Guiding Students to Find/Define Their Own Uniqueness and Beauty

In Fall orientation in many colleges and universities, freshman students will be introduced to an array of faculty and staff, academic disciplines, reading lists, co-FMU-Studentscurricular activities, clubs and fraternities, university resources, and the beginning of new adventures in self-discovery encompassing exposure to different perspectives and development of academic and emotional intelligence.

Over the years, I have had the pleasure of observing many students enter as eager, and somewhat uncertain, freshmen and develop into more confident individuals ready to find their purposes and places in an evolving world.

However, while watching students move onto campus, I have noticed a trend that is somewhat disturbing. It appears that more college freshmen are arriving on college campuses with an unbelievable amount of material possessions and personal “looks” that are more appropriate for the entertainment industry than for a higher education learning community. Moreover, when it is time to buy books or pay fees, some of these same students make decisions to continue to buy more material possessions, fashions, and personal amenities rather than invest in resources to further their education.

This year, as we focus on students and introduce them to college life, we will also attempt to engage students in small group conversations about contemplating the reflections they see in the mirror, gaining an understanding of their own special uniqueness, beauty, and developing a personal brand that exceeds Hollywood, celebrities, one-dimensional personas, and commercialized versions of how lives are supposed to be lived.

Maybe, in addition to gaining knowledge, students will graduate with positive self-confidence, a sense of purpose, a moral compass, and an appreciation of their own uniqueness and beauty.

 

The Heart of any Company is its Employees

Recently at a meeting with colleagues at the American Council on Education, we discussed the College presidency, the average age of college presidents, and how to engage in both succession planning and preparation of a qualified cadre of candidates for future college presidents, or those at least willing to consider the opportunities and challenges of leading an institution of higher education.

working_together_teamwork_jigsaw_puzzleEven though higher education is witnessing a transitional in leadership and re-envisioning its responsiveness to societal needs, as a sector, it is probably not alone. Many industries are undergoing similar transformations, as they experience rapid technological changes, the surge of online transactions, new generations of workers, and global competitors.  One of the obvious questions in the workforce is how do we prepare leaders who will lead multi-generational and diverse workforces in a very digital age, in a range of industries, to meet current and future consumer and societal needs? Without a doubt, there are numerous leadership gurus and perspectives, programs, and adages.

Yet, the core of it is that the heart of any company is its employees. Regardless of rank, education, or generation, employees, for the most part, are the key to innovation, productivity, and perceived value of the company. Employees, for their part, want to be recognized, respected, valued, and informed how their daily activities somehow benefit the well-being of society. Because employees change jobs six or more times in their careers, it is also important for employers to furnish incentives, design collaborative teams, and offer acknowledgements to keep talented employees and to maintain a positive working environment.

Given our current national political divides, creating a cohesive workforce based on shared values could be at least one way to bridge some of our differences and build a more perfect union.

The College Core: Essential for Augmenting Life’s Potential

The College Core: Essential for Augmenting Life’s Potential

Recently, with some colleagues, I have been thinking, and engaging in dialogue, about the outcomes of a general education curriculum, or Core, at our university and similar institutions. Similar to parents around the nation, we know it is essential to identify, and measure,  the learning outcomes of the college Core and competencies gained from the  overall college experience.   However, it seems fair to acknowledge that it is possible to attain similar learning outcomes from experiential learning outside of a college Core curriculum, but it might take longer, and be less efficient.

Regardless of how the Core is described to prospective students and parents, most Global_Scholarship-03colleges and universities state, in carefully crafted language, that the Core promotes foundational and broad knowledge to prepare graduates to demonstrate a high level of proficiency in communications, critical thinking, analytical adeptness, and global awareness. This knowledge and skills, it is often argued, form the basis for developing important intellectual and emotional readiness for a life of continuous learning through advanced higher education, quickly changing professional jobs, and civic engagement.

One college stated that the three overarching goals of the Core are helping students know the world, engage the world, and understand the world. Another university termed their Core Curriculum — Making Connections. That university states that it “strives to cultivate the range of skills, knowledge, values, and habits that will allow graduates to lead personally enriching and socially responsible lives as effective citizens of rapidly changing, richly diverse, and increasingly interconnected local, national, and worldwide communities.” *

Most of the learning outcomes of a college Core are also aligned with knowledge and skills that many employers also expect from their employees. These include communication skills (listening, speaking and writing), analytical and problem-solving skills, computer and technical adeptness, teamwork, and lifelong learning skills. Not surprisingly, employers, also, want employees to demonstrate a good work ethic.

Beyond the aforementioned, college/university Cores can also help a student gain confidence because he/she is able to understand better personal growth and emotional maturity, to understand others in local and extended communities, and to engage thoughtfully in contributing to our democracy on local, state, and national levels. When you think about the learning outcomes of a college Core, in reference to lifelong learning, career readiness, and engaged citizenry, its lifelong significance extends—like ripples in a pond. Many students transition from the Core more confident in their abilities to think critically—potentially a survival skill for future generations.

*The University of North Carolina at Chapel Hill, retrieved online from catalog.unc.edu on April 9, 2017.

Workforce Teams: Coaching to Enhance Team Effectiveness

Working_Together_Teamwork_Jigsaw_Puzzle.jpgGood winning teams have good coaches. Even though coaches are more commonly associated with athletic teams, as we continue to work in teams in the evolving workplace, good coaches are becoming more critical to the success of many organizations. Some organizations’ leaders prefer teams because an appropriately balanced team can bring with it diverse viewpoints to find solutions and identify opportunities. Further, the team, as a whole, can marshal enormous intellectual capital and innovation in a less hierarchical work environment. With clear direction, most teams can accomplish projects more quickly than individuals working alone.

It is not surprising that most organizations tend to equate success with accomplishing strategic goals in very competitive environments. Moreover, it is becoming more and more obvious that success depends not only on institutional leaders, but it also depends on the daily professional practices of individuals in the organization. Oftentimes, it is winning teams that propel an organization into innovative and profitable futures.

Some organizational analysts believe that, in addition to a team’s effectiveness, working in teams improves overall individual effectiveness and satisfaction. Yet working in teams presents challenges in how to appraise and motivate the performance of teams and individual members.  Similar to athletic teams, a winning team might have a range of stars and members who assist—all needed to win. Moreover, with our expanded capacities for connectivity and extending collaborations in global teams and virtual workplaces, the complexities of appraising or coaching teams magnify. So, just how does the team leader or coach do that?

Well, coaching now seems to be a burgeoning profession, complete with psychological and organizational underpinnings. There are certified coaching programs that seek to produce leadership coaches, life coaches, health coaches, and insightful coaches who can employ motivational tools, strategies, interpersonal skills, and maybe a little personal magic, to help individuals push through barriers and achieve desired breakthroughs.

A colleague of mine just informed me that a successful CEO employed a coach for twenty-five years—makes me wonder what I have missed!

From even a brief review of coaching, it becomes clear that a good workplace team coach shares attributes similar to those of an athletic coach developing a winning team. These coaches 1) make sure everyone understands the team strategies and rules, 2) learn the strengths and talents of each team member to determine who should do what, 3) assess the team’s effectiveness, 4) observe the relationships between behaviors of individual team members and the team’s results, 5) furnish specific feedback about performance in a respectful and supportive manner, and 6) offer specific solutions to maximize the effectiveness of each individual team member—with solutions that can be as diverse as the team members.

From coaching vignettes I have read, good coaching seems to combine exceptional interpersonal skills, the ability to establish rapport and trust, and some knowledge of human psychology. For one thing, it is hard to find a description of coaching that does not describe a good coach as someone who listens well, seeks to understand the individual, and offers the support, assistance, and advice needed to succeed. Moreover, the discussion of workplace performance with coaches is portrayed as more mutually respectful, beneficial, and empowering to the individual than are supervisor and subordinate performance appraisal interactions.

Alas, there do not seem to be one-size-fits-all rules for coaching team members because they are individuals, and there are so many nuances in the workplace across regions, generations, and institutional cultures. Moreover, there are ranges of characteristics and work environments in which teams operate.

However, from my readings and feedback from those who have been coached, the coaching profession is just getting started!

Establishing Intentional and Guided Career Pathways for Students and for Regional Economic Development

As we approach the new academic year in higher education, many of us are keenly aware of the seemingly intractable challenges facing our nation. Some of these are eroding our collective sense of well-being and our confidence in our abilities to achieve a range of goals for students. Thus, it seems more urgent than ever before to undergird the hopes of incoming and continuing students with curricular and co-curricular learning opportunities that will lead to better opportunities for themselves, their families, and their expanded communities.

FMU guidance2Even though I have welcomed new and returning students to institutions of higher education for decades, this year, I especially look forward to constructing guided career pathways through faculty leadership at Florida Memorial University (FMU). Located in the extremely diverse South Florida, FMU, like many liberal arts universities, produces responsible and contributing citizens who will hopefully continue to strive throughout their lifetimes, while illustrating character, leadership, and commitment to lifelong learning.

What is particularly refreshing and transformational about this year is that there is an energized faculty movement to create guided career pathways through curriculum innovation, co-curricular activities (such as early internships and capstone experiences), and collaborations with business leaders to insure that the holistic collegiate experience of FMU’s students fulfills their academic interests and personal upward mobility needs. In order to design guided and intentional career pathways, faculty and institutional researchers are employing regional and national data to identify majors, minors, certifications, and graduate programs that are most likely to lead to gainful, professional employment––and then filling in the gaps.

Like most other institutions of higher education, FMU has its share of student success stories, like the student who, by the time of this posting, will probably have completed her doctorate in radiochemistry. There are also significant numbers of students pursuing graduate study at prestigious graduate schools or beginning their professional careers. However, the faculty-led guided career pathways movement seeks to expose students to more choices for emerging career areas, and expand options in existing areas, as supported by data. These careers are, and will be, important to the economy–careers such as digital communications, cybersecurity, forensics, construction management, and data analytics.

So, as students commence another academic year, it is difficult to not be stimulated intellectually and inspired by this faculty-led movement that is supported by the UNCF and funded by the Lily Endowment. The development of career pathways will also help faculty review and identify specific intellectual competencies and skills that they can measure and certify, as students transition to varied positions and a lifetime of learning to further refine their post baccalaureate competencies and assure their continued professional growth.

Alas, it is time to end this blog and resume preparations for a coming faculty/business leaders forum that will focus on competencies needed by various industries to both guide our renewal as an institution of higher education, and furnish the intellectual capital needed for regional economic development. By this continuous renewal and assessment, we assure our students that they will be ready for the future!

How Can We Leverage the Creativity in the Workforce for a Better Future?

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source: http://evolllution.com/opinions/serving-the-next-generation-workforce/

I have been thinking lately a lot about work. What function does or should work have in establishing well-being in our society? Beyond earning salaries or wages, why should we work? Are there benefits in work beyond the satisfaction of performing your craft well? What role does work have in sustaining families and communities beyond paying household bills? Is there something ethereal in men/women that work touches, enhances or creates?  Can work lead to self-actualization–the merging of creativity with craft that lifts the individual, the organization, and the interrelated work families?

Probably as long as women/men have existed, there has been some version of work. It is reasonable to imagine that work for prehistoric humans related to tasks that increased survival–food, shelter, and probably other tasks related to Maslow’s hierarchy-physiological and safety needs. However, as many of us rush back and forth to work daily, we probably also realize that we share our lives with others in work worlds. These work worlds can furnish opportunities for us to collaborate and learn from colleagues while obtaining gratification and inspiration from attaining personal and professional goals. And, to attract new talents, some employers are realizing that work worlds need to evolve to fit the needs and expectations of several generations in the workplace.

From some Millennials, we are learning that work worlds that are more satisfying and supportive of a holistic and balanced lifestyle hold a competitive edge in recruiting new talent. Companies like Google attract Millennials with free food, dry cleaning, on-site fitness facilities, and flexible work schedules– attempting to respond to the values of this generation. Other employers report that Millennials work better in teams, when appreciation is shown, and when global opportunities are involved.

According to a 2014 article in Harvard Business Review, managers in the current and future workforce, are, and can be for some time, managing several generations of workers–the first time this situation has existed in history. Experts offer that managers should encourage collaboration, up and down mentoring, and above all, leverage the expertise of all individuals for a more creative and productive workforce.

As we redefine higher education and create technologically enhanced learning environments, leveraging expertise and promoting individual creativity will make all the difference in realizing the potential of higher education for a better future.

GENERATIONAL ISSUES
Managing People from 5 Generations
Rebecca Knight, Harvard Business Review,
SEPTEMBER 25, 2014

From Specific Competencies to Career Pathways

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Recently, some faculty and staff colleagues at Florida Memorial University submitted a proposal to compete for a Career Pathways grant. The purpose of this national competition was to encourage institutions to partner with business and industry leaders to refine academic programs, curricular, and co-curricular experiences to assure that students leave with competencies needed in specific workforces and careers. The grant’s overarching assumption is that more collaboration between industry leaders and faculty would lead to clearer career pathways for students from academic programs to current and emerging disciplines/workforce needs.

While this, in itself, is not a new idea, the grantors appear to be echoing the sentiments of many students, parents, employers, and taxpayers regarding the thorny transitions from academic degree programs to desired employment.

Ironically, nearly a thousand years ago or so, it was common for younger persons seeking to acquire specific competencies to work alongside skilled craftsmen until they could demonstrate mastery. Thus, there was a closer and more discernible link between specialized knowledge, experiential learning, and competencies related to entrance into specific professions and trades.

Nearly a millennium later,  after the multiplication of universities, degree programs, certifications, accreditation organizations, unions, and more formalized apprenticeship and internship programs, the link between learner and mastery of specific competencies seems to have eroded. Educators and policy analysts regularly point out varying disconnects between the learning outcomes of high school and the admissions requirements for college. Others note similar disconnects between college degree outcomes and competencies needed for admission into well-paying jobs.

Probably because of the costs involved for individuals and families in pursuing a college education, the expectation is that the investment will guarantee the acquisition of specific competencies that in turn will lead to well-paying careers and middle-class lifestyles.

According to some,  “credentialing” has gone amok in the 21st century. Instead of facilitating a clear pathway from higher education to a career, some colleges and universities have been viewed as generating a proliferation of degrees that load students with irrelevant courses, leaving them with burgeoning debt, and not closer to well-paying careers. Further, families have observed that students seeking entrance into specific careers and the job market, in general, find themselves confused and facing what many view as a fragmented array of educational options and undefined competencies from secondary school through advanced education.

Education stakeholders such as the Lumina Foundation, America Council on Education, and the Lilly Foundation, to name a few, have sought to increase transparency and clarity in credentialing in higher education by engaging in a national dialogue about the need for clearer paths from secondary schools to specific careers.

Thus, the work by faculty and staff at Florida Memorial University to clearly describe degree competencies and engage in dialogues with industry representatives is a strong step in the right direction.

Americans: We Are Strengthened by Our Diverse Perspectives

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Dr. Roslyn Clark Artis, President, Florida Memorial University

Most Americans have been involved in, or heard, conversations about diversity. The topics swirling around the concepts of diversity are broad and deep. Diversity, demographically speaking, describes a range of variables employed to describe human beings—and if you attempt to list the distinct characteristics, you will probably omit a few descriptors.

Sometimes, unfortunately, we focus on the differences when reporting statistically on academic achievement, family earning, health, and so forth. Admittedly, we need to be informed about how our policies, tax dollars, and governmental interventions affect the majority of Americans and citizens with specific characteristics. Sometimes, however, segmenting our population into diverse groups can be utilized too peremptorily to imply hierarchical ranking. However, measuring some outcomes related to specific human variables can be helpful in promoting the attainment of life, liberty, and the pursuit of happiness for all—as proclaimed as self-evident in our Declaration of Independence.

Like many other Americans, my concept of diversity has also been expanding as I interact with persons who share different characteristics. I recall when I served in academic affairs at a regional institution that enrolled, made accommodations for, and graduated students with characteristics often referred to as physical disabilities, my personal definition of diversity expanded. What I learned from those students has changed my perspective on diversity and broadened my understanding of courage—for life.

At Florida Memorial University, I have, once again, thought about the concept of diversity. Even though Florida Memorial University is known as a Historically Black College or University, there is a great deal of diversity among students, faculty, and staff that enriches us all. The opportunity to work academically with such a diverse range of faculty encompassing  every descriptor possible is invigorating. Faculty bring perspectives and life experiences from 33 countries including America.  When an idea is introduced at a faculty meeting, for example, we are able to discuss it from experiences that faculty have had from vantage points outside of America, from different disciplines, from family worlds that encompass unique mixtures of world cultures from times chronically different, and from their experiences in a very diverse region of South Florida.

Similarly, in meetings with students it is easy to appreciate the mix of the numerous cultures. Students bring perspectives from many countries including Brazil, Haiti, Ivory Coast, Portugal, Paraguay, Senegal, Chile, Greece, Bosnia-Herzegovina, Jamaica, Colombia, and Nigeria.  In many respects, the diverse characteristics of students and faculty at Florida Memorial University under girds everything we do. Now, as we highlight the accomplishments of the faculty, identify our centers of excellence, and enhance our responsiveness to South Florida, we will move forth with a broader understanding of human experiences. This broader understanding will be an asset as we employ our diverse characteristics to prepare our students for a competitive, and very diverse global community.

Leadership Essential-Defining Success for Others


images-3.jpgAs we approach 2016 with hope, resolutions, and anticipation, it might also be helpful to ruminate on some of the evolving concepts of leadership and the lenses they furnish for current and emerging leaders in our society. Often perspectives on leadership held by policy makers coalesce into societal policies, legislation and laws.  Leadership philosophies and styles tend to encompass a variety of perspectives, values, and notions of good lives.

In November 2015, I was honored to give the keynote address at the graduation ceremony of The University of North Carolina Bridges leadership program for women. More than 20 years ago, the UNC Bridges intensive, four-week, leadership program was designed to inform, promote, and support women in leadership roles in higher education.  I particularly enjoyed returning to the (William and Ida) Friday Center in Chapel Hill to interact with women seeking higher education leadership roles because, I had been nurtured, mentored, informed, and furnished leadership opportunities for 14 years in the UNC system.

Moreover, discussing leadership theories continues to fuel my hope that we will eventually develop leaders who will transform our society, so that the majority of Americans will experience a more perfect union. Further, the eroding public confidence in higher education, its value, and its leaders appears to be a microcosm of eroding confidence in political institutions, corporations, and many leaders in America. Probably since I was an English Literature and Language major (decades ago) the words of Charles Dickens’ 1859 novel which depict dueling social ills prior to the French Revolution seem to resonate with me as I contemplate 2016:

It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us, were all going direct to Heaven, we were going direct the other way. Charles Dickens, A Tale of Two Cities, 1859

In short, what better time than 2016 to reflect on leadership and co-existing extremes?

The theme of the graduating Bridges class was transformational leadership. Thus, speakers were asked to share experiences, knowledge, and wisdom regarding the concept of transformational leadership.  In a nutshell, the theory of transformational leadership affirms that leaders are more successful when they facilitate the development of leadership qualities in others, when they inspire team leadership to solve problems, and when leaders are introspective about the personal values, assumptions, and paradigms from whence they lead.

In the conversations following the keynote address, the Bridges graduates and I also discussed leadership roles through the lenses of other leadership theories.  In addition to transformational leadership, we agreed that there are a host of leadership theories that attempt to inform, elucidate, and guide those seeking leadership positions in a range of societal institutions.  Some leadership theories that were viewed as illuminating various aspects of leadership include:

Authentic leadership– leaders are usually positive people who lead from honest and ethical foundations and maintain honest relationships with employees or followers.

Servant leadership–leaders desire to serve, the servant’s heart is a fundamental component for this type of leadership. The servant leader puts the needs of others before his/hers and shares power–the pyramid is flipped.

Collaborative leadership–leaders employ teams to lead a hierarchy structure that is less of a pyramid.  Current modes of communication support a more flat organizational structure in which team members learn from each other and work together to solve problems.

While reflecting on transformational leadership, and various other leadership styles, it occurred to me that the first place for an aspiring or current leader to engage in deeper rumination or for meaningful New Year’s resolutions is one’s personal values and definition of success.   In other words, the journey towards a high level leadership position, through it, and after it, begins with a person defining–What does success mean to me?

In higher education, for example, success to a leader could mean 1) advancing knowledge in a discipline, 2) improving the teaching and learning environments, 3) employing big data to truly solve intractable problems, 4) forecasting future opportunities, and/or 5) simply helping others to discover the joy and benefits of a lifetime of learning.  A personal definition of success is not only helpful, but it could lead towards a more fulfilling career, life/work balance, altruistic behavior, and healthy lifestyle.  

Even a cursory view of higher education leadership, political leadership, and corporate leadership would reveal that long term success in a leadership role is more difficult in a world defined, measured, and sometimes quartered by social media that can topple leaders through informed/ill-informed public reactions.  Thus, it is essential for leaders to reflect on a personal definition of success that will help ease some of the unavoidable bumps and turbulence in leadership roles.  It is also important to note that the meaning of success will probably change and evolve over time in a leader’s tenure and lifetime.  

So where does this leave us with our New Year’s resolutions? Hopefully, when making our lists, we will also be cognizant that every individual effort adds to the collective well-being.  When we reflect on what success means to us and our families, we will also be aware that our concepts of good lives will be played out in microcosms that will be expanded in the macrocosms called America and the global village.

 

 

The Promise: Expanding Access to Community Colleges for the Public Good

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President Obama’s 2015, nearly New Year’s proposal, America’s College Promise, would offer free community college education to approximately 9 million students nationally. The Promise hinges on postsecondary academic performance and continuous progression towards degree completion. From the current national dialogue, it seems that the America’s College Promise proposal is an opportunity to examine the benefits versus costs of a community college education for most Americans. That is good.

No doubt, debates and perspectives on free community college programs will range from alarms to accolades depending on one’s frame of reference– potential student, politician, policy analyst, and so forth. As we know, President Obama announced the America College Promise at Pellissippi State Community College in Knoxville, Tennessee–where Governor Haslam announced Tennessee’s Promise last year that will be implemented with the 2015 entering community college class.

In the Tennessee Promise, the state agrees to pay the last dollar of community college tuition for two years for students who maintain at least a 2.5 GPA and satisfactory progress towards completion. What is possibly a very significant component of the Tennessee Promise proposal is that there will be mentors assigned to students, and students will be required to participate in community service. Mayor Rahm Emanuel of the City of Chicago has apparently also released a similar plan, the Chicago Star Scholarship, that promises free, last-dollar community college tuition for students who maintain a B average and qualify for college-level reading and math classes.

Why all the interest in assisting students to attend community colleges? Apparently the proposal for free community college goes back at least to 1947 and a commission’s report on higher education to President Harry Truman. Possibly, it is an idea whose time has come–or is past due. At any rate, the projected income of students who complete two years of college is estimated to be nearly a half a million dollars more, on average, in lifetime earnings than those without postsecondary education. Further, for supporters of these proposals, there is a projected benefit to society that out weighs costs. It will be good for America to have more educated citizens who are more appropriately prepared for current and future jobs in the workforce–a stronger economic attraction for businesses.

Yet, one theme that seems consistent in the various dialogues about free community college tuition is that such a benefit is not about to happen nationally for some time. No doubt, in the fall of 2015, and thereafter, the results of the Tennessee Promise and the Chicago Star Scholarships will be reviewed to determine if these promises are kept and do deliver the projected public good.

What, exactly, is so special about expanding access and affordability to community colleges? Like some of my higher education colleagues, I have been fortunate to earn tenure as an English instructor and serve as a dean, for a combined eight years, in two Chicago community colleges. It was at the community college that my love for teaching, and interacting with students, was born. Later, I earned the rank of full professor at a regional, best in the South, institution where I taught upper division courses–while also serving as an administrator.

Years later, as I recall the role community colleges played in educational opportunities, career readiness, and even in career exploration in my family, it occurred to me that we were actually a community college family. My husband earned one associate degree in art and started two others while working a full-time job. He used these years to explore career options, before completing a bachelor’s degree and, ultimately, a master’s degree in mass communication at major regional universities. He later worked as a graphic designer and taught communications in one community college and at three universities.

My late Mom earned her registered nursing degree from a community college; a degree that helped her buy, and pay for, our family’s house and support three children through college and many of life’s vicissitudes. Needless to say, pursuing higher education and delayed gratification became a cornerstone of our family world. Later in life, when Mom was in her early 60’s, she completed her B.S. degree at a university–just because it was a goal she was determined to attain. Mom stated she always enjoyed learning, and even though it took her about 6 years, she completed her baccalaureate degree while working as a nurse– after she had already worked as a registered nurse for several decades.

In my experiences as a young English composition instructor in a community college, I enjoyed interacting with the diverse students who saw a need for a college education in their lives. The Chicago community college that first introduced me to a career in higher education also introduced me to a range of international students, some who had already earned advanced degrees in their countries. Yet, when they immigrated to the United States, they needed to become more fluent in the English language and knowledgeable about American cultures. Interactions with these students broadened my global perspectives.

It would be hard to work in a community college, without admiring, or at least acknowledging, the thousands of students who seek degrees to gain specialized knowledge for a career, to change careers, or to increase their earning potential, all while juggling full or part-time jobs, families, and more complex lives than the more traditional undergraduates who are able to immerse themselves in the college lifestyle 24/7. Admittedly, there are also thousands of students who resemble traditional college students, but these students, for a variety of reasons chose a community college to save money, live at home, take a slower transition into the workforce or university environment, or other reasons too diverse to classify.

Perhaps the American community college is intricately linked to our lives as Americans similar to secondary education. Because we are a very diverse nation in which scientific and technological advances arrive in regular waves, an examination of the appeal and depth of community colleges seems appropriate to add to our national dialogue. Community colleges offer a range of citizens, or those seeking citizenship, an opportunity to 1) participate in a longer transition from secondary education to higher education; 2) engage in just in time learning for a new career, new job, or for knowledge; 3) schedule an educational experience around other life priorities such as families, full-time jobs, and other responsibilities; and 4) save money before transferring to a four-year college or university for higher degrees.

It is hard to drive past a community college without noticing its presence. Most community colleges resemble busy places (like shopping malls or good restaurants), and likewise, it is often hard to find a parking space because thousands of students are coming and going. If there is city or regional transportation, it also usually stops conveniently at the college. If you stand inside of a community college, some students will look like they just graduated from high school with their book bags, cell phones, and economy cars. These students might not have attained adequate academic preparation in secondary school, may not have confidence in their cognitive abilities, do not really know their interests, or are not really sure about the college experience–but they are there moving forward, expecting some clarification from the array of academic classes, certificate programs, and transfer options.

Other students know exactly why they are taking classes–they have a career or job plan that needs specialized knowledge, a credential, or certification such as a waste water operator certificate, emergency medical technician specifics, information technology game development skills, a paralegal certificate, and hundreds more. Many community colleges offer these programs in flexible terms, evenings, weekends, and many combinations of the aforementioned.

Possibly, community colleges are an essential component of our American lives similar to K-12 educational experiences. As we continue the dialogue on the benefits and costs of a free community college, hopefully, these examinations and discussions will include the breadth and depth of these institutions in family worlds.