General Interview Questions Flashcards
Tell me about yourself?
- Been in higher ed for over 25 years
- Mt. Sierra (instructor
- ITT (Instructor, Business Chair, Admission Rep, Registrar)
- AMDA (Education Services Supervisor/Registrar)
- DeVry (Registrar)
- CSULB (Associate Registrar)
- CGCC (Student Services Director - Recruitment, A&R, IE)
How do you describe your management style?
Coaching -devcop
Servant leadership is a leadership philosophy that emphasizes the leader’s primary role as a servant to their team, focusing on their needs, development, and success.
-delegation - Employees are given the opportunity to use their strengths and grow their skills, and are credited with their successes.
-effective communicators, sharing, engaging, and listening to the team.
-visualize the goals — for example, 4DX
-collaboration, support, and guidance
-opportunities for individual growth and creative thinking.
-personal and professional development of employees is encouraged.
StrengthsQuest
RDDCA
1. Responsibility* – psychological ownership
2. Discipline – routine and structure
3. Deliberative – in making decisions/ anticipate obstacles
4. Communication* - like to explain, to describe
5. Analytical – reasons and causes
Focus
Includer
Consistency
Responsibility- psychological ownership
Discipline – routine and structure
Greatest Strengths
Leadership skills: ITT, DeVry, AMDA, CSULB, CGCC
Collaboration:
Chatbot
Course Applicability
Graduation Process
Refund exception
International Education
Communication
Weaknesses
Taking on too much responsibility. Need to say no sometimes or negotiate priorities.
Greatest professional achievement
MBA
Starting my own business from the ground up … very exciting (franchise)
SAMB
Sales process and enrollment management,
Achieving annual growth to serve more than 500 students across three territories
strategic Marketing operations,
directing advising Budget, developing and placing strategic print and web advertisements in addition to road signs; created referral programs.
Tell me about a time you demonstrated leadership skills.
I think that a good leader is someone who can make decisions while also taking into account the opinions and feelings of others.
CGCC – 4DX (The 4 Disciplines Of Execution) first couple of weeks at CGCC.
The 4 Disciplines: faca
Discipline 1: Focus on the Wildly Important
The discipline of focus requires you to go against your basic wiring as a leader and focus on less so your team can achieve more.
Discipline 2: Act on The Lead Measures
The discipline of leverage requires you to identify and act on the measures that are predictive of reaching your goal and that can be influenced by you and the team.
Discipline 3: Keep a Compelling Scoreboard
The discipline of engagement requires you to create a players’ scoreboard so that members of the team can easily tell whether they are winning or losing.
Discipline 4: Create a Cadence of Accountability
TWIG: Increase student satisfaction (as measured by Noel Levitz’s question “My transcripts from colleges outside of Maricopa were evaluated in a timely manner”) from 5.09 (spring 2021) to 5.59 (spring 2022) by the next survey administration in spring 2022 for CGCC Pecos location.
Lead Indicators
Each team member will complete transcript evaluation processing (scan, post/input courses, transcript evaluation) two hours per week.
Course Applicability
Program plan exceptions
Chatbot
Website csulb
In my current role as SSD, I oversee recruitment, A&R, IE. My resp includes… XYZ
Situation:
Chatbot
IE
Staff challenges
Plan of Action
Results
CGCC WIG
WIG:
By closing equity gaps among students of color, we will increase student completions from 1,594 students to 1,833 by August 2023 (15% increase; 239).
Sub-WIGS: rcs
Increase fall-to-fall retention for full-time students from 72% to 77% and part-time students from 48% to 53% by IPEDS year 2023.
Close equity gaps by increasing successful course completions for underserved groups from their current levels by a minimum of 5 percentage points by the end of term fall 2023.
We will increase student satisfaction with their experience at CGCC from an average of 5.43 to 6 by the Ruffalo Noel Levitz survey administration in 2022.
Tell me about a time you made a mistake.
Not speaking up – Ad Astra Implementation – too fast
Tell me about a time you failed
Problem by surprise
As a leader, I consider it a failure if I don’t know what’s going on with my staff and their work—basically if a problem catches me by surprise then I’ve failed somewhere along the way. Even if the outcome is ultimately fine, it means I’ve left a team member unsupported at some point.
Workload — managing workloads, unable to complete project.
How do you deal with pressure or stressful situations?
I handle pressure and stressful situations by maintaining a structured and organized approach, drawing on my strengths in Discipline and Focus. I prioritize tasks and break them down into manageable steps, ensuring that I stay on track and avoid feeling overwhelmed. Additionally, my Responsibility drives me to take ownership of challenges and address them proactively.
I also believe in the importance of fostering a supportive team environment. By leveraging my Includer strength, I encourage open communication and collaboration, ensuring that everyone can contribute to problem-solving. This collective approach not only distributes the pressure but also brings diverse perspectives to the table, leading to more effective solutions.
Furthermore, I practice self-care and stress management techniques, such as mindfulness and regular exercise, to maintain my resilience. By staying calm and composed, I can lead my team effectively through challenging times and ensure we remain focused on our goals.
FERPA
Family and Educational Rights and Privacy Act
RAD
- Review
- Request an amendment
- Control the disclosure of their education record. All students must be notified of these rights.
Escalation
LAOEH
Listen
Ask questions & empathize
Offer solutions
Ensure agreement
Handle it now or hand it off
100 Day Plan
First 30 Days: Learning and Assessment
Days 31-60: Strategic Planning and Quick Wins
Days 61-100: Implementation and Monitoring
First 30 Days: Learning and Assessment
SISed
- Meet Key Stakeholders: Schedule meetings with senior leadership, faculty, staff, and key administrative personnel to understand expectations and concerns.
- Review Institutional Policies: Study academic policies, registration processes, and compliance requirements.
- Assess Systems: Evaluate current student information systems and identify areas for improvement.
4.Engage with the Team: Conduct one-on-one meetings with team members to understand their roles and challenges. - Analyze Data: Review enrollment data, retention rates, and graduation statistics to identify trends.
Days 31-60: Strategic Planning and Quick Wins
GIIPE
- Develop a Strategic Plan: Outline short-term and long-term goals based on initial assessments.
- Implement Quick Wins: Address obvious inefficiencies and introduce small improvements to build trust.
- Improve Communication: Establish regular updates and FAQs to keep stakeholders informed.
- Professional Development: Identify and arrange training for staff.
- Evaluate Technology: Explore advanced SIS options or enhancements to current systems.
Days 61-100: Implementation and Monitoring
PPEMS
1. Initiate Strategic Projects: Start medium to long-term projects with clear timelines.
2. Policy Improvement: Revise outdated policies and ensure effective communication of new policies.
3. Enhance Student Services: Introduce or improve self-service options and implement feedback mechanisms.
4. Monitor Progress: Develop KPIs and regular reporting to track effectiveness.
5. Strengthen Partnerships: Collaborate with other departments to ensure a seamless student experience.
6. Review and Reflect: Conduct a 100-day review to discuss achievements and adjust the strategic plan as needed.
What do diversity, equity and inclusion mean to you, and how do they relate to the working environment?
Diversity: The presence of different types of people (e.g., race, gender, age).
Equity: Fair treatment and opportunities tailored to individual needs.
Inclusion: Creating an environment where everyone feels valued and included.
For example, I have been involved in the development and implementation of programs aimed at increasing the recruitment and retention of underrepresented groups.
DEI stands for Diversity, Equity, and Inclusion. To me, DEI represents a commitment to creating a work environment that values and respects individuals of all backgrounds, experiences, and identities. It involves fostering a culture where diversity is not just acknowledged but celebrated, where equity ensures fair treatment for everyone, and where inclusion means that every individual feels a sense of belonging and is empowered to contribute their unique perspectives.
I have extensive knowledge and experience with Diversity, Equity, and Inclusion (DEI), which is deeply embedded in my professional journey in higher education administration. Over my 25-year career, I have consistently prioritized DEI principles in various capacities, from strategic planning to everyday interactions with students, faculty, and staff.
In my roles, I have led initiatives to promote diversity and create inclusive environments. For example, I have been involved in the development and implementation of programs aimed at increasing the recruitment and retention of underrepresented groups. These efforts have included mentoring programs, diversity training workshops, and partnerships with organizations that support marginalized communities.
