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An audio version of this blog post may be found here.It was the first morning of my vacation. The restaurant at the resort had a waiting list for breakfast patrons. The hostess took my phone number and said I would be called when a table opened. I thanked her and walked to find a comfortable spot in which to wait. Not far from the dining room, guests could choose to linger in any of three adjoining rooms--the bar, lobby, or library.I chose to wait in the library. The room was ringed with mahogany shelves carefully adorned with books and creative objects.  Statues, framed paintings, and board games were on display. The room reminded me of magazine covers from Architectural Digest or Good House Keeping. The many chairs and couches were positioned to invite guests to linger in small groups, or to simply sit and read. I picked a chair facing the wall of windows. The windows provided a view of the sprawling pasture setting. I noticed a scrabble board was set on a table near the windows and a chess game was set at another table near the entry door. I, indeed, felt as if I was visiting a friend or relative’s home.As I waited, not because they were loud or intrusive, I overheard a grandfather teaching his grandson to play chess. The boy was about six or seven years old. With the grandfather seated on one side of the board and the boy, kneeling in the chair on the other side, the granddad invited the boy to make the first move. As they played, the grandfather patiently explained the way the boy might move varying pieces. Several times, he encouraged the boy to consider a strategy. At the end of the game, the grandfather showed the boy how to reset the board for the next people who might want to play. I overheard the grandfather say he had taught his daughter, the grandson’s mother, how to play chess when she was about the same age as the boy.Even when I am on vacation, I am thinking about and identifying teaching moments. This tender teaching moment between grandfather and grandson was poignant, delicate, and beautiful. It was not extraordinary. Its beauty was in the ordinary occasion of a grandfather taking time, one-on-one, to play with his grandson.Some of the best, most tender, teaching occurs one-on-one.Classrooms can be marvelous arenas for superb teaching. Classrooms can be sites where the relationship between instructors and learners transforms. Equally ripe with possibility and beauty are the one-on-one relationships between faculty and students which happen beyond the classroom. Teaching students in one-on-one modes has the potential to assist students in ways that the classroom encounter cannot. The opportunity of a sustained conversation with one student can sometimes lead to a long-lasting, life-changing connection.While I was on a faculty, with intention, as part of my teaching agenda, each year I chose to work with a student teaching assistant (TA) and a student research assistant (RA). I considered these relationships with students as key to my teaching responsibility as the courses I taught in classrooms.My practice was to meet weekly with each of the two students to facilitate our prescribed tasks. Then, once a month, if the students were interested, I would convene them for a meal to discuss larger theological issues, hear how they were managing in the day-to-day reality of graduate school life, and encourage conversation about their occupational aspirations and dreams. My aim for these one-on-one relationships was to aid their health and success.I honed my listening skills by teaching one-on-one. Spending time in one-on-one conversations allowed my primary focus to be on the questions, curiosities, abilities, and perspectives of the student. These one-on-one relationships allowed me to make stronger recommendations for further graduate study, employment options, or give my opinion about life’s unexpected twists and turns.  A regular dimension of this kind of teaching was when I was able to write very considerate, in-depth, letters of recommendation for my students because I knew the student as a person and not just as a student who had done well in my class. Occasionally, if there was trouble, my relationship with the TA or RA allowed for convincing intervention or advocacy.My practice of intentionally constructing ways of working one-on-one with students comes from my own experiences in graduate school. When I was in graduate school, the professors for whom I was their TA and RA became my career-long mentors and friends. The three-faculty people who I worked closest with in graduate school have been influential in guiding my entire academic career.Recently, I referred one of my current mentees to my mentor for guidance on an issue for which he had expertise. I told my mentee that I was putting them in touch with their “grand-mentor.”Through these connections I know I am a better teacher and colleague. Last week, a mentee who serves on a university faculty and just received tenure, called me and asked me to talk with one of their doctoral students. I was delighted to assist. Just like grandfather was so glad to teach grandson, I am overjoyed to reach out and support a student of my student.

(An audio version of this blog may be accessed here.) The rank of senior scholar is the highest and most revered. The hierarchy of the academy creates senior scholars by assigning newly minted faculty with the status of junior scholar, then over several years through a process of review, tenure and/or promotion, some colleagues reach the status of senior scholar. Promotion to senior scholar, as either Associate Professor, or Full Professor, is perceived as a badge of worthiness and nobility. The academy requires professorial participants to either ascend or be jettisoned. In some schools, earning the status of senior professor means having fought, brawled, struggled, and won. Senior scholar status is entitled to previously unavailable resources, and opportunities—goodies not afforded the junior scholars. Senior scholars are expected to have responsibilities and obligations which are not the onus of junior scholars. However, at some schools, there is not a clear demarcation between the obligations of junior or senior scholars—juniors are given duties and responsibilities similar to, or aligned with, those given to senior scholars. All this is to say, there is a great deal of variation between schools when one considers the culture, hospitality, duties, and obligations attributed to junior/senior scholar status. I am not suggesting that one model is superior to the others. I am suggesting that one needs to read the context and know which model is functioning in the school where they are employed. Who teaches senior professors how to be good senior professors? How do senior professors get mentored into their duties, power, influence, obligation? Who shows senior scholars how to transition from the institutional patterns, habits, and behaviors of junior status? How does the institution assist senior scholars in becoming their most generative selves in this season of seniority? By what process are senior scholars given permission to wield their power for the best impact upon students, community, and the institution’s future? What if most senior scholars operate as novices in the community structure? What if, without senior scholars who are mindful and present, the community cannot become healthy nor flourish to its potential? As I think of my own vocational journey, I have not been privy to conversations about identity as a senior scholar. Without benefit of critical reflection for planning, and without imaginative reflection for doing, it has not been easy to know what to do, or how to be, or what to be about, as a Full Professor.  I have never been part of a conversation which helped me parse, decide, live-into, or imagine how the authority of the rank of senior scholar could be used, might be used, or should be used. When I was promoted to the rank of Full Professor, I was glad for the pay increase. Equally true was my lack of interest in the institutional loyalty that was so often inferred by some administrators. I have learned to be a senior scholar by watching and engaging, that is, by trial and error. I have learned from the modeling of others only because I paid attention to those in this rank and wondered about their lives and professional decisions. In so doing, I have noticed three personas of senior faculty, or three modes of professionalism for the highest faculty rank: Gatekeeper, Historian, Elder. I am sure there are other modes. For now, I want to describe these three. Senior Scholar as Gatekeeper The gatekeeper recognizes the power and influence of the highest rank and intentionally wields that power in decision making opportunities which form and shape the institution and its future. In acknowledgement of the gatekeeper’s authority, colleagues assign the gatekeeper as chair of the most central and significant committees. The gatekeeper is consulted on major institutional decisions by the highest administrators including the trustees. If this persona is considerate, gracious, humble, community minded, and collaborative, the colleague is contributing to an ethos of cooperation, deep listening, and shared care. The danger of this persona is when the person operates through power-mongering, tyrannical, opportunistic, mean-spirited, and bigoted decisions. Schools can be treacherous when these people attend to maintaining the oppressive status quo which results in deepening the toxicity of the school’s ecology. Senior Scholar as Historian This persona works as being the reminder, the memory keeper, or the historian. Having served on the faculty for a long period of time, the person has a long memory from years of experience and participation. When the new people, new programs, new projects, or curriculum changes are considered, the person playing the role of historian will recount the moments when, in the past, a similar attempt was considered or made. The voice of the historian is often used to hold the institution accountable to the mission, legacy, and tradition. The historian often holds dear those colleagues who are no longer employed by the institution or no longer members of the faculty by invoking their names at meetings or telling stories about “the good old days.” This persona can be quite helpful as an institution plans for the future and is able, with memories of the past, to press forward and adapt. The person can also hold the institution hostage to the past and to earlier decisions which are not adequate for unfamiliar futures. Senior Scholar as Elder This person may or may not be elderly, per se. This person recognizes that they are no longer in the fray of accomplishing status and rank, and makes use of this phase of professional life to regularly provide insight, wisdom, and assistance to others. This person uses their power and influence to build community, mentor others, and be personally creative. They create time to regularly sit with individuals and groups for wise counsel. The communal role of the elder is reinforced by the way members of the community respect them and treat them with kindness, deference, and regard. They are admired and respected. Elder scholars will often take on the mantle of making “good trouble” so that the more vulnerable colleagues are not blamed or receive retaliation in difficult institutional battles. They can afford to risk, stick-their-necks-out, knowing their status means that they will receive little reprisal. I suspect I most admire the mode of elder because I come from a tradition that promotes, and depends upon, those at the highest ranks to reach back, reach down, reach out, and help. The Black church tradition has its gatekeepers and its historians. But we revere our elders. In my tradition, we defer to Big Mama, Mother of the Church, the Saints, the Teachers, and the Prayer Warriors. I am working on my elder persona. The toxic environment which plagues so many faculties is not lodged in the brick, mortar, and drywall of buildings. The toxicity permeates the relationships of the community. The lack of care, unfriendliness, bigotry, and acts of dehumanization reside in the ways people treat one another. Toxic environments—relational patterns of ugliness, shaming, blaming, ruthlessness, and deadly competition—might be inherited, but they are upheld and maintained by our choices of continued violent behaviors, lack of relational skills, and low emotional intelligence. Senior scholars, as gatekeepers, historians, and elders have the power and authority to shift and repair toxic environments in schools—if we would.

In 1998, the movie, You’ve Got Mail, cast an unlikely couple, played by Tom Hanks and Meg Ryan, who fell in love over email exchanges. The film brought to the big screen the unforgettable computer-voiced announcement “You’ve got mail.” The scenes were classic and represented many email users who eagerly anticipated hearing their computers say “You’ve got mail” each time a new electronic mail message arrived.  The Hanks and Ryan characters would painstakingly compose an email message, hesitate, and then hit “enter” or “return.” On the other end of the dial-up Internet connection was the recipient who sat on the edge of his or her seat, just waiting for something interesting, encouraging, or perhaps inspiring, to arrive from the anonymous love interest. Much has changed in digital communication since the days of dial-up, AOL, and “You’ve got mail.” One thing that hasn’t changed, however, is our eagerness for quick, if not, instantaneous messaging. Whether or not one likes this stage of humanity’s relationship with technology, the weight of this cultural phenomenon falls on each of us. For better or worse, communication at the speed of light has become part of the culture of higher education as well, especially in an online learning space. Picture a married, mother working fulltime for a congregation taking seminary courses online. Her life circumstances offer her limited work hours for furthering her education. While reading through her course module for the week, she stumbles across a reading that is listed as “required,” but the link is broken. She has just a few hours to finish her assignment, and now she feels lost. The student messages the professor and sits and waits for a reply. How long should she have to wait? What expectations does she have of the professor? How well has the professor been communicating with her so far in the course? These questions are the kinds of concerns that speak to teacher-student engagement in online courses. In this blog, I offer a few tips for teachers to consider when it comes to online teacher-student engagement. While much has been written about teacher presence, the importance of communication, best practices of when to respond to students and the like, the primary focus of this entry is the importance of communication, meaningful facilitation, and commitment to making an impact on student formation. Communication Set clear expectations for yourself and tell the students. If you follow the old 48-hour rule—that is, you plan to respond to students within 48 hours of their questions— then let your students know this is your practice. If you are more of a 24/7 kind of online teacher, let them know that too. I personally don’t respond to anything over weekends and holidays, and I tell students my boundaries at the beginning of the course or before major school breaks. Otherwise, I respond to their questions daily and interact within the course on the days I pre-establish with my classes, normally on or the day after deadlines. Tell your students how you prefer to be reached. It’s up to you to decide how you plan to be available, but make sure your students know how you prefer to be contacted. I respond to emails faster than any message service in learning management systems; so I frequently remind them to email me if they have a question. Facilitation Establish a pattern of engagement with online discussions and forums. If you were in a classroom face-to-face, would you let class discussion fill an hour of valuable class time without your guiding the conversation? Probably not. The same is true for online discussions. Interject comments alongside your students’ posts to provide scaffolding, encouragement, and teachable moments. Remember, if you do not post, you are not present. Give feedback on assignments that prompt learning. Whether you use a rubric, points system, letter grades, or a combination of these, make sure your students know why they got the grade they were assigned. Frankly, this tip is just good education and not limited to online education, but without non-verbal glances, after class questions, and hallway conversations, online students feel lost if they don’t hear any feedback from you. Impact Commit to your online students the same way you would commit to a student who is sitting in your classroom or standing in your office. The demands of higher education sometimes cause us to run from one urgency to another. Too often the students at a distance get ignored, “out of sight, out of mind,” or something like that. Resist the temptation to think of them as faceless names. They are individuals who, from their perspectives, want to be connected with your school, the course, and with you as their professor. They are also paying tuition and have a reasonable expectation to receive a comparable experience to those who are face-to-face. Try to get to know them. Pray for them. Memorize their names as you would any of your classes. Offer to assist them with course matters outside of class as you might your residential students. The students want to hear from you, and they appreciate all of your interactions with them. Your level of engagement with students can make or break your course. Communicate frequently and clearly. Scaffold learning through facilitation. Demonstrate how you care about your online students. These three simple tasks will create the learning space your students need for achieving the education they seek.