Guest Name: Faran Saeed, Director of the Mercile J. Lee Scholars Program at the University of Wisconsin

Guest Social: https://www.linkedin.com/in/faransaeed/

Guest Bio: Faran Saeed (He/Him/His) holds a PhD in Language, Equity, and Educational Policy from Oregon State University, and holds a Master of Arts in Higher Education Administration from Louisiana State University College of Education. He currently serves as the Director of the Mercile J. Lee Scholars Program and previously as the Director of Diversity, Equity, and Inclusion (DEI) at the University of Wisconsin-Madison where he oversaw all aspects of global DEI within the International Division. Before working at the University of Wisconsin, he oversaw the Ettihad Cultural Center. This center supports students, faculty, and staff from the North African, Middle Eastern, and South Asian communities at Oregon State University. Furthermore, he served as the IMPACT Conference Board of Directors chair. In the past, he has sat on the NASPA leadership team of the Spirituality and Religion Knowledge Community and was part of the Board of Directors of Convergence, A national organization focused on enhancing institutional climates for religious, secular, and spiritual identities through policy and practice. Before returning to graduate school to pursue his doctorate, he worked for several years at Madison House, the student volunteer and community engagement center at the University of Virginia as the Director of Community Engagement. Additionally, Faran has experience in doing strategic planning, higher education assessment, and developing social justice curriculums.

Key Takeaways

• Values-Driven Leadership is Essential – Aligning leadership with personal and institutional values ensures that decision-making remains principled, impactful, and student-centered.
• Preparing for Crisis Requires Proactive Planning – A comprehensive communication strategy and clear stakeholder engagement plan are critical for navigating crises effectively.
• Center Impacted Communities in Decision-Making – Listening to and prioritizing the voices of those directly affected by policies and crises leads to more equitable and effective solutions.
• Power Dynamics Shape Institutional Responses – Leaders must understand and navigate institutional power structures to advocate for systemic change and meaningful DEI work.
• Strategic Planning Can Drive Long-Term Equity – Embedding DEI principles into institutional policies, staffing, and community partnerships creates lasting structural change.
• Resistance is Inevitable—Be Ready for It – Anticipating and preparing for opposition helps leaders stay committed to their values while mitigating risks.
• Self-Care Fuels Effective Leadership – Investing in personal well-being—whether through reading, reflection, or taking intentional breaks—sustains leaders in demanding roles.

From Biochemistry to Higher Education: Dr. Saeed’s Leadership Journey

Dr. Faran Saeed’s career trajectory began with a passion for science, but he soon realized his true calling was in student support and community advocacy. As a first-generation Muslim and South Asian student, he recognized the lack of representation in higher education leadership roles. This realization led him to transition from biochemistry to student affairs, where he found purpose in supporting underrepresented students.

At Louisiana State University, he confronted the challenges of limited diversity in leadership and almost left higher ed due to lack of representation. However, a conversation with peers solidified his commitment to staying in the field. Over time, his work evolved from community engagement to a broader focus on multicultural affairs and DEI, ultimately leading him to leadership roles at Oregon State University and the University of Wisconsin-Madison.

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The Power of Values-Driven Leadership

Dr. Saeed emphasized the importance of leading with values, particularly in supervisory roles. He prioritizes critical reflection on systemic inequities, ensuring that every programmatic decision—from event planning to student advising—aligns with a commitment to equity. He also stressed the importance of relational leadership, building strong connections with colleagues, students, and community partners to drive meaningful change.

His leadership at the Murseel J. Lee Scholars Program reflects this values-driven approach. With a focus on supporting historically disadvantaged students, he has worked to enhance mentorship opportunities, financial accessibility, and strategic partnerships to improve student outcomes. By incorporating student feedback into programming decisions, his team fosters a sense of belonging and inclusion.

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A Defining Leadership Moment: Navigating the Charlottesville Crisis

One of the most pivotal moments in Dr. Saeed’s career occurred in 2017 during the white supremacist rally in Charlottesville, Virginia, while he was at the University of Virginia. The crisis highlighted deep systemic failures in institutional responses to racial violence and forced him to reevaluate his role as a leader.

In the immediate aftermath, he implemented a crisis response strategy that prioritized safety, communication, and community support. Key actions included:

• Developing a real-time communication plan to keep students, faculty, and community partners informed.
• Establishing safe spaces on campus with 24/7 student access for emotional support.
• Partnering with mental health professionals to provide trauma-informed counseling.
• Issuing a public statement that took institutional accountability for past shortcomings.
• Advocating for policy changes to prevent similar crises in the future.

This experience reshaped his leadership philosophy, reinforcing the necessity of centering impacted communities, recognizing power dynamics, and making decisions that prioritize long-term equity over short-term appeasement.

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Understanding Power Dynamics in Higher Education

Dr. Saeed shed light on the role of power dynamics in institutional decision-making. He highlighted how university leadership often faces conflicting priorities—balancing donor relations, political considerations, and student advocacy. These tensions can create resistance to bold DEI initiatives.

To navigate these challenges, he emphasized the need for:

• Strategic messaging that aligns with institutional priorities while pushing for systemic change.
• Transparent leadership that acknowledges existing inequities rather than glossing over them.
• Advocacy for equitable resource distribution, ensuring that historically marginalized students receive the support they need.

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Actionable Strategies for Leading Through Crisis and Change

Dr. Saeed outlined several steps that higher ed leaders can take to prepare for and respond to challenges:

1. Educate Yourself on Crisis Management – Research best practices, assess past institutional responses, and build a knowledge base for proactive leadership.
2. Engage Impacted Communities First – Prioritize direct conversations with students, faculty, and staff who are most affected by decisions.
3. Develop a Communications Plan – Prepare messaging for different stakeholder groups in advance, ensuring clarity and transparency in crisis situations.
4. Integrate Equity into Strategic Planning – Use crises as opportunities to reassess policies and embed long-term DEI commitments into institutional frameworks.
5. Prepare for Resistance – Anticipate challenges from leadership, donors, and external stakeholders, and develop strategies to stay aligned with core values despite opposition.

Self-Care as a Leadership Practice

To sustain himself in emotionally demanding work, Dr. Saeed prioritizes self-care through reading. After completing his PhD, he rekindled his love for books, reading over 50 in just five months. He balances heavy academic and activist texts with fiction that brings him joy, creating a sense of balance. His self-care routine also includes daily walks while listening to audiobooks, ensuring that he stays mentally and emotionally grounded.

In this episode, key takeaways include:

• To serve as an authentic and talented leader, self-love is essential.
• Involving practitioners in more search can benefit the field of higher education, particularly the impact of the work to prepare future and current educational leaders.
• In higher education, we must integrate both theory and practice, ensuring our work is grounded in real-world applications.
• Achieving our professional goals requires a curiosity about others' journeys, without being consumed by following their exact paths.

Key takeaways include:

• Intentional leadership fosters inclusivity in decision-making and strengthens relationships with your team.
• Overcoming others' assumptions about you as a leader requires sustained commitment, trust-building, and humanizing yourself to those you lead.
• During a crisis, prioritizing the humanity of your team is more important than the needs of the institution.
• Being confident about making a significant career move requires evaluating the opportunity, timing, and location.

Guest Name: Jaunelle White, Vice President of Intercollegiate Athletics and Chief Student Development Officer, Point University

Guest Social:
LinkedIn
X (Twitter)

Bio: Jaunelle White is the Vice President of Intercollegiate Athletics and the Chief Student Development Officer at Point University in West Point, GA. White is the university's third athletic director and first female director. She has recently been recognized by Southern States Athletic Conference as the Athletic Director of the year. Jaunelle White is a proven leader in Athletics as she was named as one of Sports Illustrated's top 100 Black Women in Sports.

White has led the transition of full membership of Point University from the Appalachian Athletic Conference to the Southern States Athletic Conference.. She also added Women's Flag Football to the Athletic Department, which competes in the Sun Conference and will have its inaugural season in Spring 2024. White oversaw three NAIA National Tournament teams, three NAIA All-Americans l), and one Appalachian Athletic Conference Championship team (Women's Basketball). Point University is a school in the National Association of Intercollegiate Athletics. NAIA announced Point University as a Champions of Character Five-Star Gold Institution. 

White has nearly 20 years of athletic administration experience, particularly at the NCAA Division I level. Most recently, White served as the senior associate athletic director for internal operations and senior woman administrator at Indiana University—Purdue University Indianapolis. She has served in several athletic administrative roles, including compliance, at Texas Southern, Alabama State University, University of South Alabama, Middle Tennessee State University, and Louisiana State University. 
White is a native of Lawrence, Kansas, and played collegiate volleyball at Auburn University from 1996 to 2002. She holds a master's degree in education and a bachelor's degree in business administration from Auburn University.

The discussion focuses on the ways in which holistic mental health services is of the most important DEI imperatives in higher education.  As well, the episodes explores with Dr. Cornish what might happen is we were to consider the holistic well-being professionals as leaders in the reforming of the entirety of higher education. Join for this informative episode. 

Guest Name: Peter Cornish, Director of Counseling and Psychological Services, UHS; Honorary Research Professor at the Memorial University of Newfoundland in Canada 

Guest LinkedIn: linkedin.com/in/peter-cornish-6b381922

Guest Bio:
Dr. Peter Cornish is the Director of Counseling and Psychological Services at UHS and an Honorary Research Professor at the Memorial University of Newfoundland in Canada. His clinical and research interests include online mental health, stepped-care treatments, mental health service innovations, and inter-professional team functioning.
Over the past five years, Dr. Cornish has provided consultation and on-site training on his Stepped Care 2.0 model to over 150 organizations across North America. His nonprofit company, Stepped Care Solutions, is the lead partner on Wellness Together Canada (link is external), a federal COVID-19 $70M mental health program for all peoples of Canada. Dr. Cornish is the principal investigator for a $1.14M four-year research grant aimed at digitizing and evaluating Stepped Care 2.0 across two Canadian provinces. Currently, he is collaborating with colleagues in the US and Canada on a three-book series on Stepped Care 2.0.

Key Takeaways:

• Your effectiveness as a leader is negatively impacted when you neglect self-care.
• Leaders must be confident in their abilities without being intoxicated by the authority and influence of their position, especially in the face of personal fear, campus conflict, and external pressures.
• Executive leadership carries personal risk and responsibility, necessitating reflection on personal obligations, courage, and lifestyle changes to increase effectiveness.
• Gratefulness and servant leadership can affirm one’s motivations for leadership amid challenging circumstances and professional transitions.

Guest Name: Kevin McDonald, Vice President for Diversity, Equity, Inclusion, and Community Partnerships, University of Virginia

Guest LinkedIn: linkedin.com/in/drkevinmcdonald

Guest Bio: Today our Guest is Dr. Kevin McDonald. Kevin McDonald is the University of Virginia’s Vice President for Diversity, Equity, Inclusion, and Community Partnerships. He joined UVA after serving as the chief diversity officer and vice chancellor for inclusion, diversity, and equity at the University of Missouri System and the University of Missouri – Columbia. While at At Missouri, McDonald established its first diversity strategic plan that was integrated within the UM system’s overall strategic plan,
Prior to the University of Missouri System and Flagship campus, McDonald held positions at several other universities, including as vice president and associate provost for diversity, equity, and inclusion at Rochester Institute of Technology, Vice President for equity and inclusion at Virginia Tech, as associate director for compliance and conflict resolution at Johns Hopkins University, and as campus compliance officer at the University of Maryland, College Park.
Prior to his work in higher education, McDonald worked for the U.S. Department of Justice and for Network Solutions, Inc.
McDonald holds a law degree from The Ohio State University and a doctoral degree in higher education leadership from the University of Rochester. He received his undergraduate degree in psychology from Andrews University in Berrien Springs, Michigan.

• Leadership as a Journey: Dr. Griffin highlights the nonlinear nature of her path to becoming a dean, emphasizing intentionality and adaptability.
• Equity in Action: Equity means acknowledging diverse needs and structuring environments to ensure everyone has equal opportunities to thrive.
• Mentorship as a Catalyst: Effective mentorship requires acknowledging identity and structural dynamics to foster meaningful relationships.
• Community Building Post-COVID: The pandemic underscored the importance of intentionality in creating inclusive and transformative communities.
• Self-Care as Leadership: Taking time to recharge—whether through sleep, yoga, or play—enhances leadership effectiveness and personal well-being.

‍How Dr. Kimberly Griffin Became Dean of the College of Education
Dr. Griffin’s journey to becoming a dean wasn’t a straight path. Initially envisioning herself as a provost or vice president, she focused on problem-based research addressing access, equity, and justice in higher education. Over time, her leadership roles expanded, and she embraced opportunities to serve as associate dean and editor-in-chief of the Journal of Diversity in Higher Education. These experiences, combined with her drive to foster meaningful institutional change, positioned her to take on the role of dean. She admits to moments of imposter syndrome, particularly as a higher education scholar leading a college often focused on pre-K through 12 education. However, the University of Maryland’s commitment to impactful, equity-focused work aligned perfectly with her values, making this a transformative leadership opportunity.
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Balancing Identities: Scholar, Leader, and Individual
Dr. Griffin discusses the complexity of balancing her roles as Dr. Griffin, the scholar; Dean Griffin, the institutional leader; and Kimberly, a Black woman, wife, and mother. She emphasizes the importance of context in how she shows up, explaining that each role requires unique contributions while maintaining authenticity.
Through mentorship and leadership, Dr. Griffin focuses on creating structural changes that promote equity, ensuring her work reflects a collaborative and inclusive approach. Her ability to balance these roles highlights the intersectionality of personal and professional identities.
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Lessons from Leading Through COVID-19
The onset of the pandemic coincided with Dr. Griffin stepping into a more prominent leadership role. The challenges of navigating institutional change, addressing equity concerns, and managing a young family provided valuable lessons about leadership and humanity. She emphasizes the importance of recognizing people as whole individuals and creating policies that reflect their real-life challenges. For Dr. Griffin, this period reinforced her commitment to intentional community-building, fostering environments where people can thrive despite external pressures.
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Mentorship as a Cornerstone of Success
Mentorship has been a central theme in Dr. Griffin’s career. Her co-authored book, On Being a Mentor, emphasizes the importance of identity and equity in mentoring relationships. By addressing structural barriers and creating supportive environments, she aims to transform mentorship into a tool that fosters success and thriving for both mentors and mentees.
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Strategies for Building Authentic Communities
Dr. Griffin’s leadership philosophy centers on intentionality. Through strategic planning, she engages stakeholders in defining shared values and goals, ensuring the college reflects a cohesive and impactful identity. Post-pandemic, she recognized the value of in-person interactions for fostering innovation and trust, emphasizing the need to balance technology with human connection.
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The Role of Self-Care in Leadership
Dr. Griffin reframes self-care as an essential component of effective leadership. From prioritizing sleep to practicing yoga and finding moments of personal joy, she emphasizes that these practices enable her to lead with energy and purpose. By modeling self-care, she also encourages her team to prioritize their well-being, creating a healthier work culture.

Guest Name: Dr. Kimberly Griffin, Dean of the College of Education, the University of Maryland

Guest Social: linkedin.com/in/kimberlyagriffin

Guest Bio: Kimberly A. Griffin (she/her) was appointed dean of the College of Education in 2022. She has been a member of the University of Maryland faculty since 2012. Griffin joined the College as an associate professor in the Higher Education, Student Affairs and International Education Policy Program, and later served on the dean’s leadership team as the associate dean for graduate studies and faculty affairs. In this role, she led efforts to revise the College’s tenure and promotion policy, as well as support and guide faculty hiring and graduate student recruitment. Prior to joining UMD, she was a faculty member at Pennsylvania State University, an assistant dean for graduate studies at the Stanford University School of Medicine, and an admissions officer at Stanford University.

A leader committed to excellence, care, community, and equity, Griffin is energized by the opportunity to collaborate with faculty, staff and students to advance the College and its goals. She is driven by education's ability to make an impact in schools and communities and has worked tirelessly throughout her career to maximize the connection between research and practice. 

As a scholar, Griffin identifies herself as a “problem-based researcher” and her work aims to promote access, equity, and justice in higher education. Much of her current research and writing focuses on mentorship, career development, and faculty and graduate student diversity. Her research has been funded by the Burroughs Wellcome Fund, National Institutes of Health, and National Science Foundation, and she is the co-author of the book, "On Being a Mentor: A Guide for Higher Education Faculty." She previously served as the Editor-in-Chief of The Journal of Diversity in Higher Education from 2018 - 2022. Over her five-year term, her vision-driven leadership translated to notable growth in the journal’s readership, impact, and revenues.

Griffin’s work has been widely recognized for its relevance and effectiveness in addressing persistent problems in higher and science education.  She received the Promising Scholar/Early Career Award by the Association for the Study of Higher Education in 2013, and was named an Emerging Scholar in 2010 and Diamond Honoree in 2020 by ACPA.  For the past three years, she has been named one of the 200 most influential education scholars by Education Week. 

Griffin received her bachelor’s degree from Stanford University, her master’s degree in Education Policy and Leadership from the University of Maryland, and her doctorate degree in Higher Education and Organizational Change from the University of California, Los Angeles.

Key Takeaways from Part 1:

1. Over the past three decades, the role of the college president has transformed dramatically, necessitating extended tenures to lead impactful change in higher education.
2. Leaders must decisively affirm their commitments to equity and inclusion to reshape the institutional culture despite opposition.
3. Becoming an equity leader demands a sustained, long-term commitment.
4. Prioritizing self-care is essential for leaders to prevent burnout.
5. While shifting to an inclusive institutional culture requires buy-in from faculty, trustees, administrators, alumni, and students, it demands unwavering leadership from the president.

Guest Name: Pat McGuire 

Guest LinkedIn: linkedin.com/in/patricia-mcguire-4b291510

Guets Bio: Patricia McGuire has been president of Trinity since 1989.  Previously, she was the assistant dean for development and external affairs at Georgetown University Law Center where she was also an adjunct professor of law.  She began her career after law school as the project director for the Street Law clinical program at Georgetown.  President McGuire serves on a number of boards including the Consortium of Universities, Cafritz Foundation, Greater Washington Board of Trade and the Ameritas Holding Company.  Her prior board service includes the American Council on Education, the National Association of Independent Colleges and Universities, the Middle States Commission on Higher Education, Catholic Charities DC, the Meyer Foundation, the Community Foundation of the National Capital Region, and numerous other organizations.  In 2018 she received the Association of Catholic Colleges Distinguished Service Award.  In 2016, the TIAA Institute honored President McGuire with the Hesburgh Award for Leadership Excellence.  In 2015 President McGuire received the Carnegie Award for Academic Leadership from the Carnegie Corporation.  In 2012 she received the Henry Paley Award from the National Association of Independent Colleges and Universities. In 2010 she received the Alexander Meiklejohn Award for Academic Freedom from the American Association of University Professors. She holds honorary degrees from several universities including Georgetown, Howard, Chatham, Emmanuel, Saint Michael’s, Liverpool Hope, the College of New Rochelle and others.  She has received recognition in the Washington Post, Washingtonian magazine, Washington Business Journal and other media outlets.  In 2007 she was named “Leader of the Years” by the Greater Washington Board of Trade.  She earned her law degree at Georgetown and her baccalaureate degree cum laude at Trinity.

Key Takeaways

• Leading for Change: Leadership is less about titles and more about staying true to values and fostering meaningful change.
• Relationships Drive Impact: Building trust and genuine relationships is essential for research and policy work that creates sustainable change.
• Equity as a Guiding Principle: Remaining grounded in equity requires a constant focus on community impact and collective learning.
• The Power of Reflection: Effective leadership starts with understanding historical and organizational contexts before taking action.
• Self-Care is Essential: Leaders must prioritize their well-being to sustain impactful work over the long term.

What Inspired Dr. OiYan Poon’s Leadership Journey?

Dr. Poon traces her leadership journey back to her childhood experiences as the daughter of immigrants in Massachusetts, navigating both financial and racial traumas. Her passion for creating a more racially just society was sparked during college, where she combined her role as a resident advisor with transformative learning in ethnic studies. These formative moments inspired her to pursue a career in higher education, eventually leading her to research and systemic advocacy.

Why Transition from Student Affairs to Academia?

While working in student affairs, Dr. Poon often encountered challenges in convincing higher-ups to adopt equity-focused strategies. The recurring demand for “evidence and data” motivated her to pursue a PhD to gain the research skills necessary for systemic change. Her motivation wasn’t prestige but equipping herself with the tools to advocate for social justice and equity more effectively.

What Defines Leadership in Higher Education?

Dr. Poon highlights that leadership in higher education must extend beyond individual accolades to collective impact. Whether leading state-wide convenings or consulting on policy, her approach centers on relationships, shared learning, and trust—particularly important in litigious fields like college admissions.

How Can Scholars Bridge the Gap with Practitioners?

Through her work with the College Admissions Futures CoLab, Dr. Poon fosters collaboration between scholars and practitioners, emphasizing the need for a common language and shared goals. These partnerships are crucial for translating research into actionable strategies that address real-world challenges.

What Are Dr. Poon’s Defining Leadership Moments?

Becoming a mother was a pivotal moment that reoriented Dr. Poon’s priorities toward making her work impactful and accessible. This personal experience reinforced her belief in the importance of communicating research findings in ways that resonate beyond academic circles, driving real change in policy and practice.

How Does Dr. Poon Stay Grounded in Equity?

Dr. Poon integrates equity into her leadership by constantly reflecting on her values, journaling, and relying on trusted relationships to keep her accountable. She stresses the importance of understanding organizational and historical contexts to craft strategic, equity-focused initiatives.

What Advice Does Dr. Poon Offer to Emerging Leaders?

Dr. Poon advises leaders to “live a lit review” by understanding the stories and systems that precede their arrival. This reflective practice allows leaders to build on existing strengths while thoughtfully addressing challenges. Additionally, she emphasizes focusing on small, sustainable actions that collectively lead to transformative change.

Key Takeaways

• The Power of Coalition Building: Addressing societal challenges requires collective, grassroots-driven action to avoid isolation and sustain progress.
• Adapting Strategies for Long-Term Change: Learn how second-half adjustments in sports mirror the strategic pivots needed in DEIB work.
• Joy as Resistance: True progress begins when we connect, cultivate community, and pursue liberatory work grounded in joy and purpose.
• Redefining Leadership and Participation: Leadership in equity efforts isn't about individuals but fostering empowered communities with shared goals.

Why Coalition Building Matters Now More Than Ever 
Cody and Tomika open the episode by acknowledging the weight of the current social and political climate, including shifts that challenge diversity, equity, and inclusion efforts. Tomika reminds listeners of the importance of reframing challenges as opportunities to foster deeper coalitions and communities. Isolation, they agree, is one of the greatest threats to sustaining momentum.

Reflecting on the lessons learned from historical movements, they emphasize that systemic change has always come through collective, not individual, action. From grassroots organizing to coalition building, they encourage leaders to revisit old strategies while fostering inclusive spaces for dialogue, connection, and collaboration.

Adapting for Sustainable Progress 
One of the central themes of this episode is the need to pivot and adapt strategies, much like halftime adjustments in sports. Cody uses the metaphor of second-half game strategies to drive home the point that when traditional approaches no longer work, it’s critical to reassess, reframe, and try something new.

Tomika adds that organizations often face resistance to change because people fear shifts in long-standing values. She stresses the importance of articulating clear goals—like liberation, equity, and belonging—and creating spaces that invite participation, regardless of starting points. Leaders must remain committed to the long game, ensuring that everyone feels a sense of belonging and purpose.

Joy, Connection, and the Path Forward 
Throughout the conversation, both hosts champion joy as a form of resistance. Tomika shares a powerful story about a colleague who felt a renewed sense of belonging when invited to share authentically. This moment underscores the transformational power of building spaces where people can contribute without fear or pretense.

Cody highlights that leaders must foster spaces of vulnerability where diverse voices feel heard, valued, and empowered. As they look ahead to 2025, both hosts agree: it’s time to focus on sustainable change rooted in authentic connection, shared purpose, and long-term strategy.

In closing, Cody and Tomika reflect on the lessons, leadership, and transformative discussions shared throughout the podcast season. They remind listeners that change is possible—but it requires community, adaptability, and joy-driven purpose.

Key Takeaways

• "Now Is Our Time": DEI professionals must see current challenges as an opportunity to shine and make a difference.
• Self-Care Is Essential: Prioritize mental and physical health to maintain longevity in social justice work.
• Collaboration Over Scarcity: Building partnerships and embracing a mindset of abundance enhances impact.
• Practice Participation: Quiet participants in DEI work need encouragement and diverse ways to engage.
• Face Hate with Preparedness: Resistance often signals meaningful work; respond strategically, not fearfully.

What inspired Dr. Moore to pursue DEI work?
Dr. Moore's journey began with his own struggles. As a college athlete and later a graduate, he returned home to an environment that led him into addiction. A second chance—choosing sobriety over incarceration—was a pivotal moment, launching his academic and professional career. His commitment to DEI solidified during his PhD program, where he was challenged to confront white supremacy and oppression directly in his work.

How does Dr. Moore maintain optimism amid crises in DEI work?
Dr. Moore emphasizes "pessimistic optimism," which combines hope with actionable strategies. He likens current challenges to a Super Bowl moment for social justice advocates, where preparation and resilience take center stage. By framing opposition as evidence of impactful work, he motivates others to persist in the face of adversity.

How should leaders approach the quiet participant in DEI efforts?
Dr. Moore sees silence as the greatest ally of hate. To engage quiet participants, he suggests creating diverse opportunities for involvement—writing responses, sharing creative reflections, or participating in smaller discussions. He encourages leaders to emphasize the necessity of action, reminding them that participation can take many forms.

What actionable strategies does Dr. Moore recommend for DEI leaders?

• Continuous Learning: Stay informed about trends and best practices in DEI.
• Self-Care: Incorporate activities like walking, reflection, or prayer into daily routines.
• Collaborative Spirit: Work with others to build a collective impact.
• Engaging Youth: Inspire and mentor the next generation to sustain progress.

What is Dr. Moore's message to those facing hate and resistance?
Dr. Moore advises taking hate mail and protests as a sign of meaningful work. He stresses preparedness and strategic action without succumbing to fear. Highlighting the importance of collaboration and faith, he believes this is the moment for seasoned advocates to step up and lead.

Dr. Moore’s parting advice? Recognize this time of heightened challenges as an opportunity to advance meaningful change. His mantra for DEI leaders: "Now is our time."

Guest Name: Eddie Moore, Moore for America, The White Privilege Institute

Guest Social: linkedin.com/in/eddiemoorejr

Guest Bio: Dr. Eddie Moore, Jr. has pursued and achieved success in academia, business, diversity, leadership and community service. In 1996, he started  to provide comprehensive diversity, privilege, leadership and #BecomingAntiRacist trainings/workshops. He is recognized as one of the nation’s top speakers and educators.  

Dr. Eddie Moore, Jr. has pursued and achieved success in academia, business, diversity, leadership and community service. In 1996, he started America & MOORE, LLC to provide comprehensive diversity, privilege, leadership and #BecomingAntiRacist training/workshops. He is recognized as one of the nation’s top motivational/educational speakers and practitioners. His interview with Wisconsin Public Radio won the 2015 Wisconsin Broadcasters Association's Best Interview in Medium Market Radio, 1st Place, he is featured in the film “I’m not Racist….Am I?” and in the article 5 Clear Ways to Tell Whether You'll Be a Good Leader in 2021. Dr. Moore was recently named one of  Wisconsin's 51 Most Influential Black Leaders and in 2022 was the recipient of the ABA Section of Labor and Employment Law’s Honorable Bernice B. Donald Diversity, Equity and Inclusion in the Legal Profession Award. He is also the Founder/Program Director for the global White Privilege Conference (WPC). 

In 2014 Dr. Moore founded The Privilege Institute (TPI) which engages people in research, education, action and leadership through workshops, conferences, publications and strategic partnerships and relationships. He is co-founder of the on-line journal Understanding and Dismantling Privilege, co-editor of Everyday White People Confront Racial and Social Injustice: 15 Stories, The Guide for White Women who Teach Black Boys,The Diversity Consultant Cookbook: Preparing for the Challenge (2019), Teaching Beautiful Brilliant Black Girls (2021) and Lil’ e - The Big Misunderstanding (2020). Over a 10-years span, he served as Dir of Diversity at Brooklyn Friends School (Brooklyn, NY) and The Bush School (Seattle, WA). Dr. Moore received his PhD from the University of Iowa in Education Leadership. His PhD research is on Black Football Players at Division III Schools in the Midwest.

• Leadership Development Through Reflection: Dr. Johnson emphasizes the importance of self-reflection and adaptability, sharing his experiences of turning hard feedback into professional growth.
• Equity-Centered Decision-Making: A justice-oriented approach to enrollment management is crucial to addressing systemic inequities and supporting student success.
• Strategic Enrollment Innovations: Dr. Johnson highlights the significance of programs like the IU Bound initiative, which uses data-driven strategies to improve access and success for low-income students.
• Navigating Change in Enrollment Management: Flexibility and collaboration are key when transitioning programs, like moving first-year experience initiatives to student life, to better serve students.
• The Role of Self-Care in Leadership: Effective leadership in higher education requires prioritizing mental and physical well-being to sustain the energy and focus needed for impactful decision-making.

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Episode Summary
From South Georgia to Higher Education Leadership
Dr. David Johnson's leadership journey began on a red clay road in South Georgia, where the mantra of "keep pedaling forward" became a lifelong philosophy. His career in higher education has been marked by reflection and resilience, with a focus on advancing student success. Starting as a political science major, he found his passion for higher education through a combination of academic study and hands-on experience in student affairs. This foundation set the stage for his impactful work at Indiana University Bloomington, where he leads with an equity-focused lens.
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Turning Points in Enrollment Management
Dr. Johnson shares two pivotal moments that shaped his career. The first, early in his tenure at the University of Alabama, involved candid feedback from a supervisor. Rather than retreating, Dr. Johnson reflected, recalibrated, and ultimately thrived in his role. The second story highlights a recent strategic decision to transition first-year experience programs to the student life department. By prioritizing student belonging and mental health, this change exemplifies his commitment to equity and adaptability in leadership.
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Equity and Student Success
At the heart of Dr. Johnson's work is a commitment to justice and equity. He believes in "holding space" for diverse perspectives and tailoring support to meet individual needs. This philosophy drives initiatives like the IU Bound program, a $500,000 grant-funded effort to enhance college readiness, affordability, and success for low-income students. By addressing barriers from the eighth grade through college graduation, this program exemplifies Indiana University's dedication to creating equitable opportunities.
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Leading Through Change
Dr. Johnson emphasizes the importance of flexibility in leadership. In the ever-evolving field of enrollment management, holding onto outdated practices can hinder progress. His focus on change management ensures that teams remain adaptable and aligned with institutional goals. This approach not only prepares campuses to support incoming students but also creates opportunities for innovation in recruitment and retention strategies.
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Balancing Work and Well-Being
Effective leadership requires intentional self-care. Dr. Johnson shares his strategies for staying centered, from practicing yoga to pursuing physical challenges like half marathons. These practices enable him to maintain the energy and focus necessary for the complex work of enrollment management.
As Dr. Johnson aptly puts it, the key to success in higher education leadership is to "keep pedaling forward." Whether navigating change, addressing systemic inequities, or innovating to support students, his story is a testament to the transformative power of reflection, collaboration, and equity-focused decision-making.

Guest Name: David Johnson, Vice Provost for Enrollment Management, Indiana University

Guest Social: linkedin.com/in/david-b-johnson-31030240

Guest Bio: David B. Johnson became Vice Provost for Enrollment Management in January 2011, following roles as Interim Vice Provost and Associate Vice Provost since 2010 and 2007, respectively. Over the past decade, his achievements include streamlining admissions, expanding affordability efforts, establishing a one-stop student services center, opening an Admissions Welcome Center, and partnering with the American Talent Initiative to increase access for underserved students. He also introduced pre-registration for new students, launched a first-year engagement certificate, led the transition to test-optional admissions, and helped enroll increasingly diverse and academically strong classes each year.

In response to evolving recruitment and retention needs, David leads a dynamic team in exploring new recruitment technologies and initiatives to improve college access, including need-based financial aid. He actively contributes to national discussions on admissions, presenting at conferences, serving on advisory committees, and publishing on topics like recruitment, data-driven decisions, and access to higher education.

Before joining Indiana University, David held leadership roles in enrollment and admissions at the University of Alabama, Tuscaloosa. He holds a Bachelor’s in political science from Troy University, a Master’s in Public Administration from Auburn University, and a Doctorate in Education with a focus on higher education administration from the University of Alabama.

Key Takeaways:

• Hope as Fuel: In the face of societal challenges, sustaining hope is crucial to staying committed to DEI work and fostering inclusive communities.
• Revisiting DEI Work: Tomika and Cody challenge listeners to go beyond acronyms like DEI, emphasizing a deeper connection to the actual issues and lived experiences within equity, accessibility, and justice.
• Nuanced Leadership: Effective leadership means embracing complexity, recognizing diverse perspectives, and balancing long-term goals with relational and community-focused actions.
• Leadership as Community: Real change in higher ed relies on building genuine, inclusive communities that allow for disagreement, growth, and the presence of all voices, even those that differ from our own.
• Self-Care as a Leadership Tool: Cody and Tomika stress the importance of leaders caring for their own well-being, as this directly influences resilience and the capacity to support others.
• Embodying Ubuntu in Leadership: Tomika calls for a communal approach to leadership, grounded in the African philosophy of Ubuntu—"I am because we are"—to ensure equity work is shared and sustainable.

In this episode, Dr. Kris Renn shares her extensive journey in higher education, discussing her roles in student affairs and academic affairs. She reflects on pivotal leadership moments, including a significant student protest, and the challenges of navigating crises in leadership. Dr. Renn discusses the importance of tenure as both a privilege and a duty, reflecting on her role in addressing crises, including leadership turnover and governance issues. She offers insights on balancing equity and shared governance and highlights the importance of preparing the next generation of higher education leaders with intentionality.

Guest Name: Kris Renn 

Guest Social: https://www.linkedin.com/in/kristen-renn-062b4116/

Guest Bio: Dr. Kristen Renn is a Professor of Higher, Adult, & Lifelong Education (HALE) and Mildred B. Erickson Distinguished Chair emerita at Michigan State University. She teaches courses on student development, diversity, and education research in the Student Affairs Administration MA and HALE MA/PhD programs. From 2013 to 2024, she served as Associate Dean and Senior Advisor to the Vice Provost and Dean of Undergraduate Education. Dr. Renn’s research focuses on student success, identity development, mixed-race students, women’s higher education globally, and LGBTQ issues. Supported by grants from the Spencer Foundation and others, she has led initiatives to increase success for low-income and underrepresented students. A past president of the Association for the Study of Higher Education, she has served as Associate Editor for the Journal of College Student Development and received multiple awards, including MSU’s William J. Beal Outstanding Faculty Award in 2024.

Guest Name: Gaëtane Jean-Marie

Guest Social: linkedin.com/in/gaëtane-jean-marie-6974b59

Guest Bio: Dr. Gaëtane Jean-Marie is Dean of the College of Education and Professor of Educational Leadership at Rowan University. Previously, she served as Dean at the University of Northern Iowa and held leadership roles at the University of Louisville. Her research centers on educational equity, social justice in P-12 schools, and leadership development. Dr. Jean-Marie has authored over 90 publications and secured over $5.9 million in grants. She serves as editor of the Studies in Educational Administration Series and holds numerous advisory board positions, including chair of the Carnegie Project on the Education Doctorate.
Recognized for her research and leadership, she received the 2024 Woman of Achievement Award from Scouting America – Garden State Council and other prestigious honors. Since joining Rowan University in 2019, she has led efforts to advance diversity, equity, and inclusion while preparing future educators to meet the challenges of modern education. Energetic and dedicated, Dr. Jean-Marie excels as a leader, mentor, and educator

Key Takeaways:

• Excelencia in Education's Mission is to accelerate Latino student success through data-driven strategies and partnerships with HSIs across the U.S.
• The importance of grounding educational initiatives in policy and facts to drive real, measurable change.
• Excelencia applies an equity lens in decision-making, ensuring that institutions are held accountable for supporting all students.
• Sarita’s belief in education as a means to create a better future, not just for Latino students but for all students.
• The Seal of Excelencia is a certification program recognizing colleges and universities committed to intentionally serving Latino students and improving outcomes..

Guest Name: Sarita Brown

Guest Social: linkedin.com/in/sarita-brown

• The Power of Knowing Your Why: Understanding your core motivations (your "why") is essential for navigating leadership challenges, especially during crises.
• Navigating Emotional Challenges: Leaders must separate fact from emotion while maintaining their convictions, especially when issues are rooted in identity and inclusion.
• Embrace Mentorship: Make yourself available to mentor and support the next generation of leaders in higher education.
• Equity, Excellence, and Impact: Dr. Nelms highlights the inextricable link between these three elements, stressing that equity without excellence is hollow. 
  • (or) Equity, excellence, and impact are interconnected and should guide decision-making.
• Impact of Philanthropy: Dr. Nelms' commitment to giving back, inspired by those who supported him, underscores the significance of gratitude and generosity in leadership.

Guest Name: Charlie Nelms

Guest Social: linkedin.com/in/charlienelms

Guest Bio: Dr. Charlie Nelms, a native of the Arkansas Delta, has devoted his life to equalizing opportunities for disenfranchised peoples. He is a senior scholar at the American Association of State Colleges and Universities and a senior consultant for the Association of Governing Boards, specializing in HBCU governance and leadership. Charlie’s eminent career includes serving as chancellor at Indiana University East, the University of Michigan-Flint, and North Carolina Central University (NCCU), as well as IU Vice President for Institutional Development and Student Affairs Emeritus. Charlie is the first African American to be appointed chancellor of an IU campus and vice president of the University.
Charlie obtained his undergraduate degree from the University of Arkansas at Pine Bluff, a historically Black College and University (HBCU). He earned his master’s and doctorate from Indiana University, with nearly half a century of affiliation. In 2019, IU awarded him an honorary doctorate, and he is also the recipient of its highest honors: The President’s Medal for Excellence, the Distinguished Alumni Service Award, and the Thomas Hart Benton Mural Medallion for Distinguished Achievement. Charlie is Professor Emeritus at IU. He holds honorary degrees from Earlham College and the University of Arkansas at Pine Bluff and is an Arkansas Hall of Fame nominee.