Christina Papaleo

As I consider my role as a supervisor and reflect on my experiences serving under different supervisors, one quote by Alexandra Trenfor comes to mind: “The best teachers are those who show you where to look but do not tell you what to see.” I believe the same can be said for this particular role, which requires a solidified understanding of self that drives an intentional commitment to selfless giving. Crafting my Beyond the Blind Side and supervision philosophies have led me to this realization: My success as a supervisor is measured by my ability to empower those I serve to identify and utilize areas of weakness as positions of strength. What we see...in our staff, offices, institutions, and even in our personal life...is determined by how we steward the physical sight and internal vision we have been given.

I wrestled with the idea of successfully supervising students as a Graduate Residence Director because I did not understand (or rather truthfully avoided) the foundational key that enables supervision: Self-authorship. Baxter Magolda (2008) defines this as the ability to take control of our life with confidence, without becoming so heavily influenced and dependent upon others (as cited in McNair, 2011). During my internship at the Griff Center for Academic Engagement at Canisius College this semester, I learned the value of a supervisory relationship that is balanced with challenge and support--which is based on Nevitt Sanford’s (1967) Student Development Theory of Challenge and Support. My supervisor frequently offered support to help acclimate me to the position, and never asked for perfection in my performance. But she challenged me to take personal responsibility for my presence in the office, and stay committed to it.

Part of that commitment was understanding the importance of being at the front desk instead of staying in the backroom. While I experienced this in the literal sense, I now value it in the figurative sense. Being visible to those around you, with the intention of fostering a culture of empowerment rather than an attitude of entitlement, is essential to effective supervision. To put it simply, in order to know how to serve people and empower them, you need to be around them. Maintaining an active presence builds trust, cohesion, and opportunities for conversation that allow you to assess the workplace culture.

My values in the workplace are servanthood, self-advocacy, and intentionality. The word “servant” often has a negative connotation, but from a Biblical perspective, it is a well-respected attribute of a leader or supervisor. It is an attitude that balances optimism with empathy--of meeting a person where they are at, and helping them get one step closer to where they want to be. You show them where to look, but then remove yourself so that they figure out what they need to see. To quote Viktor Frankl: “He who has a why to live for can bear with almost any how.” This drives my mission of fostering intentionality, specifically by asking my staff to set daily goals to stay motivated.

I want to be a supervisor who not just speaks truth but walks in truth. I know the dangers of allowing perfectionism and performance to undermine purpose and passion; so that is why I continually call out my blind side while sharing my journey as a young professional. I hope that in time I will reach a healthy state of self-authorship, so that I can be more accessible to my staff, and understand what it truly means to be a student affairs educator: helping other students find their sight after they have spent way too long walking around in the dark, and partnering with them in their vision so they know what it is like to walk in the light.