Cultivating Community as Research and Evaluation Directors

Just last week, I had the honor and pleasure of attending and presenting at the National Network of Education Research Practice Partnerships (NNERPP) Annual Forum. This year's forum was co-hosted by the Metropolitan Educational Research Consortium (MERC)(https://merc.soe.vcu.edu) on the campus of Virginia Commonwealth University in Richmond, VA.

In case you are unfamiliar, NNERPP (https://nnerpp.rice.edu) is a professional learning community that aims to develop, support, and connect partnerships between education agencies and research institutions in order to improve the relationships between research, policy, and practice. It's essentially a space for folks who are passionate about creating and sustaining effective research-practice partnerships (RPPs) in education.

NNERPP is one of my dear professional homes—simply stated, these are “my people.” I joined NNERPP as a newly hired Research Associate at the Friday Institute back in 2018. Since then, I’ve attended and presented at several forums, served on the Steering Committee, and gained a host of RPP friends across the country.

Since returning from Richmond, I've had some time to reflect on the profound impact NNERPP and similar communities have had on my professional journey in Research Administration. They have truly enriched my experiences as a leader. Therefore, as we close July, I want to focus this month's newsletter on the importance of Research and Evaluation Directors finding and cultivating community.

Why Community Matters

Community, in this context, refers to a network of peers and colleagues who share similar professional interests and challenges. It is a group of individuals who come together to support one another, share knowledge, and collaborate towards common goals. There are countless reasons why community matters for those serving in a leadership position on Research and Evaluation teams; however, for the sake of brevity, I will highlight four key reasons.

Reason #1: Flexing Your Learner Muscle

A few months ago, I discussed the importance of fostering a learner mindset on Research and Evaluation Teams (see https://www.dhirubhai.net/pulse/fostering-learner-mindset-within-your-research-team-callie-womble-inoye/?trackingId=HRAa4YHHRXiX9X6anNtSrA%3D%3D if you are interested). When Directors cultivate community, they are flexing their learner muscle and welcoming shared learning experiences. Engaging with peers who face similar challenges and opportunities allows for the exchange of ideas and best practices. This shared learning environment can lead to innovative solutions and enhanced strategies in our respective roles. By bouncing ideas off each other, leaders not only refine our thoughts but also gain new perspectives that can drive our work forward.

Reason #2: Amplifying Your Belongingness

Humans are innately social creatures; we have a biological desire to build bonds with others. When Directors develop a network of colleagues who understand the unique pressures and demands of our positions, it can provide much-needed emotional and professional support. After all, it’s comforting to know there are others who “get it” and can offer advice or simply a listening ear.

Reason #3: Avoiding Burnout

Avoiding burnout appears to be a growing theme within my newsletter, and you can thank my Public Health training for that :-) I am a huge proponent for a healthy work-life balance or integration for leaders. Investing in our own well-being is not just beneficial for us individually but also for the teams we lead. When we are well-rested and mentally balanced, we are better equipped to handle the demands of our roles and provide the necessary support to our teams.

As Directors, we are often pouring out to our teams, mentoring, coaching, and providing guidance. All of this is necessary and important. However, as the saying goes, “you cannot pour from an empty cup.” In other words, if we do not invest time in our own personal and professional development as leaders, we can easily become burnt out. Burnout is a significant issue in leadership roles, often resulting from chronic workplace stress (Edú-Valsania et al, 2022; Maslach & Leiter, 2016). This stress, if not managed properly, can lead to decreased productivity, strained relationships, and even serious health problems.

However, when Directors prioritize fostering relationships with role-alike colleagues, these connections can help us to fill our cups so that we can be our best selves for our teams. Networking with similarly-situated peers provides a platform for sharing experiences and strategies to manage stress, ultimately contributing to a healthier work-life balance.

(For more on avoiding burnout see last month's newsletter on the importance of prioritizing rest: https://www.dhirubhai.net/pulse/embracing-rest-prioritizing-pto-research-evaluation-callie-womble-xvfee/?trackingId=5q%2BQnkFYQ96H%2Fra8kswbIA%3D%3D)

Reason #4: Going Further, Together

If I were to succinctly summarize the importance of cultivating community in a single phrase, it would be the African proverb, "If you want to go fast, go alone. If you want to go far, go together." American culture often glorifies the idea of individual accomplishment and achievement; however, this is a flawed image. Very rarely is anything wonderful achieved in isolation. Instead, it is within the framework of a community that we find the strength, resources, and inspiration to accomplish great things. When leaders connect with one another connections often lead to collaborative projects that can have a significant impact. Working together with like-minded leaders can augment our efforts abundantly and lead to more effective outcomes for us all.

Conclusion

As summer winds down, I encourage you to reflect on the importance of cultivating community in your own leadership journey and identify at least one learning community you can engage with (or re-engage with) this fall.

Engagement may look different for everyone depending on your capacity and needs. Cultivating community doesn't always have to be a significant time commitment; even small, consistent interactions can yield substantial benefits. Here are some ideas to get you started:

1. Sign Up for an Organizational Membership or Newsletter: Stay informed about industry trends and developments by subscribing to newsletters or joining professional organizations. This can keep you updated on the latest research, events, and opportunities within your field.
2. Participate in an Online or Virtual Meeting: Connect with peers from the comfort of your home by participating in online or virtual meetings. These platforms offer a convenient way to share insights, discuss challenges, and collaborate on solutions without the need for travel.
3. Attend an In-Person Networking Event: If you prefer face-to-face interactions, consider attending an in-person networking event. These gatherings provide valuable opportunities to build relationships, exchange ideas, and explore potential collaborations.
4. Join a NNERPP Subnetwork: NNERPP Subnetworks are specialized learning communities within NNERPP organized by topic or role. Joining a Subnetwork is an excellent way to access valuable resources and collaborate with colleagues who are passionate about similar topics. You can learn more about them, sign up, or nominate a colleague to participate here: https://nnerpp.rice.edu/subnetwork-sign-up-page/
5. Invite a Colleague to Coffee or Lunch: Sometimes, the most meaningful connections are made through simple, informal interactions. Inviting a colleague to coffee or lunch can be a great way to catch up, share experiences, and strengthen professional bonds.

Conclusion

Finding and cultivating a community as Research and Evaluation Directors is not just beneficial; it is essential. It enables us to pour into our teams from a place of fullness, supported by a network of peers who inspire and uplift us. Let’s continue to build these connections and support each other in our professional journeys.

Anything I missed? Let's chat about it in the comments!

Always Cheering For You,

References

• Edú-Valsania, S., Laguía, A., & Moriano, J. A. (2022). Burnout: A review of theory and measurement. International journal of environmental research and public health, 19(3), 1780.
• Maslach, C., & Leiter, M. P. (2016). Understanding the burnout experience: Recent research and its implications for psychiatry. World Psychiatry, 15(2), 103-111.