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Submitted URL:
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Submission: On November 12 via manual (November 12th 2023, 11:26:53 am UTC) from EG — Scanned from US

Form analysis
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GET https://www.academicimpressions.com/

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POST

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Find the training resources that will benefit YOU.

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(April Cohort)

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January 7 - February 1, 2024 | Join us on Thursday, January 18, 2024 and
Thursday, February 1, 2024 from 3:00 - 4:30 p.m. E.T. for live sessions

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September 22 - November 21, 2024 | Join us on Fridays October 4, October 25,
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Now What? Navigating the Mid-Career Journey – January Cohort

January 28 - March 28, 2024 | Join us on Fridays February 9, March 1, March 15,
and March 29, 2024 from 1:00 - 2:00 p.m. E.T. for live sessions

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Conference

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February 22 - 23, 2024 | Denver, CO

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Supervision Certificate Program – January 8 Cohort

January 7 - February 2, 2024 | January 19 and February 2, 1:00 - 2:00 p.m. E.T.
Full program dates

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Conference

Managing Difficult Faculty & Staff: A Workshop for Leaders

March 19 - 20, 2024 | Baltimore, MD

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January 15 - February 9, 2024 | January 19 and February 9, 2024, 2:00 - 3:30
p.m. E.T. Full Program Dates

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Reflections on Inclusive Supervision as an Assistant Dean of Students

December 15, 2023 | Online

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MEMBER INSTITUTIONS


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WHY YOUR PEERS CHOSE TO BECOME MEMBERS

BEN VINSON III

Provost

Case Western Reserve University

Membership: Enterprise

How do you sustain the momentum after a strategic planning process? CWRU's
provost knew the key was to develop the leadership and creativity of all faculty
and staff, at every level.



In 2018, Case Western’s new provost, Ben Vinson III, initiated and led a
strategic planning effort that was designed intentionally to engage the full
campus in the planning process, infusing the campus with cross-disciplinary,
cross-unit thinking and approaches, and encouraging leaders among faculty and
staff to think together as one campus community about the institution’s future
and their opportunities to contribute to it. The challenge then was to find a
way to sustain this momentum and creativity once the plan was written up and
after the planning process was complete. Vinson also believed that leaders
existed in all levels of the institution and across all disciplines and all
units. He wanted to put resources in the hands of people who are not just the
“usual suspects” or the most visible “high potential” leaders; he wanted to
invest in the leadership and creativity of all faculty and staff; he felt this
was essential to carrying forward the momentum of the strategic plan.

To help make this happen, Vinson established a partnership with Academic
Impressions that included an enterprise-wide membership (all faculty and staff
on campus have access) managed by the provost’s office. Academic Impressions
spent time on the Case Western campus, meeting with the provost, the cabinet,
the deans, HR, and faculty and staff leadership to help ensure we could get the
right resources into the hands of the people in the institution who need it
most—and that their membership is tailored to their needs. Vinson invited
Academic Impressions to facilitate the provost’s monthly leadership roundtables.
Each month, leaders from across the institution are provided with a research
paper, an article on leadership, a recorded webcast, or an assessment (such as
The Five Paths to Leadership℠ Self-Assessment), and Academic Impressions then
facilitates a practical dialogue based on those resources. This keeps people
throughout Case Western engaged in their leadership development every month, and
rather than simply provide access to the resources, Case Western and Academic
Impressions partner to guide them through the trainings and readings in their
member library and how they can use each of these in a relevant and timely way.

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SARA ZEIGLER

Dean of the College of Letters, Arts & Social Sciences

Eastern Kentucky University

Membership: Enterprise

When COVID-19 hit, Zeigler and her colleagues knew immediately that they needed
to think differently about how to support and engage faculty and how to continue
to develop faculty leadership.



An annual membership with Academic Impressions was a natural choice for Eastern
Kentucky University. Our conferences and assessments had been integrated into
EKU’s internal academic leadership development for years. This started when Sara
Zeigler, EKU’s dean of the College of Letters, Arts, & Social Sciences, attended
our Advanced Leadership in Higher Education conference in 2014; she was inspired
to share the leadership development tools she had learned across her campus. She
and Russell Carpenter, director of EKU’s Noel Studio for Academic Creativity,
both received training form Academic Impressions to facilitate The Five Paths to
Leadership℠ Self-Assessment, which they used to develop cohorts of emerging
leaders internally for five years; the tool proved comprehensive and adaptable
to their needs. And to this day, Zeigler still keeps the resources binder from
that 2014 conference on her desk to reference the tools in it.

When COVID-19 hit and rendered the academic workforce distributed and remote,
Zeigler and Carpenter knew immediately that they needed to think differently
about how to support and engage faculty and how to continue to develop faculty
leadership. They knew they needed to provide faculty not just with care and
compassion but also with practical support and just-in-time training to meet the
extraordinary and unprecedented challenges involved in a rapid pivot to online
learning during a national crisis. Over the years, Eastern Kentucky had sent
department chairs and faculty leaders to many of our leadership development
programs, appreciating the evidence-based approach and the practical nature of
these trainings (focused on what you can change or do next week or the next
month after the conference). That made Academic Impressions a logical choice for
a training partner during the pandemic. Eastern Kentucky purchased a 100-user
membership and distributed those 100 users across the institution to ensure that
department chairs, risk management, advancement, enrollment management, and
other key offices across the academic and administrative sides of the house all
have access to the resources they need most, when they need them, to adapt
during this difficult time.

Read More

DAVID KUSKOWSKI

Associate Vice President for Enrollment Management

Clemson University

"Everyone is stressed and anxious, and there's a tremendous amount of pressure
in their work and personal lives. Professional development creates space for
people -- it's a little bit of breathing room in the midst of a hectic and crazy
world... it's more important that we engage in professional development now than
ever."


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