For many supervisors, this is where AI is beginning to play a role, helping draft messages, organize thoughts, and prepare for challenging conversations. In a recent Supervisory Conversations session, many managers shared that they are already using tools like Gemini to support their communication and day-to-day work, from refining email tone to preparing for difficult one-on-one conversations.
But as AI becomes faster and more capable, an important question remains: where does the tool end and the leader begin? This month, we explore how supervisors can use AI as a helpful support, not a replacement. We also share a few simple habits, like revising AI responses, asking questions about the output, and setting clear expectations. These steps can help you use AI wisely while staying focused on what only you can do as a leader.
Great leadership starts with understanding who you are — and who you’re becoming. In the first of a new periodic series profiling university supervisors, we spotlight Lovey Peissig.
Faculty and staff consistently report that they rely most on their direct supervisor and department head for information about priorities, change, and direction. When managers fail to communicate strategically, they create an “information vacuum.” That vacuum is quickly filled by rumor, speculation, and uncertainty, which erodes engagement and trust. The article below highlights three essential ingredients of effective communication and offers three practical everyday tips for improvement.
Not every voice in your team gets equal airtime. Valuable ideas or suggestions can remain quiet, even in your most collaborative meetings. In higher education, where innovation, experimentation, and cross-department collaboration drive success, missing these perspectives can lead to missed opportunities for improvement and disengaged employees who don’t feel heard. Explore practical, everyday strategies supervisors can use to bring hidden ideas to the surface, ensure contributions are recognized, and strengthen the connection and commitment of every team member.
You've likely heard the term "psychological safety" used in leadership articles and workshops. Too often, it’s described as a concept, mentioning its importance for collaboration, innovation, team climate, performance, and resilience. The challenge is understanding what it looks like in your daily work.
As a supervisor, how do you create psychological safety on your team? (Hint: It's not about making everyone comfortable or getting them to agree with each other.)
Do you ever hesitate to speak up because you don’t want to upset a good working relationship? In higher education, where collegiality and collaboration are highly valued, many supervisors struggle with the tension between being liked and being respected. It’s a common dilemma, especially for those leading former peers. However, focusing too much on likeability can lead to harsh consequences, from unresolved conflict to diminished team trust.
Whether your summer is packed with student orientations, onboarding, and prepping for fall -- or gives you a rare break to tackle long-delayed projects -- it’s a valuable time to pause, take stock, and make intentional choices as a leader. In this issue of Leadership Insights, you’ll find curated tips and reader favorites to help you recharge, refocus, and lead with purpose.
Managing up is about being thoughtful and strategic in how you work with your supervisor, so that you can get the support you need, share your ideas effectively, and move important work forward. It’s not about managing your manager, it’s about making the relationship work better for both of you.
