TAKE THEIR VACATIONS, YOU KNOW, SHUTTING DOWN FOR THREE DAY WEEKENDS.INVESTING IN THESE KINDS OF THINGS, EVEN THOUGH MAY SEEM LIKE A LOSS, IS THAT ACTUALLY CHEAPER THAN HAVING TO CONSTANTLY REPLACE A WORKFORCE WHO'S BURNING OUT AND LEAVING? IN ADDITION, LEADERS NEED TO ROLE MODEL IT.
HOW CAN YOU GO ON VACATION IF THEY DON'T GO ON VACATION, RIGHT? SO LEADERS NEED TO BE TAKING THEIR VACATIONS? THEY NEED TO BE ENGAGING IN THEIR OWN SELF-CARE AND GIVING MISSION TO THE ORG TO DO IT AND TALKING OPENLY ABOUT IT.
YOU HAVE LEADERS WHO ARE DOING THAT, SOME OF YOU DON'T.
THEN I THINK THE THIRD THING THAT LEADERS NEED TO BE DOING IS REALLY LOOKING AT THE WORKLOAD. AND I THINK THIS IS WHY THIS IS A CHANGE IN IN THE WORK LIFE OF EVERY ORGANIZATION THAT WILL NEVER BE THE SAME IS BECAUSE EMPLOYEES ARE PUSHING BACK, SAYING, NO, WE WANT BENEFITS, WE WANT MORE PTO, WE WANT WORK LIFE BALANCE.
AND BECAUSE THERE'S SUCH A WAR FOR TALENT RIGHT NOW, THE ORGANIZATIONS THAT DON'T RESPOND THAT DON'T LISTEN TO THOSE REQUESTS ARE GOING TO STRUGGLE.
THEY'RE GOING TO NOT BE ABLE TO FILL THEIR POSITIONS.
THEY'RE GOING TO SOME OF THEM ARE GOING TO CLOSE DOWN AND COLLAPSE.
SO WE'RE KIND OF WITNESSING THIS BIG MOMENT IN HISTORY.
I THINK WE'VE HAD LOTS OF THINGS WITH OUR WORKPLACE EXPECTATIONS FOR A LONG TIME, AND IT'S KIND OF COME RIGHT NOW AND IT'S IT'S MESSY, BUT IT'S DRIVING A TRANSFORMATION THAT I THINK IS GOING TO MAKE THE WORLD OF WORK BETTER IN THE FUTURE.
BUT WE'RE CAUGHT IN THE MIDDLE OF IT RIGHT NOW, AND THE ORGANIZATIONS THAT WILL SURVIVE AND THRIVE ARE THE ONES THAT ARE SEEING THE WRITING ON THE WALL AND REALIZING THEY NEED TO CHANGE HOW THEY TREAT PEOPLE AND CREATE A MORE BALANCED WORKPLACE.
AND YOU CAN DO IS MAKE SURE YOU'RE OFFERING THE RIGHT KIND OF BENEFITS.
YOU NEED ACCESS TO THERAPY, MENTAL HEALTH RESOURCES, NEED ACCESS TO WELLNESS SERVICES.
THEY NEED THEIR LEADERS TO HAVE BEEN APPROPRIATELY TRAINED IN LEADERSHIP TRAINING.
I CAN'T TELL YOU HOW MANY SENIOR LEADERS OF ORGANIZATIONS GET THERE WITHOUT EVER GETTING ANY FORMAL KIND OF LEADERSHIP TRAINING, AND THEY COULD ALL USE IT.
SO THIS IS WHERE LEARNING PLAYS A BIG ROLE.
WE CAN HELP PEOPLE LEARN THESE THINGS.
AND THERE IS A SECOND PART TO THAT, MARY ELLEN, I CAN'T REMEMBER WHAT IT WAS, SO THAT WAS ALL ABOUT WHAT SHOULD LEADERS BE DOING? AND THEN THERE WAS PART.
IT WAS A BIT OF A STATEMENT, BUT I THINK THE QUESTION WITH THAT WAS THE STATEMENT WAS TALKING ABOUT HOW STAFF HAD REAL CONCERNS BUT FEEL STIFLED IN THEIR EXPRESSIONS OR SHARING BECAUSE OF HOW EMPATHY HAS BEEN PRESENTED.
YES. SO THIS IS PSYCHOLOGICAL SAFETY IS THAT WE FEEL SAFE ENOUGH TO RAISE OUR QUESTIONS, CONCERNS, CRITIQUES OR MISTAKE.
AMY EDMONDSON IF YOU HAVE NOT CHECKED HER OUT OR READ HER BOOK CALLED TEAMING.
I WOULD ENCOURAGE YOU TO LOOK UP PSYCHOLOGICAL SAFETY.
STUDY AFTER STUDY HAS SHOWN THAT PSYCHOLOGICAL SAFETY IS THE THE MOST IMPORTANT.
THE MOST IMPORTANT KEY DIFFERENTIATOR BETWEEN TEAMS THAT THRIVE AND STRUGGLE, AND PSYCHOLOGICAL SAFETY IS SOMETHING THAT WE CREATE WITH HOW WE TREAT EACH OTHER.
IT'S CREATED A LOT BY LEADERS AND HOW THEY TREAT CRITIQUES AND MISTAKES.
IF PEOPLE SHUT YOU DOWN, YOU'RE GOING TO CREATE A QUIET, MUFFLED WORKFORCE AND IT MAY LOOK LIKE EVERYTHING'S FINE.
BUT REALLY, WHAT'S HAPPENING IS NO ONE'S TELLING YOU THE TRUTH ANYMORE.
AND SO YOU WANT A PLACE WHERE PEOPLE HAVE DISAGREEMENTS, NOT TOXIC CONFLICT, BUT PEOPLE CAN BRING FORTH QUESTIONS, CONCERNS, MISTAKES.
SO IT MAY BE THAT SOME OF YOUR DEPARTMENTS OR EVEN YOUR BIGGER CULTURE MAY BE STRUGGLING FROM A LACK OF PSYCHOLOGICAL SAFETY.
AND THEN, YEAH, PEOPLE DON'T BRING THEY DON'T FEEL COMFORTABLE SHARING THINGS THEY DON'T FEEL OR IF THEY RAISE THEIR CONCERNS, THERE'S A COMPLETE LACK OF EMPATHY OR A DISMISSAL OF THEIR FEELINGS.
WHY WOULD THEY WHY WOULD THEY SPEAK UP AGAIN? RIGHT. THE THING THAT I TELL LEADERS ALL THE TIME IS IF IT'S QUIET AND EVERYONE SEEMS OK, YOU PROBABLY HAVE A REALLY BIG PROBLEM ON YOUR HANDS.
IT'S NOT A SIGN OF SUCCESS, IT'S A SIGN OF SUPPRESSION AND THAT'S GOING TO COME BACK TO BITE YOU LATER.
AND HOW IT BITES LEADERS IS TURNOVER.
PEOPLE LEAVING AND NOT BEING ABLE TO FILL THOSE SEATS, SO AGAIN, I THINK ORDERS RIGHT NOW ARE BEING BEING CALLED TO TAKE A GOOD, HARD LOOK AT THE HEALTH OF THEIR ORGANIZATIONS.
AND THE GOOD NEWS IS I'M SEEING SOME BE SO RESPONSIVE AND SO CARING AND SO COMMITTED TO BRINGING ABOUT CHANGE.
I HEAR IN YOUR LEADER A REAL COMMITMENT.
I KNOW YOU HAVE A NEW LEADER AND IT SOUNDS LIKE HE'S REALLY LISTENING TO THE ISSUES AND HE'S HE'S NOT SHIRKING FROM IDENTIFYING THAT REAL WORK NEEDS TO BE DONE.
THE QUESTION IS WHETHER SOME OF YOU ARE TOO OUT TO WAIT TO SEE HOW IT TURNS OUT THAT'S
[01:10:04]
OK, TOO. AND OTHERS, YOU KNOW, YOU MAY JUST NEED TO HAVE A LITTLE PATIENCE TO GIVE IT TIME TO TO CHANGE.BUT I THINK THAT THERE'S A REAL THERE'S A REAL OPPORTUNITY AND A HOPE RIGHT NOW TO CREATE NEW CHANGE AND BETTER CHANGE.
WELL SAID, I THINK THE FACT TODAY THAT WE'RE HAVING THIS SESSION TODAY AND ADDRESSING BURNOUT MEANS THAT LEADERSHIP RECOGNIZE WE AS EMPLOYEES ARE BURNED OUT.
SO YEAH, AND YOU NEED TO KNOW, YEAH, THAT'S A GREAT POINT.
YOU ALL NEED TO KNOW THAT I WAS ASKED TO SPEAK ON THESE TOPICS.
I WAS ASKED TO ADDRESS THESE ISSUES THAT HAVE BEEN KIND OF BUBBLING AND BREWING FOR ALL OF YOU, SO I THINK WE CAN TAKE THAT AS A SIGN THAT PEOPLE ARE WILLING AND ABLE TO HAVE THIS CONVERSATION AND BRING IT TO THE TABLE.
AND AND THIS WAS THE BEGINNING OF THAT IN A FORMAT WHERE WE CAN START TO PROCESS THIS.
SO THAT'S TO ME IS A GOOD SIGN IS THAT I WAS ENCOURAGED AND WE SPECIFICALLY ASKED TO TALK ABOUT THESE TOPIC TOPICS.
SO ANOTHER QUESTION WE HAVE IS YOU MENTIONED SOMETIMES YOU HAVE TO APOLOGIZE, SOMETIMES YOU HAVE TO FORGIVE. SO ON THE TOPIC OF FORGIVENESS, AN EMPLOYEE ASKED THE QUESTION HOW DOES ONE FORGIVE AND MOVE FORWARD? BESIDES GOING THE DISTANCE FOR YOUR STUDENTS, THEY SAID, MY GAS TANK IS GETTING A LITTLE EMPTY, WAITING FOR DALLAS COLLEGE TRIPLE-A, AND SO GOING BACK DEFINITELY MADE ME LAUGH THERE. SO HOW DOES ONE FORGIVE? HOW DOES ONE MOVE FORWARD? THAT'S A GREAT QUESTION.
I WOULD SAY I WOULD ENCOURAGE YOU TO READ THE THE BOOK BY HARRIET LERNER CALLED WHY WON'T YOU APOLOGIZE? AND SHE DID A PODCAST WITH BERNIE BROWN.
SO I THINK THAT'S, YOU KNOW, IF YOU WANT TO LISTEN TO THE PODCAST, IT'S GREAT.
BUT IN IT, THERE'S A LOT OF INFORMATION ABOUT WHEN WE'RE HARMED.
WHAT WE NEED IS SOMEONE TO ACKNOWLEDGE IT.
AND THE PROBLEM IS WE HAVE A CULTURE WHERE WE DO A LOT OF SHAMING AND BLAMING, OR WE DO A LOT OF BRUSHING OFF. AND SO WE LIVE IN A CULTURE THAT'S NOT GOOD ABOUT TAKING ACCOUNTABILITY AND RESPONSIBILITY AND OWNING OUR PART AND APOLOGIZING.
SHE EVEN HAS NINE CRITERIA FOR A GOOD APOLOGY, AND IT DOES NOT INCLUDE THE WORD, BUT IT DOES NOT, YOU KNOW, TRY TO SHIFT BLAME OR EXCUSE THE BEHAVIOR.
IT DOES NOT EXPECT A RESPONSE.
IT'S JUST, I AM HERE TO SAY SORRY.
RIGHT? I THINK WE ALL COULD LEARN A LITTLE BIT ABOUT HOW TO DO THAT.
YOU KNOW, I GREW UP IN A REALLY ABUSIVE HOUSEHOLD, AND A LOT OF MY ADULT ADULT LIFE HAS BEEN SPENT IN THERAPY ASSESSING THAT.
AND AT FIRST, I WAS ANGRY AND I WAS LEGITIMATELY ANGRY AND I COULD NOT FORGIVE RIGHT AWAY. I HAD TO BE WITH MY FEELINGS THAT I HAD NOT ACKNOWLEDGED FOR A LONG TIME.
BUT EVENTUALLY, AS I ACKNOWLEDGE THOSE FEELINGS FOR MYSELF AND I WORKED WITH A PROFESSIONAL TO LET GO OF THAT ANGER AND BLAME, I REALIZED, YOU KNOW, WE ALL DID THE BEST WE COULD. EVEN THOUGH IT WAS AWFUL AND I CAME TO A PLACE OF FORGIVENESS AND AND GOT REAL PEACE WITH MY MOM, SO IT'S A JOURNEY.
IT'S HARD TO TAKE THAT JOURNEY BY YOURSELF.
SO THIS IS WHERE I ENCOURAGE YOU TO LEAN INTO YOUR SUPPORT SERVICES LIKE THERAPY.
I THINK WE SHOULD ALL BE GIVEN THREE FREE THERAPY FOR THE REST OF OUR LIVES.
IF I WAS THE PRESIDENT OF THE WORLD, THAT'S WHAT I WOULD DO.
BUT JOURNEY, YOU KNOW, FORGIVENESS IS A JOURNEY.
THE OTHER THING THAT HAPPENS FOR ALL OF US IS THAT WHEN WE GET PARTICULARLY TRIGGERED BY SOMEONE'S BEHAVIOR AND YOU KNOW, YOU'RE TRIGGERED BECAUSE YOU JUST FEEL THIS RUSH OF EMOTION AND IT'S BIGGER THAN MAYBE MOMENT JUSTIFIES.
INEVITABLY, THAT'S BECAUSE THIS PERSON STANDING IN FRONT OF ME SOMETHING THAT I HAVE AN OLD WOUND ABOUT.
SO AGAIN, TAKING MARIEL AND I AS AN EXAMPLE, SHE AND I COULD BE COWORKERS.
AND IF SHE DID BEHAVIORS THAT WERE SIMILAR TO WHAT MY MOM DID, I GET SUPER TRIGGERED BY MARIEL AND HAVEN'T DONE MY OWN HEALING WORK.
I'M GOING TO BE ALL ABOUT IT'S MARIEL, AND I DON'T WANT TO WORK WITH HER, AND SHE'S TERRIBLE WHEN REALLY, SHE'S JUST REVEALING TO ME THIS UNHEALED WOUND THAT HAS I'VE GOT IN MY PAST AND SHE JUST HAPPENS TO BE DANCING ON IT, RIGHT? SO I THINK I THINK THAT'S REALLY IMPORTANT.
PART OF OUR JOURNEY IS ALSO DOING THE SELF WORK TO IDENTIFY, IS THIS MOMENT ABOUT THIS PERSON OR IS IT REVEALING TO ME SOMETHING IN THE PAST? SO ALL OF US, I MEAN, WHEN I LOOK ABOUT HOW THE LAYOFFS HAPPENED, THAT SOUNDS PRETTY CRAPPY. SO HOW THAT WENT DOWN? NOT GOOD. ALL OF US PROBABLY WOULD HAVE GOTTEN SOME STUFF TRIGGERED AROUND CHILDHOOD STUFF ABOUT NOT BEING TREATED FAIRLY, NOT BEING SEEN, SOME FELT AND JUST AND THEN SOME OF US HAVE REAL HISTORY WITH THAT.
AND WE'LL JUST KNOW, OH, THAT DIDN'T FEEL RIGHT, RIGHT? SO THAT'S YES.
[01:15:02]
AND SOMEONE JUST SAID, OUR HEALTH DEPENDS ON US TO NOT FORGIVE IS INCREDIBLY TOXIC.AND THERE'S THIS QUOTE, AND I'M GOING TO GET IT WRONG.
BUT AGAIN, TAKING ME AND MARIEL AN EXAMPLE.
LET'S SAY SHE DID ME WRONG, AND I'M HOLDING ON TO THIS ANGER FOR A LONG TIME AND I CAN GET MYSELF SPUN UP ABOUT IT FOR FOUR DECADES.
NOT FORGIVING SOMEONE IS LIKE.
WANTING TO KILL THE OTHER PERSON, BUT YOU'RE THE ONE TAKING THE DAILY SIPS OF POISON BECAUSE EVERY DAY THAT I'M MAD ABOUT IT, I'M PUTTING THE POISON IN MY BODY AND IT'S NOT AFFECTING MERIAL AT ALL.
BUT THE LONGER THAT I HAVE ANGER TOWARD HER, THE MORE I'M DOING THAT.
SO HEALING WORK, FORGIVENESS WORK IS SUPER IMPORTANT FOR ALL OF US TO BE HEALTHY AND HAPPY. AND AND OFTENTIMES WHEN WE GET CLEAR ABOUT THAT, WE CAN START TO IDENTIFY WHAT WAS THE HARM THAT WAS DONE TO ME AND WHAT DO I NEED FROM THAT PERSON TO MAKE IT OK? AND IF THEY GIVE THAT TO YOU, THEN IT'S ON YOU TO LET IT GO TO WHEN SOMEONE APOLOGIZES AND AND MAKES THAT REPARATION WITH YOU.
I LOVE ALL THE APPLAUSES AND HEARTS I'M GETTING.
THANK YOU SO MUCH, AND THIS SOUNDS LIKE SUCH A REAL CONVERSATION THAT WE ALL NEED TO BE HAVING, AND I APPRECIATE THE FEEDBACK.
OUR NEXT QUESTION IS KIND OF A LONG QUESTION, BUT I'LL TRY AND SUMMARIZE A LITTLE BIT.
IT SEEMS THAT THE ORGANIZATIONAL CHANGES AND THE RESTRUCTURING THAT IS NEEDED AND BEING DONE IS POSITIVE.
HOW CAN WE, AS EMPLOYEES BEST MOTIVATE AND ENCOURAGE MORE CLARIFICATION ON THE LINES WITHIN THE ORGANIZATION, FOR EXAMPLE, WHO REPORTS TO WHO, WHO IS ACCOUNTABLE FOR WHAT? AND THEN THEY ADDED A COMMENT TO THAT QUESTION.
I'M A BIG BELIEVER IN A SERVICE ORGANIZATION TO WORK AS A WHOLE, TO SERVE OUR STUDENTS, TO SERVE THE COMMUNITY.
BUT WHEN BURNOUT AND CONFLICT ARISE, WHEN YOU HAVE TO STEP INTO SOMEONE ELSE'S SHOES TO SOLVE A PROBLEM OR BRIDGE A GAP, SOMETIMES YOU OVERSTEP AND IT CREATES CONFLICT WHEN YOU'RE JUST TRYING TO HELP, BUT YOU'RE NOT REALLY SURE WHO'S RESPONSIBLE FOR WHAT.
SO GOING BACK TO THE MAIN QUESTION IS HOW CAN WE, AS EMPLOYEES MOTIVATE AND ENCOURAGE MORE CLARIFICATION ONLINE WITHIN THE ORGANIZATION WHO REPORTS TO WHO? WHO'S ACCOUNTABLE FOR WHAT? THAT'S A GREAT QUESTION.
I WOULD SAY, FIRST OF ALL, IF I WAS TO WRITE YOU ALL A PRESCRIPTION, I WOULD SAY, SPEND MARCH. ALL OF YOU SPEND MARCH DOING SELF CARE, JUST REST PLAY, SPEND TIME IN NATURE, TRY TO LIFT YOUR BIOLOGY A LITTLE BIT BECAUSE ALL OF THESE THINGS ARE HARDER TO DO IF YOU'RE IF YOU'RE JUST TAPPED OUT, RIGHT? SO IF YOU ALL GIVE YOURSELF PERMISSION, LIKE USE YOUR SPRING BREAK NOT TO RUN AROUND AND BE CRAZY, BUT TO REALLY, REALLY JUST TAKE CARE OF YOURSELF, RIGHT, AND ENCOURAGE THAT WITH EACH OTHER. I THINK IF YOU CAN GIVE EACH OTHER PERMISSION AND TAKE CARE OF EACH OTHER AND LIFT EACH OTHER UP A LITTLE BIT, BIOLOGICALLY, YOU'LL FIND YOU HAVE A LITTLE MORE BANDWIDTH.
AND TO TACKLE THESE OTHER THINGS, RIGHT? AND I WANT TO ALSO JUST MAKE SURE THAT THAT YOU'RE HAVING AUTHENTIC CONVERSATIONS ABOUT THIS, LIKE, LET'S USE THIS AS AN OPPORTUNITY TO CHANGE THE CONVERSATION AND SAY THINGS LIKE, HEY, I WANT TO GET INVOLVED HERE BECAUSE I CARE ABOUT WHAT'S HAPPENING, BUT I'M NOT SURE WHAT MY LANE IS OR I DON'T WANT TO OVERSTEP, BUT I'M FEELING SOME ANXIETY TO GET THIS RESOLVED.
HOW WHAT SUPPORT DO YOU NEED FOR ME? I WOULD JUST BE MORE TRANSPARENT AND CHECKING IN WITH EACH OTHER.
AND WHEN THINGS AREN'T CLEAR, SAYING, I'M CONFUSED.
WHO DO WE ASK? YOU KNOW, PUSH ON YOUR LEADERS.
OFTENTIMES, LEADERS ARE REALLY SURPRISED WHERE PEOPLE ARE CONFUSED BECAUSE THEY THINK IN THEIR MINDS THAT THEY'VE BEEN CLEAR OR THEY PUT OUT A DOCUMENT AT ONE POINT THAT HAD THE ANSWER. I THINK BEING REALLY AUTHENTIC AROUND WHERE YOU'RE CONFUSED AND WHERE YOU'RE NOT CLEAR AND WHERE YOU NEED SOME MORE SUPPORT GIVES THEM REAL INFORMATION THAT THEY CAN USE.
AND THEN OVER TIME, YOU'LL SEE WHICH LEADERS RESPOND TO THAT AND WHICH DON'T.
BUT YOU HAVE A NEW A NEW HEAD LEADER WHO'S SAYING HE CARES AND THIS MATTERS.
AND SO I THINK THIS IS A GREAT TIME TO EVEN RESURFACE THINGS YOU'VE BEEN MENTIONING BEFORE, BUT WITH THE SPIRIT OF WE ARE HERE TOGETHER TRYING TO MAKE OUR COMMUNITY BETTER.
WHAT I'M HEARING YOU SAY THAT IF WE WANT OPEN COMMUNICATION, WE ALSO OURSELVES HAVE TO MODEL OPEN COMMUNICATION IN OUR OWN SPHERE OF INFLUENCE.
OK. OUR NEXT QUESTION IS WHAT IS YOUR HUMAN DESIGN? I DON'T KNOW WHAT THAT MEANS, EITHER, BUT I THOUGHT YOU MIGHT HAVE THOUGHT MAYBE IT HAD TO DO WITH YOUR BOOK. OK, WE'LL GO TO THE NEXT ONE AND WE'LL ASK FOR CLARIFICATION.
AND THEN I WANT I WANTED JUST TO COMMENT ON A COUPLE OF THINGS IN THE SPRING IN THE COMING THROUGH THE CHAT.
I GET IT. SELF-CARE IS SOMETIMES REALLY HARD.
I AM A PARENT. I HAVE ELDERLY PARENTS THAT THOSE OF US IN THE SANDWICH GENERATION, IT'S DIFFICULT. AND YET AT THE SAME TIME, I KNOW I'M GUILTY OF JUST KEEP RUNNING MYSELF RAGGED
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AND THEN GETTING MORE AND MORE RESENTFUL, FRUSTRATED.AND SO PART OF IT IS LIKE, WHAT THINGS CAN WE JUST DO LESS OF AND GIVE OURSELVES A LITTLE DIRTIER THAN IT USED TO BE BECAUSE I'M JUST NOT CLEANING IT AS FREQUENTLY, YOU KNOW, I'M ORDERING TAKEOUT MEALS A LITTLE MORE OFTEN BECAUSE I'M JUST TRYING TO BUY MYSELF A LITTLE BIT OF SPACE, RIGHT? AND MY HUSBAND AND I ARE BEING MUCH MORE INTENTIONAL AROUND HONEY.
YOU GO TAKE CARE OF YOURSELF AND THEN SUNDAY'S MY DAY.
AND SO EVEN WITH YOUR TEAM, SOMEONE SAID, HOW CAN WE ALL TAKE CARE OF OURSELVES WHEN THERE'S 43000 PEOPLE? WELL, YOU START DOING IT IN TEAMS. YOUR TEAM OF FIVE OR SIX START TO SAY, ALL RIGHT, WE CARE ABOUT EACH OTHER.
HOW CAN WE MAKE SURE WE EACH IS GOING TO GET TIME OFF AND YOU START PLANNING THOSE THREE DAY WEEKENDS OR YOU START PLANNING THAT LEAVING EARLY OR WHATEVER IT IS? I KNOW IT CAN BE DONE.
IT DOES TAKE SOME WORK AND IT TAKES SOME INTENTIONAL EFFORT.
BUT IF WE KEEP IGNORING HOW BURNED OUT WE ARE, IT DOESN'T GET ANY BETTER.
WE'RE NOT GOING TO MAGICALLY BOUNCE BACK.
BURNOUT REQUIRES INTENTIONAL EFFORT TO PULL OURSELVES BACK, AND I WOULD JUST SAY IT'S THE NUMBER ONE PRIORITY FOR ALL OF YOU BECAUSE EVERYTHING ELSE WILL COME FROM THAT.
ALL RIGHT. WELL, NEXT QUESTION.
LAST QUESTION, BECAUSE WE'RE SEVEN FIFTY FOUR, SO I WANT TO MAKE SURE WE END ON TIME TOO.
OK, LAST QUESTION, LET ME LET ME PICK A GOOD ONE.
OK. THIS ONE IS MORE ABOUT DIVING INTO CHANGE AND COMMUNICATING CHANGE.
SO WE KNOW THAT WITHOUT CHANGE, NO GROWTH IS HAD.
BUT HOW CAN CHANGE BE REPACKAGED TO ENCOURAGE MORE CHANGE MINDED ACTIVITIES AND OPPORTUNITIES? THAT'S A GREAT QUESTION, AND I WOULD ENCOURAGE YOU TO LOOK AT THE BOOK WIRED TO RESIST BECAUSE I DON'T.
I START OFF WITH THE BIOLOGY OF CHANGE, BUT I GIVE YOU REAL, ACTIONABLE STRATEGIES.
IT'S PART OF JUST BEING MORE MINDFUL ABOUT KNOWING, OK, IF THIS IS HOW PEOPLE RESPOND TO CHANGE, THEN WE JUST NEED TO DESIGN CHANGE MORE THOUGHTFULLY.
CHANGE IS GOOD AND CHANGE IS GOING TO BE MESSY.
BUT ONCE WE KNOW THAT WE CAN STOP BEING SURPRISED BY IT AND WE CAN START REALLY BEING MUCH MORE EFFECTIVE ABOUT IT.
SO I HAVE A TON OF STRATEGIES FOR BOTH.
WHEN YOU'RE ON THE RECEIVING END OF CHANGE, WHEN YOU'RE THE MANAGER WHO WHO HAS TO MAKE CHANGE HAPPEN, BUT YOU DIDN'T GET TO DESIGN IT, THE STRATEGIES FOR THE TOP LEADERS WHO ARE REALLY DECIDING AND DESIGNING THE CHANGE.
AND TOGETHER, IT'S AN ECOSYSTEM TO HAVE THINGS WORKING WELL ON ALL LEVELS.
BUT YOU KNOW, THE RECEIVING END, EVEN IF YOU DON'T HAVE A GREAT MANAGER OR A GREAT LEADER ABOVE YOU, YOU CAN DO A LOT TO REALLY TAKE CARE OF YOURSELF AND THRIVE THROUGH CHANGE.
WHEN YOU'RE A MANAGER, YOU CAN DO A BETTER JOB OF DRIVING CHANGE, EVEN IF THE PEOPLE ABOVE YOU ARE NOT DOING A GREAT JOB.
AND IF YOU'RE A SENIOR EXECUTIVE, YEAH, I WANT TO CALL.
I WANT TO CALL YOU TO ACTION THAT LEARNING, CHANGE MANAGEMENT SKILLS AND LEARNING HOW TO BE A GREAT CHANGE LEADER IS AN IMPORTANT GOAL.
SO I WANT TO SET THAT AS A GOAL FOR FOLKS.
BUT ABSOLUTELY, THERE'S THERE'S RESOURCES TO HELP US DO THAT BETTER.
SPEAKING OF RESOURCES, I KNOW WE TALKED EARLIER ABOUT IN YOUR INTRODUCTION HOW YOUR ONLINE COURSES ON LYNDA.COM ARE AVAILABLE, YOUR BOOKS AND A LOT OF OTHER GREAT BOOKS THAT YOU'VE RECOMMENDED BY OTHER AUTHORS THIS MORNING.
AS WE WRAP UP, I WANT TO SHARE A COMMENT FROM AN EMPLOYEE WHO SAID, I LOVE THE PRESENTATION SO FAR THIS MORNING.
I HOPE OUR LEADERS ARE MORE UNDERSTANDING OF HOW WE FEEL.
I LOVE THE NATURE IDEAS AT THE CAMPUSES.
LOTS OF THANK YOU'S COMING IN, SO I WANT TO MAKE SURE WE THANK YOU FOR TAKING TIME OUT OF YOUR SCHEDULE AND INTERNATIONAL CONSULTING TO BE WITH US HERE TODAY AT DALLAS COLLEGE.
IT REALLY MEANS A LOT TO US AND WE APPRECIATE YOU.
OH, THANK YOU SO MUCH. I'M ON LINKEDIN LEARNING, SO IF YOU LIKE MY STYLE, YOU CAN FIND MORE COURSES THAT I'M OFFERING.
I ALSO AM HAVING A WEBINAR ON BURNOUT.
THAT'S COMING UP, AND I'VE WRITTEN MORE ABOUT BURNOUT ON LINKEDIN.
SO FOLLOW ME ON LINKEDIN AND YOU'LL GET ANNOUNCEMENTS ABOUT WHAT I'M UP TO.
I REALLY APPRECIATE ALL OF YOU.
I KNOW WHAT IT'S LIKE TO BE A LEARNING LEADER AND BE GOING THROUGH CHANGE.
YOUR WORK REALLY, REALLY MATTERS THE DIFFERENCE THAT YOU MAKE IN YOUR STUDENTS' LIVES AND TO THE WHOLE TEXAS COMMUNITY, REALLY.
SO I APPRECIATE THAT ABOUT YOU.
YOU'RE PART OF MY TRIBE, AND I HOPE YOU'LL STAY IN TOUCH.
THANK YOU SO MUCH. WELL, THIS IS MARVELOUS.
THANK YOU, EVERYONE FOR JOINING TODAY.
I WANT TO LET YOU KNOW THAT WE ARE GOING TO REMAIN IN THIS CURRENT SESSION, SO PLEASE DON'T GO ANYWHERE.
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STAY LOGGED ON.WE WILL, HOWEVER, TAKE A 10 MINUTE BREAK TO ALLOW FOR STRETCHING.
WE'RE TALKING ABOUT SELF CARE, SO GO STRETCH, REFILL YOUR BEVERAGE, GET SOME SNACKS.
THIS IS TIME TO GET AWAY FROM YOUR DESK FOR A MINUTE.
JUST DON'T CLOSE OUT OF THE SESSION, PLEASE, BECAUSE WE'RE GOING TO STAY HERE.
ANDREATTA. WE REALLY APPRECIATE IT.
HELLO AND WELCOME TO DALLAS COLLEGE 101.
I'M SHERRI ENRIGHT, YOUR CHIEF HUMAN RESOURCES OFFICER.
THE FOLLOWING INFORMATION WILL GUIDE YOU THROUGH OUR DALLAS COLLEGE STRUCTURE.
I'M GOING TO START WITH OUR HR DEPARTMENT HR.
HIS VISION IS TO DELIVER THE BEST IN CLASS SERVICE WITH INNOVATIVE HR SOLUTIONS AND PROGRAMS DESIGNED TO DEVELOP A DIVERSE AND ENGAGED WORKFORCE EQUIPPED TO LEAD DALLAS COLLEGE IN ITS TRANSFORMATION AND BEYOND.
ITS MISSION FOCUSES ON THREE KEY COMPONENTS SERVICE SOLUTIONS AND SUPPORT.
WE ARE COMMITTED TO CREATING STRATEGIC PARTNERSHIPS, PROVIDING PROACTIVE AND INNOVATIVE APPROACHES, AND SUPPORTING THE COLLEGE'S MISSION TO MEET THE NEEDS OF OUR STUDENTS AND OUR COMMUNITY. OUR HR TEAM REPRESENTS A COHESIVE APPROACH TO CREATING AND SUSTAINING A HIGH PERFORMANCE WORK ENVIRONMENT FOR ALL EMPLOYEES AND IS COMPRISED OF SIX KEY FUNCTIONAL AREAS.
TALENT ACQUISITION, TOTAL REWARDS, LEARNING AND DEVELOPMENT TITLE NINE COMPLIANCE AND EMPLOYEE RELATIONS, STRATEGIC WORKFORCE PLANNING AND HR SYSTEMS AND STRATEGIES.
THE TALENT ACQUISITION TEAM FOCUSES ON CREATING A PROACTIVE APPROACH FOR BRINGING THE RIGHT TALENT ON BOARD AND HELPING THEM GROW TO THEIR OPTIMAL CAPABILITIES, ALL WHILE REMAINING FOCUSED ON DALLAS COLLEGE'S MISSION, VISION AND PRIORITIES.
THE TOTAL REWARDS TEAM ENSURES THAT THE COMBINATION OF BENEFITS, COMPENSATION AND REWARDS THAT OUR EMPLOYEES RECEIVE PROVIDE A WORK ENVIRONMENT THAT ATTRACTS TOP TALENT, RETAINS CURRENT EMPLOYEES AND PROVIDES AN ENGAGING WORKFORCE ENVIRONMENT.
THE LEARNING AND DEVELOPMENT TEAM WORKS TO ENSURE OUR EMPLOYEES HAVE THE OPPORTUNITY TO GROW TO THEIR OPTIMAL CAPABILITIES WITH PROFESSIONAL DEVELOPMENT, SKILLS BASED TRAINING AND CAREER DEVELOPMENT PATHS.
THE TITLE NINE COMPLIANCE AND EMPLOYEE RELATIONS TEAM WORKS PREEMPTIVELY AND EFFECTIVELY WITH EMPLOYEES TO HELP RESOLVE WORKPLACE CONCERNS AND IMPROVE EMPLOYEE ENGAGEMENT.
THE WORKFORCE PLANNING TEAM PROVIDES EMPLOYEE SUPPORT WITH ALL HR RELATED PROCESSES AND POLICIES, INCLUDING THE DEVELOPMENT AND IMPLEMENTATION OF WORKFORCE PLANNING PROCESSES.
IN ALIGNMENT WITH DALLAS COLLEGE'S BUSINESS PLAN, HR SYSTEMS AND STRATEGY IS RESPONSIBLE FOR THE HR SYSTEMS UTILIZE TO COLLECT AND MANAGE EMPLOYEE DATA, ENSURING THESE SYSTEMS OPERATE EFFICIENTLY WHILE PROTECTING THE INTEGRITY AND SECURITY OF ALL EMPLOYEE INFORMATION. OUR HR TEAMS ARE A RESOURCE AND WE WANT TO ENSURE THAT EACH CAMPUS HAS HR TEAM MEMBERS DEDICATED TO OUR EMPLOYEES.
TO MAKE THIS A REALITY, WE HAVE DIVIDED OUR LOCATIONS INTO REGIONS.
NOW EACH CAMPUS HAS A DEDICATED ASK HR TEAM MEMBER, AND EACH REGION HAS DEDICATED BENEFITS AND EMPLOYEE RELATIONS TITLE NINE TEAM MEMBERS.
BE SURE TO CHECK OUT OUR SHAREPOINT SITE FOR FURTHER DETAILS ON YOUR CAMPUSES HR TEAM SUPPORT. ADDITIONALLY, OUR AIR SERVICE CENTER TEAM PROVIDES SUPPORT, INPUT AND FEEDBACK TO INTERNAL AND EXTERNAL CUSTOMERS REGARDING OUR PROGRAMS, POLICIES, PROCEDURES AND GUIDELINES. IF YOU HAVE ANY QUESTIONS, PLEASE EMAIL.
ASK H R AT D, C, C, C, D DOT EDU OR CONTACT THE HR CALL CENTER AT NINE SEVEN TWO EIGHT SIX ZERO FIVE ONE ONE NINE BETWEEN EIGHT A.M.
AND FIVE P.M. MONDAY THROUGH FRIDAY.
WE LOOK FORWARD TO WORKING WITH YOU ON ALL OF YOUR EMPLOYEE NEEDS.
HELLO, WELCOME TO THE OFFICE OF FINANCE, I AM TYPEKIT THOMAS, DEPUTY CHIEF BUSINESS OFFICER. AS WE ECHO THE WORDS OF MANY OF OUR COLLEAGUES, THIS LAST YEAR HAS BEEN ONE OF TRANSITION AND CHALLENGES.
HOWEVER, IT WAS NECESSARY TO STREAMLINE OUR DEPARTMENTS AND PROCESSES TO ENABLE US TO PROVIDE NOT ONLY BETTER BUT MORE EFFICIENT, AS WELL AS CONSISTENT LEVELS OF CUSTOMER SERVICE TO OUR STUDENTS AND COLLEAGUES UNDER THE D TRIPLE CD LEGACY.
WE EXISTED SEPARATELY AS BUSINESS AFFAIRS, BUSINESS SERVICES, ACCOUNTING AND PURCHASING.
THOSE DEPARTMENTS HAVE TRANSITIONED TO THE OFFICE OF FINANCE.
THE EXECUTIVE LEADER OF OUR ORGANIZATION IS THE CHIEF FINANCIAL OFFICER.
OUR PRIMARY FUNCTIONAL AREAS INCLUDE OUR BUSINESS SERVICES TEAM WHO SUPPORT COLLEGE WIDE
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OPERATIONS AND SERVICES.ANY TIME YOU NEED TO PURCHASE SOMETHING, OUR PROCUREMENT TEAM ENSURES THAT THOSE ITEMS ARE STRATEGICALLY SOURCED AND THAT WE HAVE RECEIVED THE BEST BANG FOR OUR BUCK.
THE TREASURY GROUP MANAGES ALL OF OUR CASH, OUR BANKING AND OUR INVESTMENTS ACCOUNTS PAYABLE. WILL THEY PAY OUR BILLS? THE BUDGET PLANNING TEAM IS RESPONSIBLE FOR THE MANAGEMENT OF THE BUDGET FOR ALL SCHOOLS AND WORK GROUPS AT EACH LOCATION HUB.
ACCOUNTS RECEIVABLE AND GRANTS NOW INCLUDE CENTRAL SERVICES FOR SPONSORED AND OUTSIDE BILLING, IN ADDITION TO STUDENT REFUNDS.
OUR MILITARY STUDENTS RECEIVE ESSENTIAL SERVICES FROM OUR VETERAN AFFAIRS COMPLIANCE TEAM AND OF COURSE, WITH ALL THE MOVING PIECES WE HAVE THROUGHOUT THE COLLEGE.
THE STRATEGIC PLANNING GROUP IS VERY BUSY AND AS A QUARTER OF A BILLION DOLLAR ORGANIZATION, IT IS NO EASY FEAT TO KEEP OUR BOOKS ALIGNED.
AND YET OUR GENERAL LEDGER ACCOUNTING TEAM MANAGES TO KEEP US ON TRACK YEAR AFTER YEAR.
AND LAST BUT NOT LEAST, OUR PAYROLL DEPARTMENT MAKES SURE EVERYONE GETS PAID.
PLEASE VISIT THE OFFICE OF FINANCE ON SHAREPOINT.
WE LOOK FORWARD TO SERVING OUR STUDENTS AND ORGANIZATION FOR YEARS TO COME.
I'M SCOTT WRIGHT, DEPUTY CHIEF FACILITIES OFFICER FOR DALLAS COLLEGE FACILITIES MANAGEMENT HAS THE DISTINCT PLEASURE OF ENSURING THAT THE PHYSICAL ENVIRONMENT OF DALLAS COLLEGE FACILITATES OUR MISSION OF HIGHER EDUCATION.
THIS MASSIVE EFFORT SUPPORTS SEVEN CAMPUSES, 13 CENTERS, OVER 100 BUILDINGS, MILLIONS OF SQUARE FEET AND OVER A THOUSAND ACRES.
THIS IS ACCOMPLISHED BY LEVERAGING THE EXPERTIZE OF OVER 200 EMPLOYEES AND A $50 MILLION OPERATING BUDGET. FACILITIES MANAGEMENT ALSO OVERSEES THE COLLEGE'S CONSTRUCTION AND CONSTRUCTION RELATED PROJECTS AND ADMINISTERS THE COLLEGE'S FLEET SERVICES DEPARTMENT, AS WELL AS ITS ENERGY MANAGEMENT INITIATIVES UNDER MYSELF.
THE DEPUTY CHIEF FACILITIES OFFICER AND FACILITIES MANAGEMENT ORGANIZATION HAS FOUR SENIOR DIRECTORS WHO OVERSEE MULTIPLE CAMPUSES AND FUNCTIONS.
ONE SENIOR DIRECTOR OVERSEES THE OPERATION AND MAINTENANCE AT RICHLAND, MOUNTAIN VIEW, EASTFIELD AND CEDAR VALLEY, WHILE ANOTHER OVERSEES THE OPERATION AND MAINTENANCE AT EL CENTRO, BROOKHAVEN AND NORTH LAKE.
IN OUR NEW STRUCTURE, WE EMPLOY HIGHLY SKILLED CONSOLIDATED TRADE TEAMS WHO SERVE ALL LOCATIONS. THESE EFFORTS ARE LED BY OUR SENIOR DIRECTOR OF CONSOLIDATED TEAMS. OUR FOUR SENIOR DIRECTOR LEADS OUR CONSTRUCTION AND CONSTRUCTION RELATED PROJECTS FOR THE COLLEGE. IN ADDITION, EACH DALLAS COLLEGE CAMPUS HAS ITS OWN DEDICATED FACILITIES MANAGER AND CONSTRUCTION MANAGER.
FOR A DETAILED VIEW OF OUR ORGANIZATION, PLEASE VISIT OUR SHAREPOINT WEBSITE AS PART OF OUR SERVICE TO THE COLLEGE.
WE HAVE SEVERAL FRONT FACING RESPONSIBILITIES, IN PARTICULAR RESPONDING TO FACILITIES WORK ORDERS SUCH AS BURNED OUT LIGHT BULBS, LEAKY FAUCETS AND HOT OR COLD BUILDINGS.
REQUESTS FOR KEYS AND ACCESS CARDS, EVENTS, SETUPS AND VEHICLE RESERVATIONS TO EXPEDITE YOUR REQUEST AND TO ENSURE WE PROVIDE THE BEST POSSIBLE SERVICE.
WE EMPLOY OUR EASY TO USE SHAREPOINT WEBSITE.
FROM THERE, YOU MAY CLICK ON THE APPROPRIATE REQUEST, FILL OUT THE ENSUING FORM AND WE WILL TAKE CARE OF YOU ON BEHALF OF THE EXTRAORDINARY MEN AND WOMEN OF THE FACILITIES MANAGEMENT DEPARTMENT.
I WELCOME YOU TO DALLAS COLLEGE.
MY TEAM AND I LOOK FORWARD TO SERVING YOU.
PAMELA LAKEY, CHIEF DIGITAL ENGAGEMENT OFFICER WITH DALLAS COLLEGE.
THE DIVISION OF DIGITAL ENGAGEMENT AND INFORMATION TECHNOLOGY AT DALLAS COLLEGE IS PROUD TO SERVE THE FACULTY, STAFF AND STUDENTS OF DALLAS COLLEGE THROUGH AN OFFERING OF A VARIETY OF SUPPORT SERVICES, INCLUDING ISSUING AND MAINTAINING TECHNOLOGY EQUIPMENT, WEB DEVELOPMENT, ONLINE COURSE MANAGEMENT AND SUPPORT SOFTWARE SYSTEMS AND TRAINING SUPPORT.
AND, OF COURSE, THE IT SERVICE DESK, DIGITAL ENGAGEMENT AND INFORMATION TECHNOLOGY ENDEAVORS TO PROVIDE A STRATEGIC AND OPERATIONAL ALIGNMENT OF TECHNOLOGICAL SUPPORT SERVICES AND ENGAGEMENT PROTOCOLS TO MEET.
THE NEEDS OF OUR STUDENTS, FACULTY, STAFF, COMMUNITY PARTNERS AND VENDORS, WE WORK TO ENSURE THAT SERVICES, PROFESSIONAL SUPPORT, COMMUNICATION, HARDWARE AND SOFTWARE ARE APPROPRIATE AND ADEQUATE TO SUPPORT MANAGEMENT AND OPERATIONAL FUNCTIONS, ACADEMIC PROGRAMS, TEACHING, LEARNING AND SUPPORT SERVICES.
THE DIVISION OF DIGITAL ENGAGEMENT AND INFORMATION TECHNOLOGY INCLUDES MANY FUNCTIONAL AREAS, WHICH OVERSEES MULTIPLE FACETS OF THE TECHNOLOGY AND DIGITAL ENGAGEMENT OPERATION AT DALLAS COLLEGE, I.T., CAMPUS AND LOCATION SUPPORT.
ALL CAMPUSES AND LOCATIONS HAVE ASSIGNED I.T.
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TEAM MEMBERS THAT ARE RESPONSIBLE FOR I.T.SUPPORT, INCLUDING THE DAILY MAINTENANCE AND GENERAL TROUBLESHOOTING OF COMPUTER EQUIPMENT ACROSS ALL CAMPUSES.
WE ENSURE THAT ASSISTANCE IS PROVIDED TO STUDENTS, FACULTY AND STAFF WHO RELY UPON TECHNOLOGY FOR THEIR ACADEMIC PURSUITS.
OUR I.T. CAMPUS AND LOCATION PROVIDES THE HIGHEST LEVEL OF END USER SUPPORT FOR DALLAS COLLEGE STAKEHOLDERS SPECIALIZING IN HARDWARE, SOFTWARE UPGRADES, REPAIR AND TROUBLESHOOTING, CLASSROOM TECHNOLOGY, CONFERENCE ROOMS AND DALLAS COLLEGE TECHNOLOGY ASSIGNED EQUIPMENT SUCH AS PCS, LAPTOPS, MACS, PRINTERS AND OTHER DEVICES.
WE ALSO HAVE THE ENTERPRISE RESOURCE PLANNING TEAM, ALSO KNOWN AS OUR ERP TEAM.
THIS TEAM OVERSEES OUR CORE SYSTEM THAT SUPPORTS THE STUDENTS INFORMATION SYSTEM, H.R.
FINANCIALS, ACCOUNTING AND REPORTING.
THIS TEAM IS ALSO INSTRUMENTAL IN OUR CURRENT TRANSITION OF IMPLEMENTING TO WORKDAY, WHICH WILL SERVE AS OUR NEW ERP SYSTEM IN TWENTY TWENTY THREE.
WE ARE ANTICIPATING THE FULL IMPLEMENTATION WILL BE COMPLETE IN 2020.
FIVE. WE HAVE THE LEARNING MANAGEMENT SYSTEMS AND WEB ENTERPRISE TEAM, WHICH OVERSEES THE DALLAS COLLEGE LEARNING MANAGEMENT SYSTEM.
ALSO REFERRED TO AS EA CAMPUS, WHICH IS UTILIZED FOR OUR EXTENSIVE OFFERING OF ONLINE COURSES FOR STUDENTS AND SERVES AS THE ACCESS POINT FOR OUR STUDENT INCLUDED ONLINE RESOURCES. THE WEB ENTERPRISE TEAM OVERSEES DALLAS COLLEGE E CONNECT, WHICH IS THE WEB INTERFACE TO OUR ERP SYSTEM AND IS UTILIZED BY STUDENTS AND EMPLOYEES EXTENSIVELY.
THIS TEAM ALSO OVERSEES THE SHAREPOINT DOCUMENT MANAGEMENT SYSTEM AND IS RESPONSIBLE FOR WEB AND MOBILE APPLICATION DEVELOPMENT INITIATIVES.
THE WEB TEAM IS INSTRUMENTAL IN TRANSFORMING MANUAL PROCESSES TO A DIGITIZED SOLUTION TO IMPROVE SERVICES PROVIDED TO OUR STUDENTS.
THE EDUCATION TECHNOLOGY SUPPORT TEAM IS RESPONSIBLE FOR ASSISTING FACULTY WITH ACCESSIBILITY COMPLIANCE PROTOCOLS AND SUPPORTING ALL STAKEHOLDERS VIA OUR I.T.
OUR I.T. SERVICE DESK SERVES AS A TRIAGE TO ADDRESS TECHNICAL ISSUES.
THIS TEAM IS ALSO RESPONSIBLE FOR ESCALATING ISSUES TO THE NEXT TIER WHEN ADDITIONAL ASSISTANCE IS REQUIRED.
OUR ENTERPRISE APPLICATION TEAM IS RESPONSIBLE FOR PROVIDING SUPPORT FOR ALL OTHER APPLICATIONS THAT SUPPORT DALLAS COLLEGE ECOSYSTEM, EXCEPT FOR THE ERP SYSTEM SYSTEMS WOULD INCLUDE SALESFORCE SERVICE NOW AND ALL ADDITIONAL APPLICATIONS THAT SUPPORT THE STUDENT SUCCESS TEAM AND OTHER FUNCTIONAL AREAS.
OUR CYBERSECURITY AND FORENSIC SERVICE TEAM IS RESPONSIBLE FOR MONITORING CYBER THREATS, INCLUDING DETECTION AND RESPONSE, AND CONDUCTING DIGITAL FORENSIC INVESTIGATIONS.
THIS TEAM IS ALSO RESPONSIBLE FOR ASSISTING WITH SECURITY REVIEWS FOR NEW AND EXISTING SERVICES. WE ALSO HAVE THE DIGITAL ENGAGEMENT, SUPPORT AND SERVICE TEAM.
THIS TEAM IS RESPONSIBLE FOR PROVIDING SYSTEM AND SOFTWARE TRAINING, QUALITY ASSURANCE TESTING AND DOCUMENTATION PROTOCOLS.
THIS TEAM ALSO ASSISTS WITH CHANGE MANAGEMENT AND PROCESS IMPROVEMENT INITIATIVES.
OUR CLOUD AND INFRASTRUCTURE TEAM PROVIDES ALL NETWORK, INCLUDING WIRED AND WI FI SERVICES AND VOICE SERVICES TO ALL CAMPUSES AND LOCATIONS.
IN ADDITION, THIS TEAM IS RESPONSIBLE FOR DEVELOPING AN INFRASTRUCTURE THAT WILL SUPPORT CLOUD BASED SERVICES AND INITIATIVES.
WE ARE ALSO FORTUNATE TO HAVE SEVERAL PROJECT MANAGERS THAT ASSISTS WITH THE DEVELOPMENT AND IMPLEMENTATION OF VARIOUS INITIATIVES UTILIZING VARIOUS METHODOLOGIES TO ENSURE IMPLEMENTATION SUCCESS.
THE I.T. SERVICE PORTAL IS AVAILABLE TO ALL EMPLOYEES BY UTILIZING THIS SERVICE.
RESOURCES TO BE ASSIGNED IN A SYSTEMATIC MANNER.
WE CONTINUALLY MONITOR THIS TOOL TO ENSURE THAT REQUEST AND INCIDENTS ARE RESPONDED TO IN A TIMELY MANNER.
YOU CAN ALSO FIND INFORMATION ABOUT I.T.
AND DIGITAL ENGAGEMENT ON OUR SHAREPOINT SITE OR ON THE DALLAS COLLEGE WEBSITE.
YOU MAY CONTACT US THROUGH EMAIL AT SERVICE DESK AT D TRIPLE CDOT EDU OR BY PHONE AT NINE SEVEN TWO SIX SIX NINE SIX FOUR SEVEN SEVEN.
[01:40:10]
HELLO, I'M PATTY ARELLANO TALATA, CHIEF MARKETING AND COMMUNICATIONS OFFICER FOR DALLAS COLLEGE, THE MARKETING AND COMMUNICATIONS TEAM IS HERE TO AMPLIFY THE VALUE PROPOSITION OF DALLAS COLLEGE AS THE AREA'S MOST ACCESSIBLE, ENGAGING AND HIGH QUALITY INSTITUTION THROUGH COMPELLING STORYTELLING AND DATA DRIVEN PROGRAMS, HELPING TRANSFORM LIVES AND COMMUNITIES THROUGH HIGHER EDUCATION.WE ARE COMMITTED TO SUPPORTING STUDENT ENROLLMENT, RETENTION AND LIFELONG ENGAGEMENT.
WE'RE ALSO FOCUSED ON GROWING DALLAS COLLEGE BRAND AWARENESS AND EVANGELISM, AS WELL AS INFORMING AND ENGAGING EMPLOYEES.
ALONG THE WAY, WE USE DATA TO BETTER UNDERSTAND HOW OUR MARKETING ACTIVITIES ARE DRIVING STUDENT ENGAGEMENT.
THIS ALLOWS US TO LEARN AND IMPROVE OUR EFFORTS OVER TIME THROUGH THE TRANSITION TO DALLAS COLLEGE. WE REDESIGNED OUR TEAM SO THAT WE COULD SERVE AS STRATEGIC PARTNERS TO DIVISIONS AND DEPARTMENTS ACROSS THE COLLEGE.
OUR CAMPAIGN STRATEGY TEAM IN THE MIDDLE.
SERVE AS THE PRIMARY CONTACT FOR OUR INTERNAL CLIENTS TO BUILD MARKETING AND COMMUNICATIONS PLANS BASED ON THOSE TEAMS STRATEGIC GOALS AND OBJECTIVES.
FUNCTIONAL SPECIALISTS AROUND THE PERIMETER OF THIS IMAGE SERVE AS EXPERTS IN THEIR CHANNELS AND WORK WITH THE CAMPAIGNS TEAM TO PROVIDE STRATEGIC GUIDANCE AND SUPPORT.
THIS TEAM WORKS WITH THE FUNCTIONAL TEAMS TO HELP IDENTIFY HOW TO REACH THE RIGHT AUDIENCES, CRAFT MESSAGES AND IMAGES THAT WILL RESONATE AND DRIVE FOR RESULTS THAT ACHIEVE THE GOALS SET FOR A CAMPAIGN.
THEN THEY USE THE DATA TO REVIEW RESULTS, ADJUST TACTICS AND OPTIMIZE PROGRAMS. THE FUNCTIONAL TEAMS HAVE DEEP EXPERTIZE IN SPECIFIC MARKETING CHANNELS AND HELP ACHIEVE THE GOALS OF THE MARKETING PLANS DEVELOPED WITH INTERNAL DIVISIONS AND DEPARTMENTS.
WE LOOK AT A VARIETY OF CHANNELS TO ACHIEVE MARKETING GOALS, AND WE CONTINUE TO KEEP OUR EYE ON NEW CHANNELS AND HOW WE CAN ENGAGE WITH THEM TO REACH PROSPECTIVE AND CURRENT STUDENTS. WE OFFER A BROAD VARIETY OF SERVICES AND USE A LARGE NUMBER OF CHANNELS TO REACH OUR MARKETING OBJECTIVES.
EACH CAMPAIGN OR EVENT IS DIFFERENT IN SCOPE, SO WE TRY TO TAILOR OUR APPROACH DEPENDING ON THE GOALS WE'RE TRYING TO ACHIEVE.
AND WITH THE TRANSITION TO DALLAS COLLEGE, WE'VE SET UP A NUMBER OF NEW PROCESSES, SOME OF WHICH ARE STILL BEING TWEAKED.
SO WE APPRECIATE YOUR PATIENCE AS WE STRIVE TO BECOME MORE EFFICIENT TO SUBMIT A REQUEST FOR MARKETING SERVICES CONTACT MARKETING REQUESTS AT DOT EDU.
YOU CAN ALSO VIEW OUR MARKETING GUIDELINES AND PROCESSES ON OUR SHAREPOINT SITE.
I'M DR. IRIS FREEMAN, ASSOCIATE VICE CHANCELLOR OF ADVANCEMENT AND DEVELOPMENT, DALLAS COLLEGE WORKFORCE AND ADVANCEMENT IS PROUD TO PROVIDE PROGRAMS, SERVICES AND RELATIONSHIPS THAT ALIGN WITH IDENTIFIED NEEDS OF BUSINESS, INDUSTRY AND COMMUNITY.
WE WORK TO BE THE STRATEGIC DRIVER OF UNCOMMON SOLUTIONS AND DELIVERABLES BY UTILIZING THE TALENT OF EXTRAORDINARY PEOPLE, TOOLS AND IDEAS.
DALLAS COLLEGE WORKFORCE AND ADVANCEMENT PROGRAMS PROVIDE BUSINESSES, INDUSTRY AND THE COMMUNITY WITH A WORKFORCE THAT IS TRAINED AND READY TO CONTRIBUTE.
WE WORK WITH EMPLOYERS TO ENSURE THE DEGREES AND CERTIFICATES WE OFFER.
MATCH INDUSTRY NEEDS THAT LEAD TO IN-DEMAND JOBS.
DALLAS COLLEGE DRIVES WORKFORCE AND ECONOMIC DEVELOPMENT TO MEET THE DEMANDS OF THE JOB MARKET AND CONTRIBUTE TO A ROBUST ECONOMY.
THERE ARE FOUR KEY FUNCTIONAL AREAS OF WORKFORCE AND ADVANCEMENT.
THE GOAL OF ADVANCEMENT AND DEVELOPMENT IS TO ADVANCE DALLAS COLLEGE'S MISSION THROUGH COMMUNITY OUTREACH, ALUMNI CONNECTEDNESS AND FEDERAL AND STATE FUNDING.
ADVANCEMENT AND DEVELOPMENT INCLUDES SPONSORED PROGRAMS. THE SINGLE POINT OF CONTACT FOR ALL GRANT RELATED FUNCTIONS AT DALLAS COLLEGE.
ALUMNI RELATIONS ADVANCEMENT STRATEGY, STRATEGY AND IMPLEMENTATION.
AND CIVIC PARTNERSHIP DESIGN AND DELIVERY.
CAREER CONNECTED LEARNING IS COMPRISED OF SENIOR DIRECTORS OF WORKFORCE LIAISONS, WORK READY YOU WORKFORCE TRAINING AND DEVELOPMENT THROUGH PATHWAYS AND EXPERIENTIAL LEARNING.
THE CCL TEAM SERVES NONTRADITIONAL LEARNERS SEEKING CREDENTIALS, CERTIFICATIONS, BASIC SKILLS AND OR JOB READINESS TRAINING.
UPON COMPLETION, STUDENTS MAY TRANSITION INTO THE WORKFORCE AND OR A TRADITIONAL COLLEGE EXPERIENCE TOGETHER AS A DEPARTMENT, SKILL WORKS TO STRENGTHEN THE CAREER CONNECTED LEARNER NETWORK AND IMPLEMENT THE STUDENT CENTRIC ONE COLLEGE ORGANIZATION.
ECONOMIC OPPORTUNITY IS COMPRISED OF THREE TEAMS LABOR MARKET INTELLIGENCE CENTER,
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RELATIONSHIP MANAGEMENT AND EMPLOYER RESOURCE CENTER.ANALYZE MARKET TRENDS AND DEMANDS AND CONNECT THEM TO DALLAS COLLEGE OFFERINGS TO ENSURE OUR LEARNERS ARE ACQUIRING THE NECESSARY SKILLS FOR CURRENT AND FUTURE JOB MARKETPLACE WITH THE HELP OF OTHER DEPARTMENTS, THEY HELP MAKE EMPLOYMENT CONNECTIONS THROUGHOUT THE STUDENT'S JOURNEY.
INNOVATION AND BUSINESS STRATEGY IS COMPRISED OF THREE TEAMS ASCEND INSTITUTE, SMALL BUSINESS INNOVATION AND SOLUTIONS DEVELOPMENT.
THE PROGRAMS PROVIDE TRAINING AND RESOURCES TO COMPANIES BIG OR SMALL.
THE ASPEN INSTITUTE PROVIDES CUSTOMIZED TRAINING TO ASSIST WITH TALENT ACQUISITION AND DEVELOPMENT. SMALL BUSINESS INNOVATION PROGRAM LINKS LEARNING TO ACTION.
BUSINESS OWNERS GAIN PRACTICAL SKILLS SUCH AS NEGOTIATION, MARKETING AND EMPLOYEE MANAGEMENT THAT CAN BE IMPLEMENTED RIGHT AWAY.
IN ADDITION, BUSINESS OWNERS RECEIVE TOOLS AND PROFESSIONAL SUPPORT TO DEVELOP GROWTH PLANS THAT TAKE THEIR COMPANY TO THE NEXT LEVEL.
SOLUTIONS DEVELOPMENT BUILDS PRODUCTIVE RELATIONSHIPS AND WORKS IN PARTNERSHIP WITH BUSINESS, INDUSTRY AND GOVERNMENTAL ENTITIES TO ENSURE A QUALITY WORKFORCE.
CURRENTLY, THE DIVISION OF WORKFORCE AND ADVANCEMENT IS COMPRISED OF THE VICE CHANCELLOR OF WORKFORCE AND ADVANCEMENT AND A TEAM OF FOUR ASSOCIATE VICE CHANCELLORS WHO OVERSEE EACH DEPARTMENT.
EACH DEPARTMENT INCLUDES DIRECTORS AND OTHER KEY POSITIONS TO SUPPORT THE SUCCESS OF OUR PROGRAMS AND INITIATIVES.
YOU CAN SEE OUR ORGANIZATION BY VISITING THE WORKFORCE AND ADVANCEMENT SHAREPOINT SITE.
THE DALLAS COLLEGE WORKFORCE AND ADVANCEMENT TEAM IS HOUSED AT SEVERAL DALLAS COLLEGE LOCATIONS. OUR SERVICES AND WORKFORCE AND ADVANCEMENT ARE DIRECTED TOWARD OUR COMMUNITY AT LARGE. THEY INCLUDE PROVIDING DATA AND RESOURCES TO LOCAL BUSINESSES, WORKFORCE TRAINING AND ACCESS TO TALENT.
YOU CAN FIND MORE DETAILS ABOUT WORKFORCE AND ADVANCEMENT ON SHAREPOINT OR ON THE DALLAS COLLEGE WEBSITE.
SANDRA FLOYD, PROVOST AND CHIEF ACADEMIC OFFICER OF DALLAS COLLEGE.
IN THIS BRIEF PRESENTATION, I'M GOING TO PROVIDE AN OVERVIEW OF THE ACADEMIC ENTERPRISE AT DALLAS COLLEGE.
AS PROVOST, I OVERSEE SEVEN SCHOOLS THAT ALIGN WITH THE LOCAL REGION'S WORKFORCE AND INDUSTRY NEEDS, AS WELL AS THREE SUPPORT AREAS ACADEMIC SERVICES, EDUCATIONAL PARTNERSHIPS AND E-LEARNING.
SCHOOLS ARE ORGANIZED AROUND CURRICULUM AND PROGRAMS. THEIR NAMES REPRESENT THE CAREER SECTORS AND EMPLOYMENT PATHWAYS WE'RE FOCUSED ON AT DALLAS COLLEGE SUPPORT AREAS AND ACADEMIC SUPPORT, NOT ONLY ACADEMICS, BUT OUR EXTERNAL PARTNER AND OTHER OPERATIONAL AREAS OF DALLAS COLLEGE TO LEARN MORE ABOUT THE PEOPLE AND SUPPORT AVAILABLE IN ACADEMICS.
HERE ARE MY TOP THREE GO TO SITES.
THESE ARE SITES I VISIT DAILY AND ARE AVAILABLE TO ALL DALLAS COLLEGE EMPLOYEES.
THE ACADEMIC QUICK REFERENCE GUIDE FACULTY ONE STOP AND INFORMATION CENTRAL.
VICE PROVOST DEANS AND CHAIRS ARE CRITICAL STRATEGIC LEADERS IN EACH OF THE SCHOOLS, VICE PROVOST ARE THE CEO OF THEIR SCHOOL.
THEY SERVE AS ADVOCATES FOR STUDENTS, FACULTY, COMMUNITY MEMBERS, LOCAL BUSINESS AND INDUSTRY. DEANS REPORT DIRECTLY TO THEIR SCHOOL'S VICE PROVOST AND OVERSEE DISCIPLINES AND CURRICULUM AREAS WITHIN SCHOOLS.
DEANS FORGE EXTERNAL RELATIONSHIPS WITH BUSINESSES AND INDUSTRY, AS WELL AS COMMUNITY BASED ORGANIZATIONS AND GROUPS.
DEPARTMENT CHAIRS REPORT TO A DEAN.
AND THIS IS THE ONLY POSITION IN THE REDESIGNED DALLAS COLLEGE THAT DIRECTLY SUPERVISES FACULTY MEMBERS CHAIRS, OVERSEE THE DELIVERY OF HIGH QUALITY INSTRUCTION, SUPPORT FACULTY DEVELOPMENT AND TAKE ON THE PRIMARY FUNCTIONS OF PROGRAM COORDINATION WITHIN THEIR GIVEN DEPARTMENT. ACADEMIC SUPPORT AREAS SERVE THE SCHOOLS, BUT ALSO PARTNER WITH OTHER OPERATIONAL AREAS ON THE STRATEGIC PRIORITIES OF DALLAS COLLEGE.
ACADEMIC SERVICES IS A HUB OF SUPPORT AND INNOVATION FOR ACADEMICS ACROSS A RANGE OF DIFFERENT AREAS AND EVOLVING TEAMS. THE ACADEMIC INCUBATOR IS WHERE WE DEVELOP NEW AND INNOVATIVE CURRICULUM APPROACHES AND
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IDEAS DESIGNED TO MEET LOCAL AND REGIONAL EMPLOYMENT NEEDS.THE CURRICULUM AND PORTFOLIO MANAGEMENT TEAM PLAYS A CRITICAL ROLE SUPPORTING SCHOOLS AND FACULTY WHEN IT COMES TO THE REVIEW AND UPDATE OF OUR PORTFOLIO OF PROGRAM OFFERINGS.
LEARNING COMMONS, HOME TO TUTORING, INSTRUCTIONAL COMPUTING AND LIBRARIES, CONTINUES TO INNOVATE IN WAYS TO SUPPORT STUDENTS AND LOCATIONS REMOTELY.
IN COLLABORATION WITH TECHNOLOGY, THE LIBRARIES ALSO COORDINATE THE COLLEGE'S DEVICE HOTSPOT AND TABLET LOANER PROGRAM, ENSURING THAT STUDENTS TECHNOLOGY NEEDS ARE MET.
FINALLY, THE CENTER FOR EXCELLENCE IN TEACHING AND LEARNING HAS QUICKLY BECOME THE GO TO PLACE FOR FACULTY SUPPORT.
I'VE PERSONALLY BOOKMARKED THE SUBTLE WEB PAGE, AND I ENCOURAGE FACULTY AND LEADERS AND ACADEMICS TO DO THE SAME.
THE OFFICE OF E-LEARNING IS DEDICATED TO PARTNERSHIP ACROSS DALLAS COLLEGE, CONCENTRATING ON ONLINE STUDENT SUCCESS, QUALITY, ONLINE TEACHING AND A RANGE OF CREATIVE PRODUCTION SERVICES. E-LEARNING IS ALSO SET TO EXPAND OUR PROGRAM OFFERING WITH CAREER FOCUSED ONLINE PROGRAMS AT DALLAS COLLEGE.
EDUCATIONAL PARTNERSHIPS WORKS WITH MORE THAN 250 HIGH SCHOOLS TO OFFER DUAL CREDIT TEXTS AND EARLY COLLEGE HIGH SCHOOLS IN TWENTY FIFTEEN.
DUAL ENROLLMENT STUDENTS MADE UP 20 PERCENT OF OUR STUDENT BODY, SO ABOUT ONE IN FIVE STUDENTS. WE'RE NOW AT ONE IN THREE STUDENTS AT DALLAS COLLEGE, BEING DUAL ENROLLMENT STUDENTS, DUAL ENROLLMENT STUDENTS FLOURISH AND COLLEGE CLASSES.
SEVENTY FIVE PERCENT OF STUDENTS WHO COMPLETE A DUAL ENROLLMENT COURSE EARN A PASSING GRADE. THE SUCCESS OF THESE STUDENTS IS A TESTAMENT TO THE COLLABORATION BETWEEN SCHOOLS, ACADEMIC LEADERS, FACULTY, ISDS AND CAMPUSES AT THE HEART OF ACADEMICS AND WHAT WE DO.
OUR FACULTY DALLAS COLLEGE IS ONE OF THE LARGEST COMMUNITY COLLEGES IN THE U.S., AND WE EMPLOY APPROXIMATELY 900 FULL TIME FACULTY AND TWO THOUSAND ADJUNCT FACULTY.
WE OFFER MORE THAN THREE HUNDRED AND SIXTY PROGRAMS ACROSS DALLAS COLLEGE, AND EVERY STUDENT IS GUARANTEED A QUALIFIED INSTRUCTOR AS TEACHING PROFESSIONALS.
THEY ARE DEDICATED TO HELPING STUDENTS SUCCEED IN THE CLASSROOM, ON THE CAMPUS OR ONLINE ACROSS THE ACADEMIC ENTERPRISE.
FACULTY AND STAFF ARE FOCUSED ON HELPING OUR STUDENTS SUCCEED, HAVE A DEEP LOVE OF LEARNING AND MOST IMPORTANTLY, ARE COMMITTED TO HELPING THE RESIDENTS OF DALLAS COUNTY ACHIEVE THEIR LEARNING AND CAREER GOALS.
BEATRICE JOSEPH, VICE CHANCELLOR OF STUDENT SUCCESS AT DALLAS COLLEGE.
IN THIS BRIEF PRESENTATION, I'M GOING TO PROVIDE AN OVERVIEW OF THE STUDENT SUCCESS AREAS. AS VICE CHANCELLOR, I OVERSEE SIX AREAS ENROLLMENT MANAGEMENT, STUDENT SUCCESS, WELLNESS AND SUPPORT ATHLETICS, THE RESEARCH INSTITUTE AND STRATEGIC ANALYTICS.
BEFORE I TALK MORE ABOUT THE AREAS AND STUDENT SUCCESS, I WANT TO SHARE THE TOP THREE SITES FOR FINDING INFORMATION RELATED TO STUDENT SUCCESS.
IF YOU'RE LOOKING FOR CONTACT INFORMATION FOR SOMEONE IN STUDENT SUCCESS, THE STUDENT SUCCESS QUICK REFERENCE GUIDE IS WHERE TO START.
THIS SITE PROVIDES A RANGE OF INFORMATION, INCLUDING CONTACTS FOR OUR LEADERSHIP PATHWAY SPECIALISTS AND STUDENT LIFE REPRESENTATIVES.
A SITE I FREQUENTLY VISIT IS DATA DEPOT.
INFORMATION RANGING FROM ENROLLMENT TRENDS TO LABOR MARKET INTELLIGENCE REPORTS IS LOCATED HERE.
FINALLY, THERE IS INFORMATION CENTRAL HERE.
YOU CAN FIND INFORMATION ON FACULTY AND STAFF RELATED SERVICES.
IT ALSO PROVIDES INFORMATION ON STUDENT RELATED SERVICES THAT FACULTY CAN USE WHEN LOOKING FOR WAYS TO HELP STUDENTS.
THIS INCLUDES INFORMATION ON STUDENT SUPPORT ON THE STUDENT CARE NETWORK AT DALLAS COLLEGE. THE STUDENT EXPERIENCE IS MANAGED THROUGH THE AREAS OF ENROLLMENT MANAGEMENT, STUDENT SUCCESS AND STUDENT WELLNESS AND SUPPORT.
ENROLLMENT MANAGEMENT IS WHERE THE STUDENT EXPERIENCE BEGINS.
THIS AREA ENSURES STUDENTS FEEL WELCOME THROUGHOUT THE ENROLLMENT PROCESS.
THIS INCLUDES CONSISTENTLY ENGAGING, TRACKING AND COMMUNICATING WITH STUDENTS ACROSS OUR COMMUNITY FROM EIGHTH GRADE TO ENROLLMENT.
THE FOCUS IS ON STUDENT SUCCESS THROUGH COLLEGE AND BEYOND.
THIS AREA CONTRIBUTES TO THE STUDENT EXPERIENCE BY PROVIDING COACHING AND ADVISING
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TAILORED TO EACH STUDENT SPECIFIC NEEDS.IT INCLUDES ADVISING PATHWAY OVERSIGHT ON CAREER SKILLS DEVELOPMENT.
THEN WE HAVE STUDENT WELLNESS AND SUPPORT.
THIS AREA HELPS ENSURE STUDENTS BASIC NEEDS OUTSIDE THE CLASSROOM ARE MET BY PROVIDING ACCESS TO AN INFORMATION ON HEALTH AND WELLBEING SERVICES.
THIS AREA ALSO IS HOME TO STUDENT LIFE, WHICH MAKES COLLEGE MORE THAN JUST A SERIES OF CLASSES AND HELPS BUILD THE STUDENT COMMUNITY CLUBS AND ORGANIZATIONS.
STUDENT GOVERNMENT AND EVENTS FALL UNDER STUDENT LIFE.
THE INFORMATION, ADVICE AND GUIDANCE WE PROVIDE STUDENTS IS AT THE HEART OF THE WORK WE DO ACROSS THE STUDENT FACING AREAS OF STUDENT SUCCESS WITH PROGRAM PATHWAYS.
WE HELP STUDENTS DECLARE A CAREER AND CREDENTIAL GOAL AT THE BEGINNING OF THEIR STUDIES.
THIS FIRST STEP IS KEY IN HELPING STUDENTS SELECT CLASSES THAT WILL ENABLE THEM TO REACH THEIR GOALS. ONCE STUDENTS ARE READY TO ENROLL, THEY ARE ASSIGNED A SUCCESS COACH.
THESE COACHES TAKE THE PLACE OF TRADITIONAL ADVISORS, AND THEIR ASSISTANCE GOES BEYOND ADVISING. THEY HELP STUDENTS DECIDE ON THE BEST PROGRAM BASED ON THE STUDENT'S GOALS.
THESE COACHES REMAIN WITH THE STUDENTS THROUGHOUT THEIR ACADEMIC CAREER.
THIS LEVEL OF GUIDANCE LEADS TO INCREASED RETENTION, INCREASED COMPLETION, LESS TIME TO COMPLETION AND ACCESS TO CAREER OPPORTUNITIES.
DALLAS COLLEGE HAS APPROXIMATELY TWO HUNDRED AND FIFTY SUCCESS COACHES WHO SUPPORT STUDENTS IN SELECTING AND COMPLETING THEIR CAREER PATHWAY, THUS RESULTING IN A JOB AND A TRANSFER TO A FOUR YEAR UNIVERSITY.
SUCCESS COACHES ALSO PLAY A KEY ROLE IN SUPPORTING STUDENTS NEEDS BEYOND THE CLASSROOM.
SOME STUDENTS STRUGGLE TO PAY THEIR BILLS, WHILE OTHERS NEED HELP COPING WITH LIFE AND SCHOOL SUCCESS.
COACHES CONNECT STUDENTS WITH NEEDED RESOURCES RANGING FROM MENTAL HEALTH TO HOUSING INFORMATION. ALL THIS IS TO ENSURE STUDENTS DO NOT HAVE TO RUN AROUND FINDING RESOURCES.
THEIR SUCCESS COACH IS THEIR PERSON WHO WILL WALK ALONGSIDE THEM.
ALL EMPLOYEES CAN HELP CONNECT STUDENTS WITH SUCCESS COACHES BY DIRECTING THEM TO THE NAVIGATE APP ON OUR WEBSITE.
FACULTY CAN FIND MORE DETAILS ON NAVIGATE AND ON CONNECTING STUDENTS TO SUCCESS COACHES ON FACULTY. ONE STOP.
NOW I WOULD LIKE TO SAY A LITTLE MORE ABOUT OTHER AREAS OF STUDENT SUCCESS.
STRATEGIC ANALYTICS PROVIDES DATA AND INSIGHTS ON OUR CURRENT STUDENTS AND THEIR EXPERIENCE STUDYING AT DALLAS COLLEGE.
DATA ON ENROLLMENT, PERSISTENCE AND COMPLETION TELL US A GREAT DEAL ABOUT THE STUDENT JOURNEY AND INFORM OUR FUTURE PLANNING.
THE RESEARCH INSTITUTE IS MORE OUTWARD FACING.
THIS TEAM INVESTIGATES HOW SOCIAL ISSUES AFFECT THE EDUCATIONAL JOURNEY.
THEIR WORK HELPS US TO UNDERSTAND THE SOCIAL CHALLENGES FACED BY OUR COMMUNITY AND ALLOWS US TO RESPOND WITH PROGRAMS AND SERVICES THAT MEET STUDENT AND COMMUNITY NEEDS.
OVERVIEW OF STUDENT SUCCESS WILL NOT BE COMPLETE WITHOUT MENTIONING ATHLETICS, OUR ATHLETIC PROGRAMS TRAIN NATIONAL CHAMPIONS AND SUPPORT THE SPORTING INTERESTS OF OUR STUDENTS AND COMMUNITY ATHLETES FROM AROUND THE WORLD ENROLLED IN DALLAS COLLEGE TO NOT ONLY BE A PART OF OUR CHAMPIONSHIP WINNING TEAMS, BUT TO ALSO ENROLL IN A COLLEGE THAT HELPS THEM REACH THEIR ACADEMIC GOALS.
STUDENTS ARE THE FOCUS OF EVERYTHING WE DO IN STUDENT SUCCESS, AND OUR GOAL IS TO HELP THEM SUCCEED BY PROVIDING A RANGE OF TAILORED SERVICES AND RESOURCES.
WE DO THIS IN PARTNERSHIP WITH ACADEMICS, WORKFORCE AND OTHER OPERATIONAL AREAS.
DALLAS COLLEGE IS MORE THAN JUST A COMMUNITY COLLEGE AND WE ALL HAVE A ROLE TO PLAY IN STUDENT SUCCESS.
TOGETHER, WE HELP OUR STUDENTS AND COMMUNITY ACHIEVE THE PROMISE OF A BETTER LIFE THROUGH EDUCATION.
WHAT A WONDERFUL PRESENTATION, DALLAS COLLEGE, ONE ON ONE HEARING ABOUT ALL THE DIFFERENT AREAS THROUGHOUT OUR COLLEGE THAT ARE SUPPORTING STUDENT SUCCESS, THANK YOU FOR EVERYONE WHO GOES ABOVE AND BEYOND IN THESE DIFFERENT AREAS AND THANK YOU TO OUR LEADERS FOR REALLY GIVING US AN OVERVIEW OF THE NEW STRUCTURE AND GIVING US SOME DALLAS COLLEGE 101.
SO NOW WE'RE UP NEXT, WE'RE GOING TO BE GOING INTO LIVE WEBINARS.
THOSE WILL BEGIN AT 11:15 A.M.
SO THAT'S 30 MINUTES FROM NOW.
THE LIVE WEBINARS WILL BEGIN, AND THERE ARE LOTS OF DIFFERENT TOPICAL AREAS.
YOU CAN EXPLORE CHANGE MANAGEMENT, COMMUNICATION, COLLABORATION, DATA ANALYTICS,
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LEADERSHIP FUNDAMENTALS, PROBLEM SOLVING AND CRITICAL THINKING, PROCESS IMPROVEMENT, SERVICE, CULTURE, STRATEGIC PLANNING AND THEN WELLNESS AND LIFE BALANCE.SO HOW DO YOU DO THAT? WELL? WE'RE GOING TO BE LEAVING THIS MAIN STAGE AREA WHERE WE HAVE BEEN THIS MORNING AND WE'RE GOING TO BE GOING OVER TO DIFFERENT BREAKOUTS.
SO IF YOU WANT TO SEE THE FULL AGENDA AND ALL THOSE DIFFERENT LINKS TO JOIN OTHER LIVE SESSIONS, YOU NEED TO GO TO THE PROFESSIONAL DEVELOPMENT DAY AGENDA.
SO THAT WEBSITE IS DCC DE DOT SHAREPOINT BACKSLASH SITES BACKSLASH P D D SORRY BACKSLASH P D DAYS FOR PROFESSIONAL DEVELOPMENT DAYS.
JUST REMEMBER YOU NEED TO COMPLETE THE ATTENDANCE FORM AFTER THE LIVE WEBINAR SO THAT YOU RECEIVE CREDIT FOR ATTENDING THAT SESSION.
BUT MAYBE YOU DON'T WANT TO DO SOMETHING LIVE, MAYBE YOU WANT TO DO IT AT YOUR OWN PACE.
WE ALSO HAVE ON-DEMAND PLAYLISTS THAT ARE AVAILABLE.
THERE IS FACULTY DEVELOPMENT HAPPENING AND THEN LOTS OF DIFFERENT COMPLIANCE COURSES.
SO AGAIN, WE ARE GOING TO GO OVER TO DIFFERENT BREAKOUT SESSIONS, LIVE WEBINARS THAT ARE HAPPENING. YOU CAN ACCESS THOSE FROM THE AGENDA.
NOW I ALSO WANT TO SHARE WE HAD A QUESTION EARLIER ABOUT ACCESSING DR.
THOSE POWERPOINT SLIDES HAVE NOW BEEN ADDED.
THE SLIDES HAVE BEEN ADDED TO THE PROFESSIONAL DEVELOPMENT DAYS AGENDA, SO YOU CAN ACCESS THOSE SLIDES EASILY.
LAWN AND YOU'LL SEE A PICTURE OF DR.
BRITT ANDREATTA, AND THERE IS A LINK TO DOWNLOAD PRESENTATION THAT IS HOW YOU DOWNLOAD THE POWERPOINT SLIDES.
TALENT DEVELOPMENT IS ALSO GOING TO LOOK INTO DR.
BRITT AS CONTRACT TO SEE IF IT'S A CUP.
IT'S POSSIBLE TO GET A COPY OF THE RECORDING THIS MORNING SESSION WAS RECORDED.
WE'LL FIND OUT IF WE ARE ABLE TO SHARE THAT LATER.
LIVE WEBINARS BEGINNING IN ABOUT 30 MINUTES AT 11 15 EIGHT AM AND YOU CAN GO TO THE SHAREPOINT SITE DCC THAT SHAREPOINT BACKSLASH SITE BACKSLASH %D DAYS TO KEEP LEARNING AND KEEP GROWING AND KEEP COMMUNICATING TOGETHER.
NOW THERE WAS A AN ATTENDANCE FORM FOR THIS MORNING SESSION.
YOU CAN FIND THAT AS WELL ON THE PROFESSIONAL DEVELOPMENT DAYS WEBSITE.
SOMEONE IS ASKING THE CHAT, WHERE ARE THE PAGE DESCRIPTIONS OF THE LIVE WEBINARS? I'M GOING TO JOIN YOU IN CHAT TO GET YOU THAT ANSWER.
OH, IT LOOKS LIKE CASEY IS ALREADY RESPONDING.
SO ENOUGH OF ME TALKING MERIAL SIGNING OFF FROM MARKETING.
WE'RE GOING TO PUT ON SOME MUSIC, AND IF YOU HAVE ANY QUESTIONS, PLEASE SHARE THEM IN THE CHAT UNTIL WE LEAVE AND WE'LL BE CLOSING THIS AROUND TEN FIFTY FIVE ISH TO HEAD OVER TO THOSE LIVE SESSIONS, STARTING AT 11 15.
THANK YOU, EVERYONE.
* This transcript was compiled from uncorrected Closed Captioning.