Leadership

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I view leadership as essentially a set of practices—practical behaviors and skills we refine through experience and apply intentionally in different settings. It’s about setting a clear vision, empowering others, communicating effectively, making decisions, solving problems, building relationships, fostering development, and embodying ethical standards, all in the service of guiding and inspiring those around us.

The Practice of Inclusion

As a leader, I not only seek to foster a climate that supports the self-actualization and success of all students, faculty and staff, but to consciously and deliberately dismantle systems of oppression, exclusion, and erasure that have minoritized Black, Indigenous and People of Color as well as other marginalized groups. I am deeply committed to dismantling racial, social, and economic barriers in higher education and to working to bridge differences in cultural perspectives and understanding through anti-racist practice.

My journey as an inclusive leader has been shaped by my experiences as a Third Culture Individual (TCI). Born in Brazil to parents in the US State Department, I spent my formative years exposed to different cultures as my family was assigned to duty stations around the world. These experiences profoundly impacted my sense of identity and continue to influence my values and priorities, including a deep respect for cultural differences, a high degree of adaptability and openness, and an expansive worldview that seeks to understand and include diverse perspectives and voices in all levels of decision making. Indeed, for those familiar with the Intercultural Development Inventory (IDI), I routinely score in the Adaptation orientation on the Intercultural Development Continuum.

In my first tenure-track academic appointment, I served as special advisor to the Mississippi Institutes of Higher Learning commission on developmental education reform, where I worked closely with colleagues at all six regional HBCUs to develop and advocate for anti-racist placement policies statewide. At Roosevelt University, I served on the executive board of the Mansfield Institute for Social Justice, where we concentrated efforts on a six-year project aimed at disrupting the Cradle-to-Prison Pipeline through research and advocacy for juvenile detention and restorative justice reform within the Chicago Public Schools. At Kankakee Community College, I oversaw the Multicultural Student Services Center as well as co-chaired our Gay Straight Alliance. At CLC, I serve on the Lancer Success Council, which played a key role in drafting the college’s DEI and anti-racism policies. Most recently, I chair a college-wide Neurodiversity Taskforce which seeks to create more equitable resources, support structures, and opportunities for all learners.

Finally, because representation matters, I’ve tried to model the way as a hiring manager. I’m proud to say that at CLC, ten of the last twelve tenure-track faculty positions in my division have been filled by highly competitive candidates from minoritized communities, as have three out of the last four full-time staff vacancies. Of course, creating a more diverse team through hiring alone means little if we as leaders don’t also actively nurture institutional cultures that value different perspectives, approaches, and ways of thinking. This realization guides nearly all my decisions and actions as a professional and is one of the key strengths I bring to an organization.

The Practice of Courage

Given my experiences growing up in a variety of countries and cultures, it’s probably not too surprising that I actually began my career as an educator teaching English and professional communication in Osaka, Japan. It is here that I first learned the Japanese chant sung during Awa Odori, one of the largest dance festivals in the world:

I love this idea, and over the years it has become something of a personal and professional motto. Whenever I’ve been faced with a difficult decision, or a moment of change or uncertainty, the phrase has come to me as a way of remembering to:

Be courageous!

Be open to new experiences!

Be willing to take that leap of faith!

I see this as a critical as a leadership practice because courage is not the absence of fear but the ability to act in spite of it. Courage allows individuals to step out of their comfort zones, face challenges head-on, and stand up for what they believe in, even when the odds are against them. It is a vital part of my practice as a leader, and essential to any organization or team that seeks to grow, change, and ultimately thrive.

The Practice of Authenticity

The final cornerstone of my leadership philosophy is that genuine success depends on building a culture of empathy, mutual support, and continuous improvement within my team, a space where creativity and experimentation are highly valued, and where each day is truly seen as an opportunity for discovery and growth. I try to inspire those around me to think boldly, to strive for excellence, and to be willing to take risks, and I do this first and foremost by always seeking to be intellectually and emotionally present, communicating openly and honestly—particularly when the stakes are high—and by being transparent when making decisions.

I place immense value on mindfulness or what some refer to as the Science of Centeredness. I lead with passion and energy, to be sure, and I’m willing to take bold and decisive action when necessary. But I also believe in the power of slowing down, and as a leader I try to take time and space each day for purposeful reflection, authentic relationship building, and taking a broader perspective. For me, such mindfulness means listening attentively to oneself and to others, of opening one’s heart and mind to the complexities and nuances of the moment.

Indeed, Mark Horwitch defines centeredness, “as the ability, acquired through learned practice, to apply a set of physical and mental skills that help create a state of greater mindfulness. Mindfulness is attained by paying nonjudgmental attention to one’s thoughts, feelings and surroundings, and then adjusting one’s thinking, decisions and actions in a nonhabitual, creative and positive manner.

Given the complexities, tensions, and competing pressures that modern institutions and leaders face, I see the practice of mindfulness as critical to growth. As a leader, partner, parent, and friend, I strive to respond to moments of conflict and stress with humility, empathy, equanimity, and grace.