MOODY, PhD, JD
Faculty Development & Faculty Diversity Specialist
Dr. Moody helps colleges, universities, professional
schools, and government labs rethink and improve their recruitment, mentorship, retention, evaluation, and advancement of
faculty, students, researchers, and staff--especially women and U.S. under-represented minorities. Her new book,
Faculty Diversity: Removing the Barriers (2012, Routledge Press), arises from her extensive consulting practice. (See
the blue column on the left.)
As a former professor and administrator with decades of consulting
experience, Dr. Moody provides to campuses and professional schools:
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. Note: Dr. Moody also leads highly-interactive, community-building
sessions for: post-docs, medical residents, new hires, early-stage faculty and administrators, and advanced graduate
students. For details, see below.
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, job-performance
and tenure review, and other evaluation processes
individuals so they can recognize and rise above unintended gender and racial biases as well as a dozen other cognitive
shortcuts that mar peer-review and other evaluation processes
to construct 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.
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 unintended 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 early-stage
faculty in all disciplines (including pre-tenure, adjunct, visiting, clinical, physician/researcher, term) on how to
cultivate mentors, thrive in their departments, and build a strong case for renewal or tenure. Special attention is 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 usually 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.
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.]
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
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.
has a quiet lunch, to recharge.)
runs a workshop for search committees and their chairs.
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.)
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.)
Moody has a quiet lunch.)
2:00 - 4:00 pm
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.
debriefs with key members of the Executive Committee, Diversity Council, Deans’ Council, or other appropriate groups---and
assists them in making action plans.