Mount Mercy University Assistant Vice President for Enrollment & Marketing
Indiana State University B.S., Political Science
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How did you get to where you are today? What is your story? What incidents and experiences shaped your career path?

Summarized By: Jeff Musk on Thu Nov 12 2020
I am a networking miracle. I did not go to college with the idea of being in the profession that I'm in. I was gonna be a teacher and a coach, and I had a campus employment job that turned into from a student worker that turned into being employed and changing my major at the last minute being employed in my first job. That has led me throughout a career that have now worked at six different institutions. I've only truly applied for one job in my entire career and through professional development, professional interaction, networking with people in a variety of different ways. Eyes exposed me and open open doors and opportunities to me at other places that you end up finding out. And so it's led me to do a lot of speaking in particular about networking. I think the power of networking is highly underrated. I think is something that needs to be taught Maurin schools and high schools and in colleges, because you can gain all the knowledge in the world on B uh, certainly successful in your field. But, uh, in the competitive environment we live in today, having doors open to you is critical. I tell people all the time I get lots of resumes that come across my desk for a variety of different positions, and people will try to use fancy fonts or spray perfume on a resume or anything to get attention. But what gets my attention, really is somebody contacting me and saying, Hey, you need to talk to Todd or he's somebody that would be worthwhile you to talk to and I tell people all the time I can't get anyone a job, But I can open a door for them and getting access to hiring managers. Eyes really, really a big part of the whole networking process. So that is in a condensed version, is my is my story. Uh, every story, every step I've taken in my career has been due to somebody knowing somebody else, and that's why they decided to give me a chance to interview my resume in many respects, doesn't look any better than anyone else's, isn't any more impressive than somebody else's. But when you have an opportunity that then get yourself in front of people, they can see your personality, your energy, they can hearme or about all the things that you have accomplished that you just can't put in a one or two page resume. So those are incidents I have through networking have identified some unbelievable mentors who have helped me understand the importance of staff evaluations have made me understand the importance of networking have made me understand the importance of communication on DSO. As you go through this process of building a network, it's also really important, uh, to use it to help identify mentors who can help you throughout life is well.

What responsibilities and decisions does one handle in a job like yours? What are the top three priorities? What are weekly work hours like?

Summarized By: Jeff Musk on Thu Nov 12 2020
you know, my responsibilities entail variety of different things. They recreate. They require me to have some marketing skills, communication skills, the ability to manage staffs and manage budgets. Um, one of the things that I tell my young staff all the time is that one you never know when opportunities they're gonna arise. You never know when somebody's gonna leave, and there's immediate opportunity for you to advance or growing an organization. So you always have to be prepared. Many times. People they're starting in their careers, they're getting good experience. But most of the time is I see people that one of advance, they don't have any budget or managerial experience. And so whatever field you're in, if you can volunteer and seek out opportunities to manage a student worker or manage some aspect of the organization, and also even if it's just managing a small budget, uh, we live in a world today where most people don't reconcile their checkbooks anymore. Uh, they're not. They're just spending what's in in their bank accounts and using their debit cards. But when you get in and and move up in a managerial position, managing a budget and being able to prepare a budget for the following year, show about return on investment but then also managing. So in my case, I have territory sales managers. And so what I have done is taken a large budget that everybody spin out of and divided it up. So where each sales manager has their own territory budget so they'll be able to go to an interview and say, Yes, I've managed $2000 or yes, I've managed $6000 and I had to make decisions on where did the drive or fly and where to stay and how to use that That budget as I go through that So my top priorities are are making sure that I manage people as individuals. Um, it's very easy to have across the board rules and manage everybody by one set of rules. That's the easiest way to manage. But that's not the world we live in. We live in a world where people are Children or people are taking care of older parents or people, maybe have multiple jobs, and we have to be a manager's understanding that that we have to treat people as individuals and manage them as individuals. which requires more time. So that's one of my top priorities is to make sure that I'm providing the mentorship and the feedback and the resource is for to help my staff grow. I think one of the things that's really important for young people to understand is I'm lucky if I keep half of my staff, the other staff. I don't have opportunities for everybody to advance in the an organization. And so what I really try to do is to provide leadership and mentorship to my staff to prepare them for their next job. And that may be with me, and it may be somewhere else. But I take Justus much pride in somebody advancing their career, even if it means having to leave my organization. So, uh, staff development is a big part of my job managing. Looking to the future. I think that many times Aziz we we come into an organization. We get caught up with the things that were asked to do, and sometimes we forget. Bosses forget sometimes all the things that are on an employee's, uh, set of priorities and things to do. At the same time, I think employees don't really take a look at what all my boss has on their plate, and I think we have to be understanding of that. Azzawi go through the process to make sure that we're being cognizant what all they have on their plate, what can what can you do to take care of some things so it doesn't rise to their level? But I also know that ultimately we're working to better the organization and provide opportunities for people. Um, my weekly work hours are not untypical. I don't think that there's very many positions that air just 40 hours a week anymore. Uh, I think there are. There are certainly times when you're lucky to get off with just 40 but many times it's 50 or 60 hours. Um, you know, I certainly believe that it's important for us. Toe have work. Life balance is in today's world. So you certainly need to make time for yourself and your family, and you can't be all about work at the same time. I think that sometimes we're naive to believe that you're only gonna work 40 hours a week. Um and so I think you need to go into this knowing that um, you do. We live in a world now where Mawr and Mawr and in the Cove In world we live in more and more people are working from home, and so they may be doing their work at a variety of different times during the day, and it may not be the typical 8 to 5 job anymore. But then I also think we need to understand that as we work more and more from home, where me is a manager and not ableto walk around and hear and see what people are doing, it's even more critical for you to follow whatever data management kinds of stuff that people have because we're living in a world now where the on leeway is is a manager that I know. Whether people are getting truly getting their work done is to see what they're in putting into the systems that we have. So putting notes in the system order a chronological order of of what they're achieving, what they're accomplishing, what they're checking off of their list. What are they still working on? It's gonna be more critical for us to do that follow up, which is not fun. It's not something that people always want to do. But if you want to show people the return on the investment for the work you're doing, you're gonna have to be more adept at tracking all that information.

What are major challenges and pain points in a job like yours? What approaches are effective in overcoming them? Discussing examples will help students learn better.

Summarized By: Jeff Musk on Thu Nov 12 2020
so I don't I don't look at things is being pain points or I don't look at that. Things is being challenges. I think everything that comes our way in life is a learning experience. I think we learned from making mistakes that you don't make the same mistake twice. We learn from uncomfortable situations. We learned by putting ourself in positions to gain knowledge about something that we don't know about. So I don't look this thing at things as failures or disappointments. I looked at them is learning opportunities, and so you go through through a work life and I think the challenges you have are certainly managing people who have many other things going on in their life. And, um, it's easy to say, Don't bring your work, your life, your personal life, toe work. And don't take your work, work life home. But very few people are able to truly divide those things, and so if people have things going on in their personal life, they're gonna be bringing an end work and kind of creating an environment. So where people know and where you have the intangibles and people know that you care about them um, you know, ultimately, when it really comes down to it, if you look at incentives and what people appreciate, people appreciate first and foremost to be compensated for their work. Now the reality of it is nobody believes that they're being paid what they're truly worth. But after you get past that, then as a manager, then I think you looking for what other things can I provide that people might value So a little more laxed work environment where people can come and go to pick up their kids from school, run an errand during the day? Um uh, making sure that you're walking around talking to people and understanding what you can about their lives, what they're willing to share with you but just want them to know that there's a compassionate work environment on that might make the difference sometimes between the trade offs. Usually the more money you make, the more demands there are on your time and on your and on your outcomes and eso. Sometimes those trade offs are not always always worth it. But I think some challenges that I deal with are all related in my opinion, to communication. I think if we communicate and talk to each other. I think invariably what happens in work environments is people here one little bit of piece of information, but they don't have all the information. And so then they react or overreact to something that they're making assumptions about rather than knowing the truth thing. As I tell my staff, if I have personnel related things to deal with, what's when somebody then you will never know as untiring staff? What happened? You're not going to hear a door slam, you're not gonna hear me yell at anybody. Uh, it's gonna be a very personal situation between the employee and I. And so if that's what you're looking for, is to see retribution or see people called on the carpet. I don't believe that's the right environment to create. Uh, but at the same time, I think before jumping to conclusions about what you think if you're being if you believe you're being, um uh, disrespected in some way before you jump to those conclusions is make sure you communicate. I always tell people don't bring something to me until you've talked to the person first that you have the issue with tryto work it out amongst yourself. That's the best scenario and figure out if you've been communicating correctly. And if you can't then bring it to me and I certainly will sit and listen. Everybody, Aziz, you go through the process. So, um, I think I just came to my position at Mount Mercy. So some of the questions that are being posed to me right here are very appropriate because I've just seriously had them with my staff within the last week. I think the most important thing in today's world that people can be students as you're moving into new jobs is you have to be adaptable. You have to be flexible on you have to be tolerant and understanding. Um, we're living in an environment where people are moving around all the time, and it's not just very seldom do you run into somebody like your grand parents or maybe your parents who possibly have worked at a job the same job for 40 years. Most people that life expectancy of a job is about anywhere between 5 to 7 years. You will probably have 5 to 67 different jobs in your lifetime, and you're gonna have a lot of different managers and leaders. People are moving on. Every time you have a new manager leader, they bring a different leadership style. They they prioritize things differently. And, uh, you may not fit neatly into that organization the same way you did before. And so you're gonna have to be able to adapt to those different leadership styles on those different priority settings. You're gonna have toe, maybe think about doing things in a different way. And so, being adaptable and flexible and nimble, I think you're really gonna be important as you as you go through your work life and again identifying mentors.

What are the job titles of people who someone in your role routinely works with, within and outside of the organization? What approaches are effective in working with them?

Summarized By: Jeff Musk on Thu Nov 12 2020
I have job titles. I'm very I think it's very important to create organizational structures. And so, you know, many times you may go into organizations that are very flat. You know, people might have different titles, but they all report toe one person, usually the boss and and they all report, uh, even though they have different things going on. I have always created tears Where there's an entry level, there might be an assistant director. There might be an associate director. There might be a director, a senior director and assistant vice president, vice president. You'll see a lot of different titles out there, but I believe that every title should that you move up, you carry with it more responsibility. Entry levels. Many times you may not have any management or budget experience. Your job may just be to perform that task with the organization is asking you todo and then as you move up a little bit more, you may have programmatic responsibilities which give you budget. Then you may eventually to start managing people and as you go up the organization, so I have a lot of different titles because I've created that type of organizational structure because I want people to see that they have an opportunity to move up in the organization if they want Thio but that also there's a hierarchy where I'm asking Andi. There also is a hierarchy based upon pay. And I don't believe, um that, you know, I should be asking people to do things that I can't compensate them for Now you may volunteer, and I think that's one of the things that you understand throughout life is there's gonna be, ah, lots of opportunities for you to grow into advance. Some of those will come to you and be assigned to you some of those you may volunteer for, and you're gonna volunteer for them because they're gonna put you in a better place. I volunteered for things when I was younger because I knew it would position me in the future or something. But I wasn't getting compensated for it. I wasn't, uh there was something new that I took on. So you can't complain about not being paid for something that you volunteered to do so But you you understand that in the end it's gonna going to assist you. I think one of the other things that I believe are most important for us as individuals is self awareness. I think we have to be ableto look internally. We can't pound on our chest and say I'm good at everything. I'm the best person that everything. We have to understand where our weaknesses are. We have to understand things that we need to improve, and we have to understand where our strengths are. Uh, invariably, what I have seen in my business and in other settings is that somebody is really, really good and sales. And so we think, well, the Onley way that we can give them more compensation is to change their title and now give them people to manage instead of just paying them because they are a good salesperson on. Then what we do is we put people into positions to manage people that haven't been trained, haven't been mentored and maybe just aren't good at managing people, and then when it fails, then we look at each other and say, Geez, what happened here? Well, we put somebody in a position to manage people because we wanted to give them more money because they were good at sales And so, um, I've seen people professionally crash and burn their professional careers for that scenario right there. If you're not ready and prepared and willing to put in the time to be a good manager, don't take a position solely because you're going to get more money and then manage people and do a terrible job at it and end up getting fired. Um, so it just takes self awareness. I think we just have to be able to sit back and look at ourselves and understand. I have after all my years of experience, I still have things that I'm good at and things that I'm not. And as I build my teams, I try to bring people onto my team that we're gonna compliment, compliment me and my weaknesses, and then I can bring something to the table because ultimately it's a team kind of a setting. Um, there's lots of people who are gonna think that they're perfect. You're gonna have managers or think that they're perfect and they're not. Nobody is perfect at anything in this world, and we all have to rely on each other and look to build upon our strengths.

How would you describe your management style? How has it evolved over the years? Can you tell about experiences or books that influenced your management style?

Summarized By: Jeff Musk on Thu Nov 12 2020
management style is very inclusive, very team oriented. Um, on DVI very focused on helping people improve and helping gain people, people, knowledge. And so, uh, I have a very extensive evaluation process that goes beyond you. All may be going into positions Where again, the easiest way to evaluate somebody is we're creating this number of widgets. If you met that number of widgets, then you were successful. And if you didn't, then you weren't whether it could be sales of a product or anything. I but much believe Maurin. A 360 degree evaluation. There's so many things happening in our world today that may affect the ability toe ultimately close on a sale or something. And so I'm or looking at our people following the processes in place, Are they developing relationships? I'm I'm asking people in my evaluations about things, about diversity and how they have they contributed to increasing the diversity in our office responsibility, respecting each other. Uh, I ask people what they've collaborated on and what brought them the most satisfaction s so I could get some insight. I asked my staff to give me references that customers that they worked with during the course of the year because I think that's important. It's not just my view of how that works done. It's the view of how the customers who believed that they have done, and so it's, ah, compilation of a lot of things. And so but I think as I go through, I always try to be open, inclusive. I think the most important things that people can have in any kind of relationship is trust. I want people, my my staff. Ultimately, I want them to say he's fair. I don't always agree with him, but he's fair, and I trust that the decisions he's making are in the best interest of me and the team, and that's ultimately it. You've got to trust the environment that you're in. You got to trust the person that you worked for, and I'm not saying you always will. There will be times again, where people don't take the management side of things serious enough, and you may lose trust in those those individuals which then may lead you to want to leave the organization or lead you to try to have conversations to improve it. And so, um, I'm a big believer of reading a variety of different books, but I'm a very American, athletic oriented person. There's, Ah, coach who's passed away now named John Wooden, and he has a number of books about the personal self and coaching or managing people throughout life. So anything related, Thio John Wooden I would encourage you to consider and read Peter Drucker. Uh, there's, ah, new book that's out now about the generation that we live in, you know, anything you could do to understand different segments of our population? Uh, the young people that were speaking to today as you come into our environments, um, you know, how do we need to look and manage people differently? I also think it's important for you all. One of the biggest challenges for companies today is is when they bring in a 23 or 24 year old person who takes on some managerial duties that might be managing people twice their age. You know, we have the largest time span right now, people working than ever before. People are coming into our work environments maybe as young as 15 or 16 years old, and we still now have more people that air 70 year olds, 70 years old, that air still in work environments because of a variety of different things. And so, you know, you're talking there of, you know, 50 or 60 year time span, and there's a lot of different ways that people think about things. There's ways different ways that people wanna be managed, wanna be communicated with. And, uh, so as you as you think about entering into the workforce, think about all those nuances that are now part of our work world.

How do you manage conflicts within and across teams? How do you promote trust, openness and a healthy work culture? Sharing stories will greatly help.

Summarized By: Jeff Musk on Thu Nov 12 2020
again managing conflict is, I think a big part is you become a manager on. I think the two things that are most important as I go back to is the communication. Uh, most of the time, when I have conflicts and I get people in a room and we start really talking about the issue, I find out that neither one of them truly have all the information. They have speculated. They've made assumptions that aren't true and that once we talked things out many times and truly talk about what a factual information is, we come to some resolutions. Also, I think we need to understand that many times people just want to be heard. Um, they don't always expect a resolution or something to be figured out. They just want to be heard. And if they're heard, then sometimes that manages and then also I think it's important in managing conflicts is to deal with things immediately. I think what happens in our world and our personal lives is well is you know, it's it's great to deal with positive things and celebratory things, but people push off the negative things, the things they don't want to deal with. And so when there are conflicts, when there are things that need to be decided that they're gonna be uncomfortable than we put them off And I think the longer you put them off, then you alienate the person and the situation more. And I think nipping things in the bud and getting him taking care of immediately is really, really important because the longer things fester, the more animosity has created the more bad will that's created on. So I would just encourage you when you hear about things, you see things now, one. Be a good listener. Be a spare US possible offer insight where you can but address it as quickly as you can because not addressing it will ultimately think you build trust and open this and a healthy work environment. Uh, through experiences and consistency. I think consistency is so important, um, indirectly. But even sometimes directly, people will test you. They will want to see if you're truly being consistent. I tell all my staff all the time. The big thing for me is being fair. Um, because they're individuals, every situation is different. I will not always make decisions that maybe will be consistent, but they need to know that going on consistent from person to person, they need to know that going in and I'm gonna I'm gonna treat you like an individual. Then I can't just have blanket rules and regulations for everybody, but at the same time, I'm gonna consistently be fair. I'm gonna consistently address things appropriately, and I'm gonna consistently tell people you're not gonna always agree with the decision that I made, But I will listen to you. And so I just think being consistent in your approach overall is important and that people build trust. Um, going back to my evaluation, I mentioned that one of the things on the evaluation is I ask people to evaluate their supervisor, So I'm asking them to evaluate up, and I asked them to evaluate me every place I've done my this type of evaluation, half of my staff will will give me positive feedback. Um, the half of them won't and the ones that won't it's because they don't have that level of trust, they believe Well, if I'm honest with my manager, they'll hold it against me and not give me a raise or not. do something, and I understand that I don't make people fill it out on me. I want him to fill it out when they have developed a level of trust and eventually we get there. Eventually, we get to the point. Uh, but some people's level of trust is based upon bad past experiences they've had because of other situations they've been in. And you build trust gradually over time, and everybody's level of trust happened at different points in in that relationship. And so I just, uh would encourage you again toe understand it. It takes time building relationships and building trust. Take time. They don't just happen overnight. Um, one thing I would encourage you all to think about, um as you move up and your careers. I learned this from one of my mentors years ago, but as I accept a position before I even set foot in the new position or even started my job, I send out a letter to everybody on the staff asking them to do several things. One, tell me them about themselves, tell me about their families, things that they're thinking they're important for me to know. Then share with me things that they're passionate about, what other hobbies, things like that. So I get. And then I asked them to do a Siris of four questions. What are the strengths of the organization? What are the weaknesses? The organizations? What are the opportunities that they think we have to improve? And then in the first six months, what should I do do in the first six months? What I find from that invariably is that most of the time there are some common themes that everybody has agreed on independently. I love my workmates. I love the environment. We have things like that. And then there will always be some things I'm looking for. There's always gonna be somebody who has an ax to grind. Uh, that will be an outlier, something that you need to know, but it's not something that immediately address. But then there'll be a few things like like an example. I've come into several organizations where some of the support staff some of the hourly people, did not feel a part of the team. They were excluded from staff meetings. They were excluded from conversations. Yet some of the decisions were affecting them, so it gave me some advanced notice to know that I needed to come in and include those folks in the transition stuff and make sure that they felt like and knew that they were a big part of our success. Um, and so in all my cases, I in the beginning would have all staff meetings instead of departmental staff meetings. So then people are hearing from me about the tone that I want to set, and then I'm hearing them from them about where some of the the things are that we need to address. And so I encourage you to take some similar kind of action as you're moving into different organizations because I think it helps you prepare rather than getting here and going through a Siris of meetings. It helps you to prepare in advance and get to know people a little bit. I think they appreciate it, and I think it also starts helping to build that level of trust.

How can one get better recognition of work from one's boss and higher management? What mistakes should one avoid? Stories or examples will be quite helpful.

Summarized By: Jeff Musk on Thu Nov 12 2020
I think you know, it's a fine line between between bragging and between making people aware of what you're doing. I think you could do do things, uh, to make sure your boss and then and then hopefully your boss is sharing that with higher management about what you're doing just by by sharing information, being seen at things. I mean, I think again it kind of goes back to some of the sacrifices that you need to make. Personally, I think it's very easy to say, Well, I'm not doing that. I put in my 40 hours or I'm not gonna do that But showing up at at an event and being seen you don't have to stay forever. But being seen in events, uh, having conversations, asking people, uh, have opportunities. I mean, I think you can ask your boss or your boss's boss to say I wanna learn Maura about the profession of what we're doing. I think like, for instance, if somebody was to go to my boss over me, all I would ask is that I know that they're doing doing that. So say, Hey, do you mind if I approach so and so toe learn about how they got into this line of work or what avenues they took from an educational standpoint. Um, I I ultimately believe if you do good work and I'm not saying that I'm not naive. I know there are situations where there are bosses who will take credit for things that they didn't have anything to do. But I think ultimately you have tow deep down, believe that people are good and that you will be recognized for your work and that the team will be recognized for their work. Um, eso Hopefully you're gonna have bosses who wanna hold you up and make sure that your acknowledged for the work you do, because it's a reflection on them. I think the reality is, is that most people understand anymore and know that no one individual is the reason for success. It's a combination of success on DSO. If somebody is out there trying to take credit for things that they didn't do, eventually that's going to crack. That's gonna catch up with them. And so you just you have to believe in yourself and believe in that you're gonna be be recognized and that your work's gonna be done and then hopefully you will have a boss who also wants to put you one of the the greatest accomplishments for me is that out of my my three longest tenured jobs, I've had the person that I identified to mentor and prepare to take my job when I left received that job, and that was the goal. That was The idea is to have a transition and somebody in place when I left, and that's happened at the three places where I have been at 10 years or Mawr, that person that I have had had worked with and we partner together and we complemented each other, took my job when I left. And that's to me as a manager. That's the greatest accolade you could receive. Um, you know, mistakes that I think you're gonna you should avoid are just, um you know, again not being honest with people about things you're gonna have toe to sometimes talk with people about uncomfortable things and or avoiding. A lot of people will avoid those uncomfortable things, and I think many times again, just addressing him and heading them head on. Any time that I have not addressed something immediately or I tried to avoid it. It's come back toe, bite me in the long run, so I just think that at the time you may have toe, take a deep breath, are swallow a little harder or put yourself in an uncomfortable situation. But in the long run, it helps you helps the organization rather than waiting to put it off.people are apprehensive about going into environments that they don't they don't know. We're not comfortable taking networking, buddy. With you go to a community thing or an organizational event. And if you're afraid of walking in alone, walk in with somebody else. Uh, then you can part and go your separate ways. But dont not go to those things that could benefit you. And then we're all we all are going to get in situations. Sometimes when you get cornered by somebody who wants to tell you a story about their dog or about something else that's happening and I think you need to be respectful and polite but to say Listen, I came here tonight to network to meet people. It's been a pleasure to meet you, but I'm gonna move on, uh, throughout the night because if you get caught with that one person the entire time, you're gonna leave frustrated because you didn't get around and meet people. I think you have to take initiative. Um, my 27 year old son, now who I didn't think ever really listened to me hey, lives in Washington, D. C now and he's taken it upon himself to just randomly go on Thio linked in and find people there that he wants to learn more about their particular profession or whatever and just reaching out and saying, Can we zoom call before Cove it could we meet somewhere where I could get to know you better. And so I think that takes that kind of initiative. I encourage you when you go to networking events or places where you're meeting people, toe. Have your card with you, uh, to exchange cards. When you have opportunities, write little notes on the back of those cards that will give you insight. So you could remember who you were interacting with, something that they told you, because it'll be impressive when you reach out to them and say, It was nice to meet you. Enjoy your trip this weekend or I hope you have fun at your child's graduation. Those kind of things show them that you were more than just a handshake and a name that you were intently listening to them about something that they had going on. Uh, on then So and I said, in my car, after events, many times I'll be writing back on the back of cards so I can remember things about people that I met throughout the night. So, uh, again, I can't say enough about networking and reaching out, even as young people and I don't know the complete ages of people that will have access to this but even high school. Um, you know, we're coming up on the holiday times now Thanksgiving and and all the various holidays that students may. You know, we sometimes forget that we all have relatives that maybe have really cool jobs or we have relatives that are doing really neat things. But we never really think about. Could that be a possible internship for May or gosh, I wanna learn more about what they do because they have a cool job. We just think more of them is Aunt Susie and Uncle Joe instead of what they do and how they might be able to help us. And I think we also have to look past networking as somehow being selfish. Um, I've had a lot of people who have helped me in life, and I have, in turn given back by trying to help people A Z myself. And so I think if you always look at, You know, if this person could help me open the door, but I can help somebody eventually open a door themselves. Then you're giving back, and it's not a selfish act on your part. It's just just the way the world works today is where a global society in a global world, and you need people interacting, connecting with you. So, um, I get a lot of people inviting me to be their linked in friend because I have lots of have connections on length in, so I just encourage you to take advantage of that.

What marketing software and channels do you use to find and engage prospective students? Which are less effective? Which one do you recommend to students to learn?

Summarized By: Jeff Musk on Thu Nov 12 2020
you know, they're the one thing about the business that I'm in and higher education. Is that there? If you go to my professional conference every year when we were having them, there are 8 to 900 companies. Uh, trying Thio assist us in our work, but also reaching out to students. And so, um, students could go into a variety of different things. I think it's important for students to know university and college is we buy your name from things like a C, T or S A T. So when you take the test, there's some organizations that will do surveys. And then there's just lots of websites that you go to. And when you just like life, I goto websites, and once I visit the website, they suddenly have my information. And I see things pop up on the Web and things like that, the same thing. You could go to a variety of things. Some of you may work or go to the cops, high schools that have nah Beyonce as the product that you might use for advising within your school. There are websites like Capex or niche, or a variety of different websites. that you can go to to investigate and learn about universities all over this world where they can look, get your information and capture information and then share it with universities and colleges. Uh, every university and college has a recruit me or request more information button on their Web page where you can submit your information. Um, so there's just a plethora of opportunities for you to have your name out there. Um, you you will get a lot of information from a lot of institutions. And there's not just four year institutions. There are two year institutions. There are trade institutions again. When I go back to myself awareness comments, even his students, I think it's important I went to college originally for a major in agriculture because I thought that's what my parents wanted. Me todo I think the ultimate thing is we need toe understand and know that our parents will love us no matter what, and that you have to do something as a career that you're gonna be passionate about. And let's don't fall into the trap of doing something for other people. Don't pick a school because that's where your friends are going don't pick a major because you think that's what your family wants you to do. I think you go through the process again of understanding and seeing. If you think somebody has a cool job, figure out what they do every day. Job shadow. Most people I know would allow you to come in and spend a few few hours watching what they do, whether that's an insurance agent or a physician or a library in, ask people if you can come in and just see what their typical day is. What are they doing, then ask them where they went to school, what kind of education they had. Um, not everyone listening to this today will want or need a four year degree. Some of you may go to trade school or technical schools or to your colleges, but you've got to figure out what's what's the best fit for you. What you kind of want out of life and, you know, life changes. There's lots of people who go back and get more education later. There's other people who front loaded and get all their education in the beginning masters and get their their their M D degrees so just you really have to do some give some thought and what it is you wanted to do and what do you wanna be and how you want to accomplish it? But there's a lot of things you could just go on the Web or go on to particular colleges, and that's ways that we will get your information to be ableto then communicate to you and talk to you about what's important. Uh, I also think that I've had a lot of experience of people who have have the pressure of the interest of thing. Well, I want to go to school to be a doctor, and then they get to college and they actually figure out that one. It's a lot of work to They may not have the aptitude for it that they thought they did. So don't be afraid to change. Change your major to change your course. I think that's what college and being young is all about is you're still finding yourself and I know at my even my daughter's age who's 23 she has her degree. You think that Gosh, I gotta figure all this out right now. You've got time. Um, To figure things out and again, going back to the professional stuff you need, You need to learn some basic, uh, information is gonna help you throughout life. Most likely you're gonna have a variety of different jobs in your career. And whatever the profession you chose may not be the one you end up being the most passionate about and or having the longest tenure in.

What skills and qualities do you look for while hiring? What kind of questions do you typically ask from candidates?

Summarized By: Jeff Musk on Thu Nov 12 2020
I'm looking primarily in candidates and hiring. I need E need people who have communication skills who have good work ethics and have the ability to build relationships and working teams because I think the reality of it is very few of us work alone. We rely on other people to some aspect of our jobs. Most of our jobs are in some ways dealing with somebody either other colleagues dealing with clients. Uh, we've gotta have some basic communication skills, writing skills, uh, interpreting things, listening skills. And then I go back to some of the other things the adaptability and the being nimble. Um, I think many people are hired into one position, and then over time, they either develop skills or becomes necessary for them. Thio be involved in other aspects of the job, and that's where that's where you grow. So you just you're not just gonna be pigeonholed into one aspect of what maybe you went to school for So, um, those those are the main things. I mean, I think, uh, that I'm looking for, uh, what? I'm trying to hire somebody. The reality of it is most companies will teach you things that they need you to know specifically about their company. But you've gotta have these other skills first, because they're not gonna be as a depth or in a position from a resource standpoint to teach you those kinds of things and those qualities. And so, um, you know, you can't teach somebody a good work, that work ethic. They either have one are they don't, or you, you can develop one. But that's not something that I can hire you and make you have. I can't change your personalities or what they are. In most cases, I can't make you more personable. You have tow. Want to make yourself more personable? I can't make you more open. I can't make you more community community. You have to want to do that. Um, and so invariably what I try to do is make sure that we aired a diverse staff. We have a lot of diverse kinds of backgrounds, personalities, gender, ethnicity, the whole bit on that. Then then we learned to value those individual things about the people, what they bring to the table. And so again, it kind of goes back to the self awareness is well, don't apply for jobs that that you don't necessarily. You believe you have the strength for unless you're willing to put in the time that try to develop those strengths. The questions I typically ask candidates, uh, I'm mawr of a trying to figure out what kind of person they are. So I'm asking them situations where they again collaborated, Worked in a team. What are they passionate about? What makes him get up in the morning? What kind of boss? What kinds of things? I asked my staff all the time. I do a survey. What types of things outside of compensation. Andi, I mentioned this earlier. Uh, so is it public recognition? Is it personal notes? Is it days off? You know, some people value more personal time, is it? There works flexibility in their work schedule, But but one of the things that I could do as a manager that outside of strict compensation, that would make them feel appreciated. And so it's good to kind of know some of those kinds of things sometimes, uh, most of the time, um, you know, many jobs don't wished what the salary is, um, or if they do, they put broad ranges on it. And so I think you need to ask those questions as you're coming in

Can you discuss career accomplishment(s) that you feel good about? Please discuss the problem context, your solution, and the impact you made.

Summarized By: Jeff Musk on Thu Nov 12 2020
you know, I think the career, the accomplishments that I'm most proud of again, I think it's important to always say that they were accomplishes a team again. I haven't done anything with by myself. I put together good teams of people that help, complement and had uninterested in helping us accomplish and goals. So I'm very entrepreneurial focus. And so we've We've done things as teams that have been things that are new to a particular institution or organization, things they haven't done before. And instead of just saying we can't do this, we figured out ways to make something that's adaptable. Uh, I think the other thing is, I'm not saying there are no original ideas in this world, But most ideas come from experiences and things that other people have seen. And then what you do is you take with something else somebody else has done or some other organizations done, and then you have to scale it and adapted to your organization. Um, I've taken ideas from a lot of small private institutions and adapted them and made them work at schools of 30 or 40,000 where people thought that wasn't possible. I've also taken things that take place at larger universities. Organizations who say, Well, they were able to do that only because they had more money or more people. And then you adapt it and convince it and make it work at your place. But you do that collectively through a variety of different people and through these shared experiences, and so I certainly have gained from working at six different places. But I also have gained not from working in six different places but being involved professionally and through my network and talking to colleagues about what they do different places. And I didn't necessarily have toe work there. And so I think, you know, you know, share your ideas with others. Don't be so parochial to think that your ideas again, it kind of goes back to the question earlier about being recognized. Somewhere along the line, somebody is gonna see what you're doing, and they're gonna emulate your idea. So you might as well share your idea in the beginning and let people know where it came from. So then when it is duplicated, they can. They can give credit back, and you could be acknowledged for your work rather than letting somebody steal it and do it anyway. S o, I think being willing to share things and not believe, uh, hold things so tightly that you think that it's never gonna be found out about if you're successful, you're gonna be found out as an organization and as a person, uh, eso take credit for those kinds of things. Uh um um, you know, and, uh, you know, again going back to career accomplishments Specifically, um, there's been specific reasons that I have moved, uh, into every position I have. And so, in one sense, I take pride that I have been able to move to six different organizations I believe make them better. Uh, I believe learn something at every stop, but also provide knowledge and insight. That's helped every place. Um, I did I think, that I was gonna move to 66 different jobs. My first job, I thought was gonna be my job for my entire life and on Lee, through networking and other opportunities that I see the ability Thio move on My most recent position I had I went there thinking it was gonna be my job for the end of my end of my career and I ran into Kobe on. I think that's the other thing you need to know is you just never know what life where life is gonna lead you. And in my case, I move someplace restructured my life and with in a year, uh, the organization had to lay off 25 or 30 people. And the fairest way for them to do that and I don't hold any animosity was the last people in, you know, people that have been here the least amount of time. We're the ones that were let go first, and so I hadn't been. There were only nine months, and so I was easy. I didn't have the historical background in the relationships on DSO. Then I ended up in my current position. But that was primarily Deco, but nothing to do with me. Nothing to do with anything other than, ah world situation that we're in. So I think you just not need to always be prepared. You just never know what could happen. And that's why you need the other thing. I'm a big believer in going back to the networking is I believe it's important to fill your water tank before you were thirsty. Um, you don't want to try to develop a network in a crisis. Uh, have your network ready to G O that when something like something happens to you, you're laid off, you're fired. Ah, life situation changes that your network is there already. They know who you are. You send out some information about, you know, you're looking for the But if you're trying to then meet people in a crisis, then one that's not a great time to meet people in a great way to meet people. But if they don't know you already, they're not gonna be able to immediately help you. So fill your water tank before you're thirsty.

What three life lessons have you learned over your career? If any, please also discuss your experiences facing adversity, or trying something unusual.

Summarized By: Jeff Musk on Thu Nov 12 2020
I think the three lessons I've learned in some respects is what I've just said is toe be adaptable. I've worked for a lot of different people. I've worked for some unbelievable people who I would do anything for them. And I learned a great deal. I've worked for some people that be quite honest, that I worked for them. And I said to myself, Don't ever be like that person Don't ever treat people like that because, you know, um, no matter how religious you are, I've always believed, in fact, that you treat people how you want to be treated yourself. And when you run into people that treat people poorly Just say to yourself, I'm not gonna do that other people. So I think you learn lessons throughout life from the people you come in contact with, both good and bad. Um, again, learn to be adaptable on and just appreciate. I think the other thing, the lesson I learned is just appreciate every person you work with, everybody I've worked with, I've learned something from, and whether they work for me or whether I worked for them, I think that everybody has the ability to contribute um, you know, there's there's the South, the books out there that talk about getting people in the right seats on the bus. And I think that's really important, um, between ourselves being self aware. But managers making sure that we truly understand the people that work for us and understanding where their talents are and then putting them in situations where we they could be successful don't put people in situations where they're gonna fail way, want people. We wanna put people in situations where we're challenging them. But don't put something in somebody in a situation where you know they're gonna fail because it does. It doesn't benefit anybody. We want people to succeed. Um, take time to celebrate. Your success is personally and as a team ought to often we get caught up in, you know, one things accomplished. And then it's time to move on to the next thing and sell them that we set back and and take time to to to celebrate. So make sure you congratulate people. Make sure that you celebrate successes individually and and as a team because they're important and we don't take enough time to do that in general.

What starting job (after internship) would you recommend to students who hope to grow professionally like you? What other parting advice, dos, and don'ts would you give?

Summarized By: Jeff Musk on Thu Nov 12 2020
starting your job again. I think Just be a sponge on. But also as your as your moving to considering jobs. Do do some background work on your own, check on the website and see what the mission of the organization is. See if they have values that match yours. Uh, most of the time. And I know this is the way of the world. It's all about how much money am I gonna make most of the time, young people don't even pay attention to what the benefits are. Uh, they think retirements 40 years down the line, they don't paper and pay attention to retirement benefits. Um, you don't pay attention to the health care benefits a. TSA. Some point in time in your life, you will care about those things when you have a family or when you get a little bit more established on. I'm just asking you to pay attention and care about those things a little bit earlier. But I also think it's important. Is it a family owned organization? Eyes it. Uh, how do they make decisions? Who are the leadership of the organization? Um, it tells you a lot about it. You know you get into organizations and you think that's not gonna matter, but it does. I've worked for institutions with very clear missions and very clear values, and it's much easier to do your work and to understand if you're ever questioning about where should I prioritize or how do I figure out what I wanna do If they have a mission and values, it's very easy for you to do that. If they don't, then you will constantly be questioning yourself about where, which, which is gonna benefit the organization, which is gonna benefit me the most. So delve into that a little bit more where you can find out the financial stability of the company or organization you're looking at. Um, you know, Are they in good positions? Are people been getting raises? That's a question I would suggest that, you ask is over the last several years, have people been getting raises? And what's that? Average compensation? Uh, many times people will get into organizations and then suddenly find out that nobody has gotten a raise for three or four years. Ask about the opportunities to advance at the same time, be very clear that you're not impatient. Your patient. You're willing to wait for those opportunities, But are there opportunities to advance? Um, uh, get in and glean as much information. Talk to your colleagues. Talk to your bosses. Find out the career past that they have been on and ask questions. But, um, I just encourage you to kind of be a sponge. Gain as much information as you can on make the best decisions you can, But then also know that life is like this. Um, you're gonna have adversity. You're gonna have tough times. And I think the testament to an individual is is how they react in the tough times. Not in the good times. It's easy to float in on Cloud nine when things were going well. But how People react when something goes wrong. And I think it's accepting responsibility. If it was your responsibility and your fault accepting responsibility, making sure that you for yourself, But for others and your bosses, I'm sure that that's not gonna happen again. Uh, but having responsibility and then respecting each other for their differences, not everybody's gonna agree with you. Not everybody's gonna have the same thought process. You are, uh it doesn't mean you have to be best friends with the people you work with, that you got to respect people that you work with for their beliefs, their own values on do what you can to affect your outcomes and not worry about other people. I think so many times we worry about other people and we worry about them, and there will be times when somebody gets recognition for something that they don't deserve. And again, you just have to look past that and move on and continue to know that what you're doing is is doing it the right way. I run into that now, still currently and have in my career. After 35 years, where sometimes other people get credit for something that my team has done. That's just part of it. That's you can't dwell on those kind of things. You just have toe, understand it and know it be prepared for it. So