Kemper Foundation Receives NSEE Award

  • October 25, 2011 6:32 am

 

NSEE President Jim Walters (left) presents the NSEE Outstanding Leader in Experiential Education Award for the Kemper Foundation to Foundation President Ryan LaHurd

The National Society for Experiential Education (NSEE), the nation’s premier organization supporting the use of internships and other experiential education in higher education, has awarded the James S. Kemper Foundation its 2011 Outstanding Leader in Experiential Education: Foundation Award.

 

Dr. Ryan LaHurd, the Foundation’s President and Executive Director, accepted the award on behalf of the Foundation’s Board at NSEE’s 40th Anniversary National Conference in Dallas, Texas.

 

NSEE is a nonprofit membership association of educators, businesses, and community leaders. Founded in 1971, NSEE serves as a national resource center for the development and improvement of experiential education programs nationwide.[ For more information see http://nsee.org ]

 

The Outstanding Leader in Experiential Education Award, given annually by NSEE, recognizes a business, foundation, or corporation that has demonstrated outstanding support of experiential education through its financial, programmatic, or volunteer commitment to the field. 

 

The award citation noted that “The Kemper Scholars Program provides an extraordinary experiential education opportunity to students enrolled full-time at 16 Kemper Scholars liberal arts institutions located throughout the United States.

 

“Throughout their time in the program, students are supported by Dr. Ryan LaHurd and the Kemper staff Edward B. Smith and Diane Mattison who have developed clear outcomes, activities and indicators of success for participants. Regular strategic reviews of the program have brought into focus the high quality of the participants’ academic work as well as their high performance during their internships. The Kemper Fellows Program offers support for internships in arts management at selected arts and culture organizations in the Chicago area.

 

“As noted by Kathleen McNichol, Assistant Professor and Coordinator of the Kemper Scholars program at LaSalle University in Philadelphia in her letter of support, ‘The commitment of Ryan LaHurd and the staff of the Kemper Foundation to the professional development of the Kemper Scholars is very impressive.’”

 

Launched in 1948, and conceptualized by James S. Kemper, founder of Lumbermens Mutual Casualty Company and related Kemper Insurance Companies, the Foundation is committed to helping shape the future leaders of American organizations.

 

The Kemper Foundation’s philosophy and mission is that a college-level education in the liberal arts, when complemented by workplace experiential education, represents the ideal preparation for life and work, especially for careers in administration, organizational leadership, and business.

Risky business

  • October 6, 2011 1:00 pm

       At the orientation for Kemper Scholars just after Memorial Day each summer when they begin their ten weeks of experiential education in Chicago, I give a little pep talk about things to think about and work on. Developed from our experiences with Kemper Scholars over the years, the advice is intended to help them get the most out of the summer.

      One of my pieces of advice is “Step out of your comfort zone; take some risks.” Only occasionally one of the students, accidentally or intentionally, interprets my words to mean “try climbing up the scaffolding of a skyscraper under construction.”

      Most understand that I am talking about psychological or emotional risk taking. As Stanford University psychologist Dr. Carol Dweck argues in her work, students who identify themselves as the “smart kids” often stay in the narrow range of their past competencies because failure might throw their self-definition into question. And they can miss out on a lot by doing that.

      It was gratifying, then, to hear almost three-quarters of the students in their public presentations at the Kemper Scholars Conference in August choose to speak, among other things, about something they had learned from stepping out of their comfort zones.

      There were grace notes of satisfaction, pride, and even surprise as the students described their experiences with risk taking. Supporting Dr. Dweck’s research, most of the risks concerned stretching into areas where they were not sure they had the skills to be successful. To their credit, a number of the students even spoke about how they had failed in the attempts but learned something valuable. And these admissions occurred in front of an audience of seventy-five including peers and faculty or staff representatives from the Kemper Scholars Program schools!

               What gave the students the courage to take these risks? For sure it was not just my advice.  I cannot give a scientifically researched answer. But based on my experience with students I feel confident in suggesting it can be explained at least in part by an environment try to create where (1) reflecting on and talking about attempts and failures is encouraged, (2) a group of students with similar accomplishments is going through and talking about challenging new experiences, (3) adult mentors encourage their explorations and discuss with them the results in a non-judgmental way, and (4) no one is being graded.

               In many ways I think the last quality is perhaps most important. After fourteen or fifteen years of being judged by and rewarded for good report cards, students need an opportunity to try something where they themselves are giving the only grades.

The Importance of the seemingly unimportant

  • September 29, 2011 2:30 pm

Guest blogger Jerry Fuller, Executive Director, Associated Colleges of Illinois (ACI). Mr. Fuller and the staff of ACI are very much involved with programs related to experiential education, internships, and the preparation of college and high school students for professional work.

       I’ve always been amazed by the number of student interns that complain about the boring tasks  they are asked to do. I’m even more surprised to hear this in the midst of a challenging economic environment when internships and jobs are scarce.

       While answering the phone, filing documents, and running to get your boss lunch aren’t the most exciting parts of an internship experience, I suggest every intern tackle these tasks with as much enthusiasm as they would tackle big, challenging projects for four reasons:

          1. Everything you do has a larger purpose.  It is important to find the ultimate purpose in the work you are doing.  It is ok to ask your supervisor what the Power Point  presentation you are working on will be used for. If it is for an important sales pitch that will significantly grow the business, your task is  crucial to the growth of the company.

          2. Your reputation.  You build your reputation by how you do your work—even the menial work. You want to be known as someone who completes all assignments with a positive attitude and an excellent work ethic.

         3. Prove that Millennials aren’t lazy.  Too many supervisors have a bias that Gen Ys are lazy and have a sense of entitlement.  Prove them wrong!  Hard work is a great way for you to stand out and help fight this unfortunate bias.

          4. Become a great supervisor. The more you know about every job in the organization, the better off you are.  Most good managers I know won’t assign a task that they haven’t done themselves.  Do the grunt work now that will help you be a great boss later.

A professor of professionalism?

  • August 29, 2011 12:11 pm

This summer at one of the Kemper Scholars Program evening seminar meetings we discussed the hows and whys of networking.  For a few minutes we talked about appropriate times and ways to make contact with those in your network. I told the Kemper Scholars that this spring I had interviewed 48 finalists for the program at 16 colleges and universities and had received thank-you notes from only three students.

       I couldn’t tell by their facial expressions whether the students found this fact as shocking as I did. Perhaps they masked their reactions remembering that as few of them had sent such a note the year before. The candidates I interview come from very diverse social, economic, and ethnic backgrounds and from all over the United States. So I do not think these kinds of things could account for their lack of awareness of or refusal to participate in such social proprieties.

       I know how hard we worked to get our own children to send thank-you notes to relatives for birthday and other holiday gifts. We nagged; we supplied materials; we mailed them. And the lessons sort of took: consistently with our daughter, hit-and-miss with our son.

      My point is that someone needs to be telling students what the expectations are for operating in the professional world. All the academic knowledge, all the study abroad, all the degrees, and all the experience running student organizations mean a great deal less if one exhibits social ineptitude in the professional arena.

      Somehow this simple kind of thing gets left out of the college experience. And why? It does not diminish the value of the rest of the curriculum. It does not cost anything. In terms of a graduate’s success in life and career it is no less important than required attendance at convocations or at the presentations of visiting lecturers.

     Maybe this kind of thing – and there are many examples besides sending a thank-you to interviewers – gets left out because in most colleges there is no professor of professionalism or department of making your way in the world of work. These kinds of things get left to the career services department whose offerings are not made mandatory for students.

     But if colleges find time to teach students how to make an argument, or make a spreadsheet, or make a chemical reaction, they ought to find time to help students learn how to make a professional life for themselves also.

Living Life at Last

  • July 21, 2011 12:30 pm

       In the past few weeks here at the James S. Kemper Foundation we have received a number of emails from Kemper Scholars Program alumni who have been graduated a few years. They write to update us on what has been happening with their lives and, often, what next steps they are taking. Reading and thinking about these correspondences has been quite rewarding.

       I think they feel rewarding because we all like to know that our efforts for and investments in people have had a positive return. The Kemper Foundation has over 60 years of investing in the professional and personal development of college students. Further, these are young men and women whom we have grown to care about, and we feel good that they are doing well.

       The first thing I notice is the reflectiveness they have continued to develop, a skill we emphasize in the Kemper Scholars Program. They show a clear sense of who they have become as persons and what they need to be fulfilled and to make the kind of contribution they hope to make. Their choices for the future are not about what the next logical step in life is, but what the next meaningful step is.

      Second, they are thoughtful and strategic planners. Their communications uniformly say something like “I have decided I want to do X, so the next step is Y and that is what I am preparing to do.” It is good to see that they have taken the skills they developed in strategic planning for organizations and have applied them to strategically planning their own futures.

       Third, the correspondence all showed young men and women who are taking a broad view of life. They are working hard at their careers – in one case their own business – but are clear that they must and will find a balance between personal life and work life. They seem to be realizing that what makes work satisfying is not the fun factor but the meaningfulness factor. And they seem to have grasped that what they are doing now will very probably not be what they will be doing a decade from now. And the change will be OK.

       Finally, they have developed a comfort with themselves. This quality may be a function of general maturity, of course; but I am not sure everyone a few years out of college has developed the capacity to blend rational and intuitive decision making. Maybe not in so many words, but their emails say something like “this is not what people might expect me to do as the next step on some imagined career ladder, but this is what I have concluded will work for me at the present time.”

       Perhaps what all these emails say finally is that we may put a lot of unnecessary pressure on college students by our incessant questions about what they will do with their lives and careers. Given the chance to live them at last, they make good choices and find their lives quite meaningful.

Three Cups of Complexity

  • June 23, 2011 8:00 am

       It seems like something we just didn’t need: “Three Cups of Deceit,” Jon Krakauer’s investigative report  accusing Greg Mortenson, author of “Three Cups of Tea,” of malfeasance. Another model of doing good in the world gets knocked off his pedestal and another arrow appears in the quiver of our national cynics.

       Prior to the exposé, those who had heard of Mortenson probably thought of him as a dedicated philanthropist who has spent his life building schools for Afghani girls. Byliner.com, the publisher of Krakauer’s report, calls it “A tragic tale of good intentions gone very wrong.”

       We’ve become pretty much inured to stories of big-time bankers, corporate CEO’s, and the Bernie Madoffs of the world turning their backs on ethical and moral values to reach their goals, usually something connected to personal financial gain. It is easy for most of us to view them as bad guys. With Krakauer’s investigation we are forced to concede that people in the not-for-profit, do-good world can apparently also stretch the truth to reach their ends.

       But consider this: perhaps the lesson in Mortenson’s fall from grace is not “you can’t trust anyone.” Rather think of it as an argument for viewing the world with much more complexity.  It is mentally easier to have good guys and bad guys and more satisfying to have them easily recognizable. That is why the great American mythic narrative, the “cowboy” story, traditionally dressed the good guys in white hats and the bad guys in black hats. No complexity; no confusion about whom to root for.

       I talk to many college students who say things like “I could never work in corporate America. I want to do something good for the world.” Indeed there are good guys and bad guys, but the Krakauer-Mortenson affair should remind us that we can find both in all areas of life and that pretty much everyone is a mixture of good and bad. Painting a whole group with the same judgment is, well, simply prejudice.

       In his book, Greg Mortenson explains that in Afghanistan it is when you share a third cup of tea with someone that you become family. Drinking a third cup of complexity might well remind us that we are all part of the human family, warts and all.

Minfulness and Leadership

  • June 9, 2011 12:00 pm

      In recent weeks popular media have been reporting a lot about two things which, though not presented as such, are related. First, a plethora of reports indicate research shows that the practice of meditation can have profound health benefits. To denizens of university campuses of the 1960s and 1970s when Transcendental Meditation was the rage, such reports are not news.

      The other strain of reports has been about the dangers to mental functioning of ubiquitous technology. For example, its publisher Harper Collins, describes iBrain by Dr. Gary Small, this way:  “One of America’s leading neuroscientists and experts on brain function and behavior, explores how technology’s unstoppable march forward has altered the way young minds develop, function, and interpret information. . . .  While high-tech immersion can accelerate learning and boost creativity, it also has its glitches, among them the meteoric rise in ADD diagnoses, increased social isolation, and Internet addiction.”

      How are these two things related? I think they represent opposing faces of the same coin: the relationship of our minds and the world around us.

      We human beings often describe ourselves as “creatures of habit.” Another way to say that is that we like routine. Our predilection for routine is not surprising.  We have evolved such ways to save the huge amount of energy our brains require and that we must supply by securing food. If we can do things on autopilot, our brains have to work less.

      The downside of this routinizing is that we often pay little attention to what is happening around us and fail to see the new and unusual hidden in routine events and tasks. If we travel the same route to work or school every day, do we really see our surroundings as we travel?

      Similarly, the time we spend with technology also steals our attention away from the nuances and details of the world around us and our interaction with it. No wonder we are often at a loss for ways to be innovative, to be truly engaged with our work and lives, to feel interest in and excitement about what we do every day.

      And that is where meditation comes in. The practice of meditation can teach us to be mindful. Mindfulness helps us notice the world and the people around us and, potentially, to be more actively and constructively involved.

      Many researchers on leadership argue that a mark of leaders is being ever attuned to their experiences and learning from them. Mindfulness is the pre-requisite for such learning.

The 4 C’s

  • May 26, 2011 12:00 pm

The evidence keeps coming in that broadly educated people are more likely to rise to leadership positions in all kinds of organizations. The American Management Association’s AMA 2010 Critical Skills Survey reports on interviews with business executives about what they are looking for in employees. (You can get the executive summary online by clicking here.)  

 Because more and more routine jobs are seen as ripe for outsourcing and exporting, employment opportunities now focus on knowledge-based personal skills. Employers recognize more and more that change is coming everywhere and that their organizations must be nimble and able to move quickly to adapt to and even lead change. Adaptable skills will become even more important to organizations in the future. They need open, learning-oriented employees to help them move into new ventures.

 “The AMA 2010 Critical Skills Survey defined the skills as follows: 

Critical thinking and problem solving—including the ability to make

decisions, solve problems, and take action as appropriate;

Effective communication—the ability to synthesize and transmit your ideas

both in written and oral formats;

Collaboration and team building—the ability to work effectively with

others, including those from diverse groups and with opposing points of view;

Creativity and innovation—the ability to see what’s NOT there and make

something happen.”

About two-thirds of respondents said they look for and assess these qualities in new hires and in employees when they are considering promotions.

It doesn’t take an expert in educational matters to see that these skills are not confined to any particular major or area of study; and they are certainly not more likely to be developed in a business or management curriculum than in the arts or humanities. They are the skills inherent in a good liberal arts education.

 The next time you hear people joke about liberal arts majors being likely to end up working at a fast food restaurant, show them the AMA study!

Learning jobs skills where they happen

  • May 19, 2011 12:00 pm

In the early 19th Century, Yale College was part of a national debate about college curricula, especially whether it made sense to continue to require students to study Latin and Greek. The faculty responded with a carefully argued position, which is referred to as the Yale Report of 1828. Their report continues to be instructive as evidenced by the excerpt below. You can find the full report online. (Because Yale did not become co-ed until 1969, the report’s language assumes only male students.)

“As our course of instruction is not intended to complete an education in theological, medical, or legal science; neither does it include all the minute details of mercantile, mechanical, or agricultural concerns. These can never be effectually learned except in the very circumstances in which they are to be practiced. The young merchant must be trained in the counting room, the mechanic, in the workshop, the farmer, in the field. But we have, on our premises, no experimental farm or retail shop; no cotton or iron manufactory; no hatter’s, or silversmith’s, or coach-maker’s establishment. For what purpose, then, it will be asked, are young men who are destined to these occupations, ever sent to a college? They should not be sent, as we think, with an expectation of finishing their education at the college; but with a view of laying a thorough foundation in the principles of science, preparatory to the study of the practical arts. As everything cannot be learned in four years, either theory or practice must be, in a measure at least, postponed to a future opportunity. But if the scientific theory of the arts is ever to be acquired, it is unquestionably first in order of time. The corner stone must be laid, before the superstructure is erected.”

Their argument is a healthy reminder of the long tradition in American culture of the value of being a generally educated person and lifelong learner, no matter what your job or career. Benjamin Franklin is perhaps the most well known proponent of this position, but it was also the philosophy of Ambassador James Scott Kemper, the founder of the James S. Kemper Foundation. He knew the most successful employees would have these characteristics.

Not only a strong workforce but also the success of our democracy depends upon a generally educated populace of lifelong learners.

Beyond that, the excerpt offers a corrective to the common idea that college should give one all the education needed for one’s career, rather than simply the basis for learning the specifics. As the Yale faculty point out, not everything can be learned in four years.

A college education should be the foundation on which we can construct learning about the peculiar content and skills of each of our careers. Indeed, we will undoubtedly move through a number of careers as we and the world inevitably and quickly change in the future. How could students prepare in college for careers that will not even appear until after they have graduated?

The Yale faculty’s position also presents an argument for college students’ learning their career skills outside the undergraduate classroom. While the faculty may have been thinking about graduate schools or apprenticeships, in our time internships and cooperative education also fill the need.

Finally, it is refreshing to be reminded that there was a time when people who were going to do jobs like manufacturing hats or coaches or silver utensils were deemed worthy of a college education and not confined solely to vocation-technical education. For much of our history, education was more about shaping people and preparing citizens that about career preparation.

First Job Advice

  • May 5, 2011 12:00 pm

Nara Schoenberg, a writer about career matters for the Chicago Tribune, recently posted a helpful piece about first job faux-pas which included some very good advice about how to make a good first impression that will follow you in your career. The same advice holds true for internships. You can read the original article by clicking here.

I would like to add a couple pieces of advice we have learned from the experiences of Kemper Scholars.

Never ask to leave early because your work for the day is complete. The work day is the work day:  it is the time you are being paid for. If you have finished your list of tasks, ask your boss or a colleague if they have work you could do to help them out. The positive reputation you get will be worth much more than the extra hour of free time.

Return missed phone calls and answer emails the same day. In your social life you may be used to texting rather than emailing. In the workplace email and telephoning remain the communication methods of choice, especially when people need something quickly. Make it a practice to respond to every one you receive each day before you leave work. If you cannot respond with the information or do the task you were asked to do, just tell them when you will get back to them. An immediate response will create a positive image of your responsiveness, organizational skills, and competence. And it is likely to get you a timely response when you need it.

Listen to the entire voice mail message and read the entire email message carefully.  Nothing is more frustrating than sending an email with a request for three things and getting a response to only one of them. Take the time to note exactly what you are being asked for and produce it or explain why you cannot.