JOANN MOODY, PhD, JD
Faculty Development & Diversity Specialist
Dr. Moody helps colleges, universities, and professional schools rethink
and improve their recruitment, mentorship, retention, and evaluation of faculty, students, and staff--especially women
and U.S. under-represented minorities. As a former professor and administrator with decades of consulting
experience, Dr. Moody provides:
Leadership-development retreats and workshops
(highly interactive, problem-based) for campus presidents and their cabinets, provosts, faculty senates, deans, department
chairs, senior mentors, search committees, faculty fellows and equity advisors, diversity councils, individual departments,
and boards of trustees.
Frequently, Dr. Moody helps ADVANCE-NSF
grant recipients with implementation of their plans.
Dr. Moody's workshops and retreats focus
on:
*Good and Bad departmental practices related to job-search and
tenure-review processes
*Increasing competency for individuals so they can
recognize and rise above unconscious gender and racial biases as well as a dozen other cognitive shortcuts that mar peer-review
and other evaluation processes
*Constructing new customs, protocols, and checklists that
will improve departmental and lab cultures
*Time-saving steps for improved mentoring and retaining of early-stage
colleagues and new faculty hires.
At times, schools and campuses secure Dr.
Moody's outside expertise for several years: to supplement their own in-house resources related to leadership-development
of department chairs and other academic officers, professional development of faculty at all levels, and refining
and sustaining plans of action for campus diversity. And at times, clients retain Dr. Moody to fill the void
because they currently do not have in-house resources and specialists in these important areas.
Emphasis by Dr. Moody on helping power-holders:
*Recognize and rise above cognitive shortcuts and unconscious biases they often unwittingly rely on during
recruitment and evaluation processes. *Develop various options for prompting their colleagues to likewise
avoid these cognitive mistakes. *Identify dysfunctional department and campus-wide practices and take necessary
steps, with one's colleagues, to replace these with good practices. *Develop competence in dealing with
typical lines of resistance and confusion regarding faculty, staff, and student diversity. *Take pro-active steps to
reduce stress and "extra taxes" that solo/pioneer faculty have to deal with, if they are one of a few women in a predominantly
male department or one of a few under-represented minorities in a majority setting.
Technical assistance for search
committees; human resources and diversity offices; entire departments (in all fields); formal and informal mentoring programs;
leadership-development centers and programs; diversity councils; faculty senates.
Workshops for pre-tenure faculty in all
disciplines on how to cultivate mentors, thrive in their departments, and build a strong case for tenure. Special attention
given to how women and under-represented minority faculty can increase their job satisfaction and success.
Workshop for post-docs on preparing for and succeeding in academic
appointments, with emphasis on how to become an advocate for one's career development.
Workshops for graduate students, especially
women and under-represented U.S. minorities, on how to thrive in majority departments and campuses.
Speeches on occasion to small and large
groups on various student, staff, and faculty diversity issues, such as: "Reducing the stresses of being a 'solo' faculty
member"; "Reducing stereotype threat for vulnerable students"; "Why being gender-blind and color-blind is impossible";
"How a department chair or a supervisor can be an effective mentor of new hires"; "Developing faculty and student
champions for diversity"; "Five key strategies for faculty mentors"; "Teaching new hires how to self-promote";
"How a mentor can treat each of his/her mentees fairly yet differently (treating all the same would be a disservice)."
Following her speeches, Dr. Moody offers
highly interactive, problem/solution sessions with staff and supervisors, student organizations, and faculty programs
and leaders. For list of speeches and
groups, see blue column on left.
For list
of Dr. Moody's campus clients, see blue column to left. For a sample schedule of a consulting visit, see
below. Dr. Moody has a two-day minimum for a consulting visit.
Phone and email
consultations and follow-up can be arranged with various leaders and groups, subsequent to Dr. Moody's
consulting visits to their campus, school, or department.
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Sample TWO-DAY CONSULTING VISIT BY DR. JOANN MOODY
[Depending on the client’s wishes, Dr. Moody can work with
faculty, deans, department chairs and program directors, other key administrators, entire departments/divisions, search committees,
faculty equity advisors, trustees, faculty senates, mentors and mentoring programs, junior faculty and mentees in mentoring
programs, faculty-development and teaching/learning offices, student and staff organizations.]
DAY ONE
8-9:45am
Moody meets with President’s or Provost’s Executive Committee and/or key leaders of the Faculty Senate---to
focus on the agreed-upon problems related to student, faculty, or staff diversity on the campus, such as how to improve recruitment,
retention, mentorship, evaluation, etc. (In all sessions, Moody uses Discussion
Scenarios in order to inductively draw out participants’ insights about the problems as well as the solutions that will
work for this campus or professional school. Flip charts needed.)
10-12noon
Moody runs a workshop for department chairs. If the number of attendees
will exceed 17, then Moody suggests small-table discussions (for any number of participants) that she will facilitate. Use of a Discussion Scenario.
(12:30-1:30pm Moody has a quiet lunch, to recharge.)
2-4pm
Moody runs a workshop for search committees and their chairs.
4pm-6pm Moody runs a workshop for pre-tenure faculty on ways to increase their job
satisfaction and success. (6pm on: Moody is off-duty, in order to recharge.)
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DAY TWO
8-9:45am
Moody meets with Diversity Council---to brainstorm with and coach members to be effective in their leadership roles
as well as to be prepared to deal with perennial issues that arise around campus diversity. Or during this time period, Moody
can run a workshop with another leadership group, such as deans or perhaps senior faculty wishing to become more effective
mentors to junior faculty colleagues.
10-12noon
Moody runs a workshop for a different set of department chairs. (Note:
Chairs can sign up for either the Day One or the Day Two workshop.)
(12:30-1:30pm Moody has a quiet
lunch.)
2-4pm
Moody meets with a small group of faculty and administrators who have demonstrated that they are advocates for campus
diversity or potential advocates. Moody will coach this group (this “cadre”) regarding: *how they can broaden and deepen the campus’s commitment to diversity; *how they can deal with lines
of resistance and backlash against diversity efforts; *how they can add other faculty to the cadre. Some of the actual or
potential advocates may have already participated in an earlier workshop.
4:30-5:30pm Moody
debriefs with key members of the Executive Committee, Diversity Council, Deans’ Council, or other appropriate groups---and
assists them in making action plans.
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[As part-time Director of the Northeast Consortium for Faculty Diversity, Dr. Moody also works with a number of campuses
that host Visiting Dissertation Scholars. For a list, click Host Campuses to the left.]
