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| Here is a list of people who are willing to volunteer their time, effort, advice, listening skills, guidance and coaching to participants of the NECC Leadership Academy. To read more about each mentor, click on their name: Mary
Chatigny Mary Chatigny My generic statement of duties: Assist in various areas of Human Resources and labor relations. Oversee maintenance of HR/CMS and Banner HR/Payroll systems. Implement the various Collective Bargaining Agreements, process personnel actions and orientation of College employees. Serve as a National Coalition Building Institute (NCBI), Appreciative Inquiry (AI), and StrengthsQuest (SQ) facilitator. My thoughts on leadership are that I am leading in some way every day. I believe that all of us are leaders no matter what our official role might be. Each of us should be provided with growth opportunities to challenge ourselves to become the best possible us we can be and I look to present those opportunities to people that work with me in HR as well as across the college community. My leadership can be defined by my favorite word, love, and the belief that if we love one another then we will create a world where all of us will have the opportunity to shine. I think of myself as a transformational leader, one who recognizes that we are constantly changing and morphing into something better and one who believes we get the best from each other when we put our roles aside and give opportunities to others to shine and break through. For me it’s all about building bridges and developing relationships so that the whole becomes something larger than the sum of its parts. I firmly believe that we are all connected and that so many exciting things can happen when we work together rather than in isolation. I believe we need to recognize and thank those around us for their contributions to our lives and our work. And finally, I believe that work should be fun and it is my job to make sure that my staff is enjoying their work, are feeling challenged and are growing personally and professionally. Bill Heineman As Dean, it is my job to provide leadership and management for the approximately 55 full-time faculty, several hundred adjunct instructors, and more than 10 staff members in the Foundational Studies and Liberal Arts division. My responsibilities include development and implementation of the division’s goals and budget, hiring and evaluation of faculty and staff, oversight of curriculum development, and representing the division to the college and wider community. Leadership is not something the “boss” does, at least not alone. Leadership is actually a relationship: any (and all) members of the organization can and should be leaders at various times and in particular situations and thus we will also all be followers at times. Although we have a hierarchy of titles and positions at the college, sometimes a staff member will lead and his or her supervisor will follow. Recognizing the potential and creativity that each member of the organization has to contribute and lead is the foundation for this view. It has two advantages. First, individual employees are most likely to enjoy and reach satisfaction in their jobs and thus bring their best effort to the college if their talents are nurtured and allowed to grow. Second, the college’s goals are most likely to be met if the collective talents of all its employees are brought to bear on the challenges it faces. Thus, one of the most important tasks for all the college’s leaders (i.e. all its employees) is to grow leadership in their supervisors, peers and supervisees. Sometimes, this takes the form of formal training, such as in the Leadership Academy. Often, it is more ad hoc, asking people for their ideas, supporting them when they are advanced and extending thanks for a job well done. Judith Kamber My responsibilities include providing professional development opportunities and training for all members of the campus community. In addition, I coordinate the National Coalition Building Diversity training on campus. I am more and more convinced that leaders emerge in the organization and in the world as circumstances create environments where it is possible or necessary for leaders to show up. I think leadership styles, skills, strengths and aptitude manifest themselves very differently in different people. I think leadership is a creative, exciting, challenging and courageous act. I think leadership is essentially about being human and wanting to be in relationship with others for the purpose of creating institutions that are engaged in meaningful, effective and caring work. Finally, I have been witness to people stepping forward from all areas of the college to offer their vision, time and energy in affirming what is best about the institution. I am personally very excited to be part of this Leadership Academy that provides opportunities for leaders to deepen their practice. Chuck
Phair In my position, I work closely with Susan Grolnic, Dean of ABCT, with particular focus on Business and Technology. In my work area, there are 26 full-time faculty and many adjunct faculty members. My background and education were focused in business. I have an MBA from Rivier College. After many years of being in the private sector, I entered higher education. As the former President of a small insurance business, I had the opportunity to work with many people, some with high levels of education and other with just high school diplomas. Education is important to be successful in most careers; however, my best manager had only a high school education. Understanding leadership is something that takes time and experience. For many years, I taught management courses which focused on leadership. One assignment that I would present to my classes was identifying traits in their managers. (The good, the bad and the ugly.) As part of this assignment, I would make two columns, one listing things they didn’t like about their bosses and one with things they liked about their bosses. Typically, the class would have a very long list of negative things about individuals that they worked for in the past such as…has favorites, talks about employees, does not communicate. At the end of the session, I would bring to the attention of the class the list of negatives…That was the first step in identifying what a leader ISN’T. We need to understand first what leadership is not and then begin to work on how to become a leader. There is a great author at Harvard University, Rosabeth Moss Kanter, who writes about leadership. She states, and I truly believe this, that leadership is all around us. Leadership are those individuals that go unrecognized, they are those who make great suggestions, those that focus on helping students, those that clean our offices, and there are those that are in the position of “Power” such as a manager, supervisor, department chair, dean, etc. Leadership is understanding people and knowing how to communicate both positive and negative information. It is learning about the strategic plan and how it connects to the mission of the college. A leader is someone that expects that all employees will be treated fairly. As a leader, you do not need to have all the answers, but you do need to listen and ask questions. Jorge
Santiago Dr. Jorge Santiago, Ph.D. is widely respected for his academic and community involvement with issues related to workforce development, community colleges, welfare reform, and applied community sociology. He is currently Professor and Director for the Institute for Community and Workforce Development at Northern Essex Community College. He has headed several research projects relevant to key urban issues that include areas such as surveys of local entrepreneurs of color (Latinos), the impact of welfare reform, the provision and delivery of human services and its relationship to educational issues. Dr. Santiago has also examined the experiences of immigrant populations within the community college sector. He has extensive management experience with a range of community organizations; conducted evaluations and assessments for community health centers, foundations, and a number of community based organizations. Previously Dr. Santiago served as Deputy Director of Research and Evaluation for the Secretary of Health and Human Services under the administration of Massachusetts Governor Michael Dukakis. Nora Sheridan I provide leadership and guidance to the Enrollment Services team in Haverhill and Lawrence, which includes the functions of Admissions/Recruitment, Career Planning, Financial Aid, Processing and Student Records/Registration. My leadership style is “Participative,” where staff members have a voice in the decision making. In addition, I believe that the best team is one where each individual member examines their strengths and develops their talents. My aim is to create a team environment in which all staff are appreciated and valued. |
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