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Collegial Conversations, December 2007
Through these conversations NAFSA hopes to target the best practices and experiences of some of international education's preeminent leaders. Every month the International Education Leader Development Network will ask one of its subscribers to answer the following three questions. Over the coming year we hope to see many unique and thought-provoking answers.
Yenbo Wu
Yenbo Wu has been Associate Vice President for International Education at San Francisco State University (SF State) since January 2007. Prior to the current position, he was Director of Office of International Programs, and Associate Professor in Educational Administration and Interdisciplinary Studies at SF State from July 2000. Previously, he was Director of Office of International Studies and Programs at University of Wisconsin-Milwaukee (UWM). From 1991 to 1996, Yenbo was at University of Nebraska-Lincoln (UNL), first as International Program Coordinator and then as Director of International Student Programs and Recruitment. He also worked in the Office of International Students and Scholars at State University of New York at Buffalo (UB) from 1987 to 1991.
Yenbo received his undergraduate education in English Language and Literature from Capital Normal University, formerly Beijing Teachers College (BTC). He earned his Master of Education in Teaching English as a Second Language and his Ph.D. in Comparative and International Education, both from UB. His research interests include comparative higher education, multicultural education, cross-culture communication, and second language learning and acquisition.
Hi service in the international education field includes serving as Nebraska State Representative for NAFSA; Chair of NAFSA ChinaSIG for three years, NAFSA China Coordinators for another three years, Executive Committee member of AIEA (Association of International Education Administrators) for three years, and Peer Review Committee member for Fulbright-IEA for Japan and Korea for three years (Chair for two); member of ETS-TOEFL Advisory Committee (Access) in 2001, and member/chair of the COOP Mini-Grant committee; member of Screening Committee for NSEP Scholarships (Western Region); member of Northern California Fulbright Scholars Enrichment Programs Committee; and member of Internationalization Working Group of the California State University System.
During the month of December, Yenbo answered questions and offered gems of wisdom. View the archived discussion now!
There are areas that, I believe, most of us want to make priorities. To be a strong advocate for international education is on the top of my list. We are strong and genuine believers in international education, and we need to demonstrate such so that we can lead in the course with credibility. We also need to identify a critical mass of real believers in our own institutions to make it an effective cohort, to be able to make a difference. Sometimes, we may need to educate our colleagues and even our leaders of the importance of what we do. The second priority for me is to be valuable or at least helpful in all the institution's international endeavors. We provide ideas, services, resources, coordination, and other types of assistance for faculty, students, and the university administration, to make it easier for them to accomplish international goals.
As for the specific areas/projects to take up, it is critical to keep in mind to pick the right things to do rather than only trying to do things right. That is priority setting. I have found no set rules on what the right things are, priorities shift over time because of changes in contexts and environment. Therefore, we need to be flexible and regularly re-visit our priorities and make necessary adjustments. As long as we have a clear goal in mind, and the priority projects/programs/activities serve to reach that goal, we should be doing fine. Sometimes, we may end up having to deal with things urgent first. We just need to be very conscious that we cannot always be entangled with urgent matters. There are things important that we have to attend to.
Once it is determined what to do, how to do it well becomes key. I see effective communication as a crucial element in any success, and much of that effective communication means emotional intelligence and diplomacy. It wins us support, understanding, respect, and trust, which are essential for overall success of our operations and for reaching the goals and objectives in our institutions internationalization.
Some things can be learned from those "how to" books. But the book knowledge will be much more meaningful if it is effectively combined with learning from others - colleagues, peers, supervisors - to put the knowledge into practice. To test the theories and knowledge learned it is extremely helpful to fully participate in a planning activity in any organization. I have been in planning in the office, in the division of office where I work, community organizations, government agencies and committees, university committees and commissions, for projects and programs, even for my annual and daily work plans. Whenever I have the opportunity, I try to be a full participant and have gained a wealth of knowledge and experience in what planning is and what it means to make the plans and prepare to assess them, how to set directions, win consensus, and how to lead in that process.
Not everyone will have the same opportunities to directly participate in strategic planning processes. However, most strategic planning processes are wide open to the public and they actively seek input. To be proactive in these processes creates not only a wonderful training ground for those who are not yet in the leadership positions, but also an opportunity to increase their own visibility for what they know and what they can contribute, which can help lead to certain leadership opportunities. Again, I see the key as being pro-active, particularly for those who are in the earlier stages of their professional career and strive for leadership positions.
The specific books I want to mention here, though, are not in these categories. During this coming holiday season, I most likely will spend some time looking back over two books I read quite a few years back and have referenced regularly. One is Stephen Covey's The Seven Habits of Highly Effective People and the other is Daniel Goleman's Emotional Intelligence. I have read quite a few "how to" books over the years and many of them are laundry lists. When I picked up The Seven Habits, I found it to be directly relevant to my working life. I made a few positive and effective changes in things I do because of this book, particularly in prioritization. To be an effective communicator, the best advice I have found so far is from Emotional Intelligence. Although it is a scholarly book in psychology, it is written in a plain language and the content is very intimately linked to our daily lives. Both books may be talking about common sense. But I have found that it is common sense we sometimes have lost and of which we need to be reminded.
Yenbo Wu
Yenbo Wu
Yenbo received his undergraduate education in English Language and Literature from Capital Normal University, formerly Beijing Teachers College (BTC). He earned his Master of Education in Teaching English as a Second Language and his Ph.D. in Comparative and International Education, both from UB. His research interests include comparative higher education, multicultural education, cross-culture communication, and second language learning and acquisition.
Hi service in the international education field includes serving as Nebraska State Representative for NAFSA; Chair of NAFSA ChinaSIG for three years, NAFSA China Coordinators for another three years, Executive Committee member of AIEA (Association of International Education Administrators) for three years, and Peer Review Committee member for Fulbright-IEA for Japan and Korea for three years (Chair for two); member of ETS-TOEFL Advisory Committee (Access) in 2001, and member/chair of the COOP Mini-Grant committee; member of Screening Committee for NSEP Scholarships (Western Region); member of Northern California Fulbright Scholars Enrichment Programs Committee; and member of Internationalization Working Group of the California State University System.
During the month of December, Yenbo answered questions and offered gems of wisdom. View the archived discussion now!
What are your reflections on the role of prioritization as a Senior International Officer?
Most of us senior international officers can think of numerous opportunities and see tremendous possibilities to further our own institutions' internationalization. Meanwhile, we frequently find ourselves resource poor - staffing, money, space, and other forms of support. We have to pick and choose what we can do and what we most want to do. We are constantly making decisions on what our priorities are. However, prioritization should not only be a response to the lack of time and resources. We should not be forced to prioritize. We should be proactive in prioritizing. I believe this is a good skill and habit for any effective leader in international education.There are areas that, I believe, most of us want to make priorities. To be a strong advocate for international education is on the top of my list. We are strong and genuine believers in international education, and we need to demonstrate such so that we can lead in the course with credibility. We also need to identify a critical mass of real believers in our own institutions to make it an effective cohort, to be able to make a difference. Sometimes, we may need to educate our colleagues and even our leaders of the importance of what we do. The second priority for me is to be valuable or at least helpful in all the institution's international endeavors. We provide ideas, services, resources, coordination, and other types of assistance for faculty, students, and the university administration, to make it easier for them to accomplish international goals.
As for the specific areas/projects to take up, it is critical to keep in mind to pick the right things to do rather than only trying to do things right. That is priority setting. I have found no set rules on what the right things are, priorities shift over time because of changes in contexts and environment. Therefore, we need to be flexible and regularly re-visit our priorities and make necessary adjustments. As long as we have a clear goal in mind, and the priority projects/programs/activities serve to reach that goal, we should be doing fine. Sometimes, we may end up having to deal with things urgent first. We just need to be very conscious that we cannot always be entangled with urgent matters. There are things important that we have to attend to.
Once it is determined what to do, how to do it well becomes key. I see effective communication as a crucial element in any success, and much of that effective communication means emotional intelligence and diplomacy. It wins us support, understanding, respect, and trust, which are essential for overall success of our operations and for reaching the goals and objectives in our institutions internationalization.
How can someone gain experience in strategic planning and leadership skills?
For those of us who are in a leadership position, who are regularly involved in planning, we learn by doing. For others of us who are not positioned to take up major leadership responsibilities yet, there are also many ways to grow. Expand and assert yourself: expand current job responsibilities, expand to other areas as appropriate, pick up additional projects and programs, and seek leadership opportunities in and outside the institution. Be proactive and do not hesitate to assert yourself into the leadership role and position when appropriate opportunities present themselves. Given the current world of reality, I have found that we very often, if not always, "work in the deficit." We cannot afford to wait for adequate resources and ready opportunities:, they probably never will come.Some things can be learned from those "how to" books. But the book knowledge will be much more meaningful if it is effectively combined with learning from others - colleagues, peers, supervisors - to put the knowledge into practice. To test the theories and knowledge learned it is extremely helpful to fully participate in a planning activity in any organization. I have been in planning in the office, in the division of office where I work, community organizations, government agencies and committees, university committees and commissions, for projects and programs, even for my annual and daily work plans. Whenever I have the opportunity, I try to be a full participant and have gained a wealth of knowledge and experience in what planning is and what it means to make the plans and prepare to assess them, how to set directions, win consensus, and how to lead in that process.
Not everyone will have the same opportunities to directly participate in strategic planning processes. However, most strategic planning processes are wide open to the public and they actively seek input. To be proactive in these processes creates not only a wonderful training ground for those who are not yet in the leadership positions, but also an opportunity to increase their own visibility for what they know and what they can contribute, which can help lead to certain leadership opportunities. Again, I see the key as being pro-active, particularly for those who are in the earlier stages of their professional career and strive for leadership positions.
What is on your reading list?
My readings are not well planned. Two areas of interest for my reading time are history and international education. I hope to draw a lot of lessons and experiences and various perspectives through reading history. I try to keep up with developments in international education by reading books and journals on different cultures, international politics, and related issues.The specific books I want to mention here, though, are not in these categories. During this coming holiday season, I most likely will spend some time looking back over two books I read quite a few years back and have referenced regularly. One is Stephen Covey's The Seven Habits of Highly Effective People and the other is Daniel Goleman's Emotional Intelligence. I have read quite a few "how to" books over the years and many of them are laundry lists. When I picked up The Seven Habits, I found it to be directly relevant to my working life. I made a few positive and effective changes in things I do because of this book, particularly in prioritization. To be an effective communicator, the best advice I have found so far is from Emotional Intelligence. Although it is a scholarly book in psychology, it is written in a plain language and the content is very intimately linked to our daily lives. Both books may be talking about common sense. But I have found that it is common sense we sometimes have lost and of which we need to be reminded.
