Talking Stick - March/April 2013 - 25

unbearable? It is important to fully understand
the motivation behind starting a search so that
you can determine exactly what kind of position
and institution will be the best fit.
What am I really good at? Managing
and leading people? Assessment? Strategic
planning? Make a list of your talents, and keep
them handy for when you review position
descriptions and the list of responsibilities.
Don’t be tempted by the location or salary. If
you aren’t excited about the job duties and
know that those are not areas of strength,
it probably isn’t a good fit. Conversely, ask
yourself what you continually receive critical
feedback on. If budget management is
something you loathe, applying to be the chief
financial officer for a housing department
is probably not the best use of your talents.
Take an inventory of your strengths, and seek
positions that offer you the opportunity to
showcase your talents in ways that contribute to
departmental success.

versus being sought out. Your search may
be a combination of applying for jobs and
responding to nomination emails from search
firms who encourage you to apply for certain
jobs. “I found that as I went up the line more
positions were sent or shared with me, as in
people were ‘nominating’ me for something,”
says Torry Brouillard-Bruce, executive director
for housing, residential and Greek life at the
University of the Pacific in Stockton, California.
“The entry- and mid-level ranks were filled
with seeking-out positions to apply for. As I
looked for senior-level positions, it felt more
like positions were looking for me to apply for
them.”
Second, many searches to fill senior-level
positions receive the assistance of job search
firms. This means that the candidate selection
process may be vetted by an outside firm. For
the candidate, this can mean more contact with
the search firm associate rather than the actual
hiring manager at the institution, depending on
the preference of the department. Search firms
carefully vet each candidate through formal and
informal reference checks, an electronic search
of the candidate, and a review of the applicant’s
professional history. “The decision by an
institution or department to seek the assistance
of a search firm is generally driven by three key
issues – the institution has a failed search, the
position requires a very technical skill set or
specific qualifications, or there is a history to
the position such that direct outreach to recruit
applicants is beneficial,” says Ellen Heffernan,
a partner at Spelman & Johnson Group in
Easthampton, Massachusetts.

What are your three non-negotiables? Are
you geographically flexible? If not, that needs
to be one of your non-negotiables. If you are,
then determine what that really means –
maybe it means “geographically flexible but
prefer the East Coast”? Other examples of
non-negotiables could be that the institution
is located in an area that has excellent schools
for your children. Or maybe you have to live
in a place where you can see mountains in the
distance. Perhaps it is that the institution has to
have a terminal degree program that interests
you. It could also be more focused on duties,
e.g., management over a large budget and staff
of more than 20 people. Whatever the nonnegotiables may be, write them down. Apply for
any job that fits the three criteria.

ConsiDer tHese tips
For tHe searCH

Additionally, one key factor in job searching
is being able to answer the question, “How
does this role position me nicely for the next
job opportunity?” Looking two levels above
where you currently are can help provide a
broader context and understanding of the skills
needed for advancement.

Does
tHis
skill set
sounD
like
yours?
Examples of important
skills that are needed at
the senior level include
the following:
· Strong supervisory

skills
· Skills in making

management
decisions
· Experience in budget

management
· Ability to work with a

Know your “expiration date.” Job searching at
this level can take a long time. Everyone has an
expiration date, a point in their job where they
recognize that they aren’t adding as much value
as they used to in the role. Plan your career in a
way that you are leaving your department on a
high note and are ready for the next level.

unDerstanD tHe lay
oF tHe lanD
Be aware that there are a couple of differences
in the senior-level search, the first of which
is the shade of difference between applying

diverse group
· Political savvy
· Strong

communication skills
· Ability to inspire

others to act
· Being a role model in

words and action
· Building of allies
· Strong public

speaking skills
· Ability to advocate

for self, department,
and division

Keep your supervisor updated. Be open with
them and ask them how informed they want
to be in this process. Do they want to know
about every job you apply for? Or only if you
get to the on-campus stage? Make sure you
understand the expectations before you start
March + april 2013

25



Talking Stick - March/April 2013

Table of Contents for the Digital Edition of Talking Stick - March/April 2013

Talking Stick - March/April 2013
Table of Contents
New Member Highlight
Vision
Just In
Your ACUHO-I
Transitions
Res Life
Facilities
Regroup
Calendar
A Fair Division of Space
Why They Stay
Conversations
First Takes
Reporting Out
New Members
Snapshot
Talking Stick - March/April 2013 - Intro
Talking Stick - March/April 2013 - Talking Stick - March/April 2013
Talking Stick - March/April 2013 - Cover2
Talking Stick - March/April 2013 - 1
Talking Stick - March/April 2013 - 2
Talking Stick - March/April 2013 - Table of Contents
Talking Stick - March/April 2013 - New Member Highlight
Talking Stick - March/April 2013 - 5
Talking Stick - March/April 2013 - Vision
Talking Stick - March/April 2013 - 7
Talking Stick - March/April 2013 - Just In
Talking Stick - March/April 2013 - 9
Talking Stick - March/April 2013 - 10
Talking Stick - March/April 2013 - 11
Talking Stick - March/April 2013 - 12
Talking Stick - March/April 2013 - Your ACUHO-I
Talking Stick - March/April 2013 - 14
Talking Stick - March/April 2013 - Transitions
Talking Stick - March/April 2013 - 16
Talking Stick - March/April 2013 - 17
Talking Stick - March/April 2013 - Res Life
Talking Stick - March/April 2013 - 19
Talking Stick - March/April 2013 - 20
Talking Stick - March/April 2013 - Facilities
Talking Stick - March/April 2013 - 22
Talking Stick - March/April 2013 - 23
Talking Stick - March/April 2013 - Regroup
Talking Stick - March/April 2013 - 25
Talking Stick - March/April 2013 - 26
Talking Stick - March/April 2013 - Calendar
Talking Stick - March/April 2013 - A Fair Division of Space
Talking Stick - March/April 2013 - 29
Talking Stick - March/April 2013 - 30
Talking Stick - March/April 2013 - 31
Talking Stick - March/April 2013 - 32
Talking Stick - March/April 2013 - 33
Talking Stick - March/April 2013 - 34
Talking Stick - March/April 2013 - 35
Talking Stick - March/April 2013 - Why They Stay
Talking Stick - March/April 2013 - 37
Talking Stick - March/April 2013 - 38
Talking Stick - March/April 2013 - 39
Talking Stick - March/April 2013 - 40
Talking Stick - March/April 2013 - 41
Talking Stick - March/April 2013 - 42
Talking Stick - March/April 2013 - 43
Talking Stick - March/April 2013 - Conversations
Talking Stick - March/April 2013 - 45
Talking Stick - March/April 2013 - 46
Talking Stick - March/April 2013 - First Takes
Talking Stick - March/April 2013 - Reporting Out
Talking Stick - March/April 2013 - 49
Talking Stick - March/April 2013 - 50
Talking Stick - March/April 2013 - 51
Talking Stick - March/April 2013 - 52
Talking Stick - March/April 2013 - 53
Talking Stick - March/April 2013 - New Members
Talking Stick - March/April 2013 - 55
Talking Stick - March/April 2013 - Snapshot
Talking Stick - March/April 2013 - Cover3
Talking Stick - March/April 2013 - Cover4
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