Alright – so today we’ve got the honor of introducing you to JoAnne Sweeny. We think you’ll enjoy our conversation, we’ve shared it below.
Alright, JoAnne thanks for taking the time to share your stories and insights with us today. Can you talk to us about growing your team – how did you recruit the first few people, what was the process like, how’d you go about training and if you were to start over today would you have done anything differently?
I have a been a law professor since 2011 but in 2021 I became the Associate Dean of Academic Affairs, which meant that, for the first time, I had a staff to manage and supervise. About a month after I started in this new position, my assistant quit and I had to find a new one. My Dean suggested that I take over some of the time of a faculty member’s administrative assistant who wasn’t getting enough hours from supporting him so we had an informal interview and I brought her on. Such is academia.
So, it wasn’t the hiring that was difficult for me, it was the managing of the employees that I had to learn a lot about. What I got was a crash course in managing work portfolios and interpersonal relationships.
If I were to start over, I would do a lot differently. Because I was new at my job, there was a lot I didn’t know and I let one of my experienced employees take the lead a lot, which led to her kind of acting like she was my boss and not the other way around. The dynamic didn’t really bother me because the work was getting done and I was still learning but I later realized that she was also acting like the boss to my other staff, which ultimately caused confusion in what everyone’s roles were and even resentment between my staff. It was a long and difficult process to untangle everything and assert my leadership role in the department. If I were to start over, I would make sure that my role as leader and supervisor was clear from the start and I would have been paying more attention to the interpersonal dynamics of my staff.
Awesome – so before we get into the rest of our questions, can you briefly introduce yourself to our readers.
I have been a law professor at the University of Louisville, Louis D. Brandeis School of Law since 2011. I primarily teach Lawyering Skills but I also teach other classes related to freedom of expression and constitutional law. My scholarship currently focuses on the intersection of feminist jurisprudence, freedom of expression and technology.
Let’s talk about resilience next – do you have a story you can share with us?
I started my administrative role just as we were coming back into in-person teaching and while Covid-19 was still an ever-present threat. I had to create new systems to manage students and faculty during hybrid learning and help students get through law school while they were managing extremely high stress levels. Law school is already stressful and Covid-19 only exacerbated it. I had to be available to students and absorb their anxiety, which was extremely difficult. I relied on my staff a lot during that time and I’m proud to say that we made it through together.
How’d you build such a strong reputation within your market?
I have built a good reputation at my Law School, University, and among academics in my discipline, primarily by showing up for people, keeping my promises, admitting my mistakes, and showing grace when others make mistakes. When I participate in something – a committee meeting, a conference, etc. – I am fully present and do my best to listen to others and contribute when I’m able. If I agree to do something, I will do it, but I am also willing to ask for help or more time to complete it. I know I’m not perfect so I sometimes have to admit to making mistakes but that means I also have empathy for when others make mistakes. I don’t hold others to a higher standard than I have for myself, which, I believe, people appreciate.
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