Galloway, N.J. – Lauren Balasco, associate professor of Political Science at Stockton, recognizes the hurdles facing colleges and universities, from enrollment challenges to funding barriers. She hopes participating in the Department Chair Leadership Institute (DCLI) through the American Association of State Colleges and Universities (AASCU) will help her address these concerns while giving her resources she can bring back to the university. 

Balasco, chair of Stockton’s Political Science program, is one of 31 higher education leaders selected for the national cohort. DCLI is designed to enrich participants’ current skills and foster dynamic, strategic and empathetic leaders. 

In the following interview, Balasco discusses what made her apply to DCLI, how she hopes it will impact her current role as a program chair at Stockton and the delicate balance of navigating and adapting to university needs. 

What drew you to DCLI, and what did being selected mean to you? 

Higher ed confronts a lot of challenges right now, including democratic erosion, fluctuating enrollment, crises of legitimacy, artificial intelligence and decreasing funding. And public regional universities and colleges are essential institutions that deserve investment and advocacy, because in many ways we are best positioned to address these challenges and support the needs of our local communities.  

The AASCU Chair Leadership Institute provided me with space and opportunity to learn from other chairs about how they and their institutions are responding to these challenges. I am grateful to be part of a cohort of chairs from across the U.S. who are learning from and supporting each other so we can best advance our home institution’s mission. 

What does being program chair involve, and what are the rewards and challenges? 

A lot of the work is about building community from the top down and the bottom up, which I think is important. Chairs can play a strong role in helping to build relationships within our respective academic programs amongst faculty and students. We also can promote and support the contributions and accomplishments of our fellow faculty and students to the campus and surrounding community.  

The chair also serves as the point person to help students navigate university life, including everything from reviewing graduation requirements and connecting students with campus resources, to helping students identify their interests and goals while at Stockton. In Political Science, every faculty member is dedicated to the success and well-being of our students. As chair, I am committed to helping sustain that tradition and commitment.  

Was there a particular session, conversation or idea from the program in Washington, D.C., that stood out to you? 

The institute allowed me to step outside of my comfort zone and think critically about the ways universities, and university leadership, are confronting, adapting and transforming in response to the challenges we are seeing in higher education. Chairs had the opportunity to work with each other as consultants to brainstorm solutions to challenges we are experiencing at our own respective campuses. 

What have you learned about balancing student, faculty and institutional needs? 

Being a chair is about striking the right balance between the urgent and the important. Urgent issues may need to be immediately addressed, but I do not want them to crowd out the important goals the Political Science program is working on to serve our students and community. Active listening is critical, as is asking questions. It is OK not to know the answer right away when faced with a problem, and sometimes it helps to think it through and reach out to people you trust for guidance.  

How will you apply what you learn in your program and across Stockton? 

I serve on the committee of chairs standing committee in the senate, as well as the senate executive committee. A lot of the topics we covered, including facilitating difficult conversations, meeting management, centering the academic mission and fostering a culture of wellness, can also be applied in these contexts. I am also happy to share the resources I received with other faculty members who are in, or are considering, these types of leadership positions. 

What is one piece of leadership advice that has stayed with you? 

I read Brené Brown’s work on vulnerability and courage, and it has stuck with me. In “Dare to Lead,” she writes: “At the heart of daring leadership is a deeply human truth that is rarely acknowledged, especially at work: Courage and fear are not mutually exclusive. Most of us feel brave and afraid at the exact same time. We feel vulnerable. Sometimes all day long.” And for Brown, there are skills and tools we can employ to show up for each other, have difficult conversations and work on solutions together. 

Reported by Mandee McCullough 

Photo submitted