Tracey Wilen

The USC Davis School of Gerontology and the Casden Institute, with support from The Jewish Community Foundation, will sponsor a meaningful discussion on Ageing issues. Many nonprofits are developing programs and services that address housing, caregiving services, and Older Worker bias. #USCDavisSchoolofGerontology #CasdenInstitute #JFSLA #BetTzedik #Archstone

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Have you ever wanted the breakthrough… but not the process?    In this deeply honest episode, I sit down with Nathan Herzog, an educational leader who now serves as Dean at Biola University after previously serving at William Jessup University. And we talk about something almost no one says out loud: growth is uncomfortable.   Nathan shares what he hears in quiet, “secret conversations” with high achievers: “I want to do this… but this is uncomfortable.”   Everyone wants a breakthrough.   No one hands you a map for the path.   The truth? The process of becoming better requires discomfort. It requires loss. It requires intentionally choosing something challenging.   And one of the most powerful moments in our conversation is this question: Why are you choosing that? What are you choosing this discomfort for?   Training for an Ironman. Earning a PhD. Climbing toward something like Mount Whitney. None of those happens by accident. They require over a year—sometimes years—of intentional stretch.   Growth in leadership is no different. You get to choose your goal. You get to build relationships with your employees. You get to decide which hill is worth climbing.   And when you choose it with clarity, confidence, and courage, the discomfort becomes meaningful instead of miserable.   We also unpack the false beliefs—the lies—that quietly sabotage leaders: ➡️ If I’m not good at something, I shouldn’t do it anymore. ➡️ If I can’t figure this out on my own, I don’t deserve to lead. ➡️ Strong leaders don’t need help. True growth happens when you reach outside of yourself.   Humility is not weakness. Vulnerability is not failure. They are leadership strengths.   It is one of the practices of Grace Space, Connection vs. Protection, that reminds us of our need for others. It is through others that we become ourselves. Protection keeps us small. Connection grows us.   Growth touches every part of us—mind, body, heart, and spirit. It asks us to be learners before researchers. To choose discomfort rather than avoid it. To hear the truth even when it stings.   And yes—it’s vulnerable.   Yes—it’s uncomfortable.   But getting comfortable with being uncomfortable is what allows you to achieve great things. And over time, it makes other challenges feel less intimidating.   This episode is for you if… ➡️ You’re leading and feel stretched. ➡️ You’re leveling up and doubting yourself. ➡️ You’re tempted to isolate instead of reach out. ➡️ You secretly wonder if needing help means you’ve failed. It doesn’t.   People who are growing reach out.   People who are leveling up invite coaching.   People who become stronger choose their discomfort.   If you’re in a season of stretch, this conversation will steady you, challenge you, and remind you that discomfort is not a sign you’re failing.   It may be proof you’re becoming who you’re meant to be.   You don’t want to miss this one. #thelifeyouremadeforpodcast #growth #gracespace #3Clivingandleading

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San José State University: A Powerhouse of Diversity and Social Mobility in Silicon Valley 🚀 As President Cynthia Teniente-Matson says, "Silicon Valley's Public University" was the original startup and original influencers! SJSU isn't just a top-ranked public university; it's a living example of what true access and diversity look like in higher education. Nestled in the heart of Silicon Valley, SJSU is a beacon of diversity, reflecting the incredible community of San José, one of the top five most diverse cities in the U.S.! 💥Feeling proud of how they are driving the future workforce in the heart of the tech world! Here are the key facts on their student body, showing their commitment to equity and student success: 🎓 First-Generation Students: 44.1% of undergraduates are the first in their family to earn a four-year degree, making SJSU a top engine for social mobility. 👉 Over 25% who self-identify as Hispanic/Latino, earning SJSU a federal Hispanic Serving Institution (HSI) designation 👉 Over 35% who self-identify in the AANAPISI (Asian American, Native American, Pacific Islander) category 👉 Over 2,500 international students This cultural, ethnic, and intellectual diversity ensures students have the strongest likelihood of meeting someone different from themselves, preparing them to work and lead in a global industry. 💛💙 #SJSU #HumanizeHer #Podcast

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The latest iteration of “if you have a brain, you have bias®” Why Boards need to lead using Incisive Leadership 🌟 Inspired. Energized. Grateful. A protocol for human connection. The Inclusive Governance Summit at Santa Clara University brought together leaders and changemakers to explore how governance can operate with integrity, courage, and build from intersectional and intergenerational frameworks. A special thank you to the Black Corporate Board Readiness (BCBR) program for championing this vital work and preparing board-ready leaders whose perspectives will strengthen organizations everywhere. One theme that echoed throughout the summit: incisive is the new inclusion. It’s not enough to talk about diversity—we must step back from the constant deluge of gaslighting “news,” pause to see beyond the noise, and ask sharper questions. Only then can boards cut through bias and make decisions that increase trust and accountability. This challenge is even more urgent in an American landscape where 30 of 50 states passed DEI-related legislation by the end of 2024. Boards cannot afford to rely on generic approaches. They need nuanced tactical steps that embrace change while staying true to their company values. That means balancing compliance with courage, translating commitments into action, and ensuring the company values are not just aspirational, but operational. And in today’s landscape, that includes technology. Boards of every size must identify, define, and deploy an AI governance strategy. Without it, we risk embedding bias into our systems and falling short of the very inclusion we seek to advance. Especially critical is the work of addressing algorithmic bias, biased data sets, and the limitations of LLMs, alongside existing institutional biases. These three areas share the same word—bias—but the differences between them are profound. Recognizing those distinctions, and planning strategically for each, is what separates boards that are reactive from those that are proactive. At Percipio Company, we believe that if you have a brain, you have bias®. With awareness and action, leaders can move from bias to belonging®, ensuring governance isn’t just representative, but also incisive, responsible, and future-ready. ✨ Deep gratitude to the organizers, the BCBR program, and all who are advancing this dialogue. The ripple effects extend far beyond the summit.

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5 Daily Micro-Practices that help you catch fear-based reactions before they sabotage team performance. Your stressed-out reactions are contagious. Teams mirror their leader’s fear, creating collective anxiety that kills performance. UCLA research shows simple practices like naming emotions reduce their intensity by 50%. These 5 micro-habits can transform you from reactive manager to values-driven leader.

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The Magnetic Power of Coaching: 15 Leaders Taking the ICF Certification Leap! Today, across 9 industries—from medical to retail, legal to semiconductor, 15 remarkable leaders are stepping into a transformative journey: the Certified Associate Coach program. This path isn’t just about acquiring a credential—it’s about shaping the future of leadership through coaching. With the Corporate Coach Academy as their guide, these professionals will deepen their skills over the next 3 months. From mastering coaching frameworks to fostering growth mindsets, they’ll be well equipped to empower others. What’s powerful is seeing leadership evolve: not just directing teams, but coaching them to thrive. As they embark on this ICF journey stsrting today, these leaders are not only investing in themselves—they’re creating a ripple of impact in their organizations and beyond. Let’s walk this path together! Corporate Coach Academy (CCA) Malaysian Coaches

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Because sometimes, like these times, comic relief and levity feel so out of reach, if you're interested in a few tools from my UCLA class that can help, I have them!

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The UCLA Tarjan Center announces an upcoming webinar: Demystifying #Disability Benefits: Practical Knowledge for College Professionals Supporting Students with #Disabilities Many college students with disabilities, including developmental disabilities such as #autism or intellectual disability, receive, or may be eligible for, federal disability benefits. This webinar is designed to equip #postsecondary education professionals with foundational knowledge to better support students as they navigate these often complex systems. Scarlett vonThenen from the #California State Council on Developmental Disabilities, will provide an overview of common disability benefit programs, how benefits are typically calculated, and how employment may impact eligibility. She will also discuss work incentives and savings options that can support long-term independence and financial stability, as well as share resources for students and families seeking additional guidance. This webinar is open to all who are interested and will be relevant to a wide range of higher education and workforce professionals. It may be especially helpful for those working in disability services, financial aid, career centers, workforce development programs, and specialized college programs for students with disabilities, as these roles frequently involve navigating questions and concerns about disability benefits. Event Details: When: Wednesday, February 4, from 9:00–10:30 am Pacific Time Where: Online (Zoom) Register at  https://lnkd.in/gfxzAG4V #DisabilityServices #DisabilityBenefits #DisabilitySupport #DevelopmentalDisabilities #IntellectualDisabilities Christofer Arroyo Dr. KD Harris California Community Colleges #EquityInEducation

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A key area of focus for the University of California, Irvine - The Paul Merage School of Business is preparing the next generation of board directors. Disruptions from technology, demographic shifts, regulatory changes and macro-economic global factors all mean that the boards of tomorrow are likely to need new types of directors. In order to develop these leaders, the Paul Merage School of Business, in partnership with UCLA, this year launched a new Corporate Governance for Chief Human Resource Officers program. This program attracted HR leaders from a wide variety of leading organizations. I am very pleased that this innovative program was recently covered by Forbes magazine. The Merage School looks forward to offering this program and other innovative courses to support excellence in company governance. https://lnkd.in/gK5C32ZE

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Career readings provide clarity and actionable insight to: ✔ Navigate workplace politics with confidence ✔ Identify strengths, passions, and hidden opportunities ✔ Align skills with goals when aspirations feel blocked ✔ Acquire meaningful strategies to create fulfillment and real accomplishment Learn how evidence-based psychic work can be a constructive tool for decision-making and personal growth. https://lnkd.in/gS9RzD9v

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Who Should Sit on the Boards of Educational Institutions—and At What Cost? Board composition in educational institutions is rarely a neutral design choice. It is a strategic signal—about what an institution values, how it defines success, and whose lens shapes its future. Industry leaders on boards bring undeniable strengths: market realism, governance discipline, financial prudence, and employability perspectives. But an over-weighting of industry voices can quietly tilt decision-making—where academic questions are interpreted primarily through a business lens, and educational value is assessed using corporate logics of speed, ROI, and short-term outcomes. Yet the opposite extreme is no less risky. Boards composed solely of academics may drift into closed epistemic loops—rich in intellectual depth but disconnected from industry evolution, technological shifts, and workforce realities. Such boards risk protecting tradition over relevance, continuity over change. This creates a persistent dilemma: How much industry perspective is enough—and when does it become dominant? When does governance begin to steer academic judgment rather than enable it? Who safeguards the educational mission when competing logics sit at the same table? The challenge, therefore, is not choosing between industry and academia—but designing a balance that preserves academic autonomy while ensuring real-world relevance. Boards of educational institutions require a deliberate architecture—one that recognises that education is not a business alone, nor is it an ivory-tower pursuit. It is a public good, a talent pipeline, and a knowledge institution—simultaneously. Perhaps the real governance question is this: Are our boards diverse by designation, or balanced by design? #AcademicGovernance #BoardEffectiveness #HigherEducationLeadership #EducationPolicy #InstitutionalDesign #BschoolLeadership #GovernanceMatters

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Notes from the field: Founders like Tony Christ literally have been creating solutions for the creative community for over a decade. I get up every day to ensure founders like this have access to the opportunities and infrastructure to thrive. Every. Day.

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I recently had the opportunity to facilitate a workshop with colleagues in the Humanities at UC Irvine focused on burnout, motivation, and sustaining well-being in emotionally and cognitively demanding work. What continues to stand out to me in these conversations is how deeply committed faculty and staff are to their students, their disciplines, and their institutions AND how often that commitment comes with invisible emotional labor, chronic stress, and pressure to keep pushing through. Rather than framing burnout as an individual failing or something to “fix,” we focused on a different approach: How awareness, values, boundaries, peer connection, and organizational culture ALL play a role in sustaining people over the long term. I’m grateful for the openness, engagement, and thoughtful dialogue from the Humanities team, and for leadership that recognizes the importance of creating space for these conversations. If your unit, school, or organization is thinking about how to better support faculty and staff in high-demand environments, I’m always happy to connect and share what we’re learning. #HigherEducation #FacultyWellbeing #StaffWellbeing #Burnout #SustainablePractice #Leadership #AcademicLife

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Had a great, lively conversation with the Santa Clara University Leavey School of Business Exec MBA students sharing my entrepreneurial journey and lessons learned. Thank you Dr. Dennis Charlebois for the invite. A few tips if you’re thinking about starting a company: 1️⃣ Find cofounder(s) who truly complement you. You can’t be great at everything. Sales, marketing, product, engineering — they’re all different skill sets. (And no, ChatGPT is not a cofounder 😂) 2️⃣ Get feedback early and often. Talk to customers, watch how people actually use your product, and build in analytics from day one. It’s the fastest way to know if you’re really finding product–market fit. 3️⃣ Be disciplined about burn. Know your costs, your runway, and plan fundraising accordingly. Giving your idea enough time is everything. Bonus: stay positive but realistic. As a founder, you set the tone. Your energy shows up in the culture and morale more than you think. I became an entrepreneur because I wanted to create something worth sharing. Know your why — and if you believe your idea can help people, don’t keep it to yourself. Get it out into the world. What’s your top tips for students interested in being an entrepreneur? #entrepreneurship #startuplife #SCU #Broncos #founderjourney #ExecMBA #leadership

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WANT BREAKTHROUGHS? REFRAME THE QUESTSION Why do some institutions accelerate transformation while others stay stuck? Often, the answer lies not in having the right solution—but in having the right question. As Edwin Friedman and others have observed, real breakthroughs begin when we stop looking for better answers and instead reframe the question itself.   WHY REFRAMING MATTERS   Reframing helps institutions break free of binary thinking and discover new strategic paths. Reframing is not about semantics. It’s about shifting perspective—often from control to learning, from efficiency to adaptability, or from fear to possibility. HOW TO REFRAME INSTITUTIONAL QUESTIONS   1.     Start with the current framing: What question is guiding your decision-making? (“How do we increase enrollment by 10% next year?”) 2.     Surface the assumptions: What does the question assume about the problem, the solution, or what success looks like? 3.     Reframe toward purpose, possibility, and agency. Ask a broader or deeper version: “What unmet needs could we serve more effectively than anyone else?” “What would a thriving student body look like in five years—and how might we build toward that future?” Here are some examples. MIDWESTERN REGIONAL UNIVERSITY   Original question: “How do we compete with regional publics for commuter students?” Reframed question: “What new value can we offer to learners underserved by current models?” Result: The institution launched a hybrid workforce development program in partnership with regional employers—creating a new revenue stream and doubling adult enrollment in two years. (Source: AASCU Student Success Innovations Report) URBAN PRIVATE COLLEGE   Original question: “How do we cut academic costs without harming quality?” Reframed question: “What academic model would best prepare our students for the lives they want to lead?” Result: Shifted to a modular, interdisciplinary core curriculum co-developed with alumni and employers. Student engagement and retention rose measurably. (Source: Georgetown University’s “The Future of Higher Education” project)   FAITH-BASED LIBERAL ARTS COLLEGE   Original question: “How do we reverse the decline in applications?” Reframed question: “What is the deeper story we’re inviting students into—and how are we living that story ourselves?” Result: Launched a strategic narrative campaign grounded in mission and student purpose. Applications stabilized, and yield increased as prospective students resonated with the message. (Source: CIC Presidential Vocation and Institutional Mission initiative) Reframing questions doesn’t guarantee easy answers—but it opens the door to different ones. Sometimes, that shift in perspective is all a president, provost, or board needs to start moving again. #HigherEdLeadership #StrategicThinking #InstitutionalChange #LeadershipDevelopment #Reframing #UniversityStrategy #ExecutiveCoaching #InnovationInEducation

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