Blog from Grace E. Henry, Assistant Dean for Diversity and Inclusion, School of Medicine and Health Sciences
My initial GWALA nomination was for Cohort 3 in 2022. Although I wasn’t selected, as life would have it, it turned out that it wasn’t the right time for me to participate after all. The fall of 2022 through the spring of 2023 marked the end of my nearly 20-year role as my mother’s caregiver. Since then, I’ve been reflecting on what “upskilling” looks like at this point in my career. I’ve had colleagues from past cohorts who strongly encouraged me to make GWALA a part of my professional growth. So, when I received the email in Summer 2024 notifying me that I had been selected, I knew the time had finally come.
Like many cohort-based learning opportunities, the greatest asset of GWALA is the chance to meet people you’d likely never have worked with by chance. It’s not often that I get the opportunity to engage with colleagues from the Corcoran School of Arts and Design, the Law School, or the Department of Speech, Language, and Hearing Sciences. Nor would I typically have the chance to speak with Provost Bracey for a non-emergency reason. If GWALA did nothing else, it temporarily broke down the silos we often talk about but, in reality, might secretly cherish. I loved being part of a group of colleagues, some new to their roles and others more advanced, all seeking to become better leaders of themselves and others. So much of our day-to-day is consumed by meetings, managing workplace challenges, or searching for missing itemized p-card receipts! GWALA provided protected time and space for meta-cognitive reflection. The ability to think about thinking was the "exhale" I desperately needed.
The session I found most memorable was Session Four: Conflict Management, led by Geneva Henry, Dean of Libraries and Academic Innovation and Vice Provost for Libraries and Information Technology. “Sometimes you just have to make a decision.” That simple statement resonated deeply with me. The pre-work for the session included completing a conflict styles assessment, which revealed that my style is “compromising”—striving to meet halfway and ensuring both sides’ concerns are heard. Vice Provost Henry pointed out that while listening is one of the most important things a leader can do, ultimately, those we lead will place greater value on our ability to make decisive choices.
This session made me reflect on the closest relationship in my life that currently had conflict: my landlord-tenant relationship. I realized I often made concessions where I simply needed to make a clear decision. I shared with the cohort that I had finally decided to put my condo up for sale, a decision I had hesitated to make because I was overly focused on what would happen to the tenants. Although it was a difficult conversation, it was necessary. Looking deeper, I recognized that my tendency to compromise with my tenants was an extension of my caregiver identity. I had struggled with the sudden end of my caregiver role, and that emotional shift was impacting my leadership style. Vice Provost Henry encouraged us to identify the emotional triggers that affect our interactions and our problem-solving abilities.
I now embrace my ability to compromise as a strength, not a liability. Caregiving taught me how to thrive under pressure, find solutions in seemingly impossible situations, and remain hopeful even in the most challenging times. These skills, among many others, are essential in leadership. GWALA helped me realize that I have the tools I need to lead those who depend on me, and it reminded me that I don’t have to do it alone.
I’m grateful for my Cohort 5 colleagues and look forward to working with you all in the future.