After Further Consideration

Ep. 10: A More Inclusive Conversation

Episode Summary

Hosts Tomika and Cody sit down with Dr. Kimberly Griffin, Dean of the College of Education at the University of Maryland. A scholar and leader passionate about equity and access, Dr. Griffin shares her leadership journey, reflections on higher education, and actionable strategies for fostering authentic communities. From the challenges of leading during COVID-19 to her passion for mentorship, this conversation offers a wealth of insights for higher education professionals and leaders.

Episode Notes

Hosts Tomika and Cody sit down with Dr. Kimberly Griffin, Dean of the College of Education at the University of Maryland. A scholar and leader passionate about equity and access, Dr. Griffin shares her leadership journey, reflections on higher education, and actionable strategies for fostering authentic communities. From the challenges of leading during COVID-19 to her passion for mentorship, this conversation offers a wealth of insights for higher education professionals and leaders.

Key Takeaways

How Dr. Kimberly Griffin Became Dean of the College of Education
Dr. Griffin’s journey to becoming a dean wasn’t a straight path. Initially envisioning herself as a provost or vice president, she focused on problem-based research addressing access, equity, and justice in higher education. Over time, her leadership roles expanded, and she embraced opportunities to serve as associate dean and editor-in-chief of the Journal of Diversity in Higher Education. These experiences, combined with her drive to foster meaningful institutional change, positioned her to take on the role of dean. She admits to moments of imposter syndrome, particularly as a higher education scholar leading a college often focused on pre-K through 12 education. However, the University of Maryland’s commitment to impactful, equity-focused work aligned perfectly with her values, making this a transformative leadership opportunity.

Balancing Identities: Scholar, Leader, and Individual
Dr. Griffin discusses the complexity of balancing her roles as Dr. Griffin, the scholar; Dean Griffin, the institutional leader; and Kimberly, a Black woman, wife, and mother. She emphasizes the importance of context in how she shows up, explaining that each role requires unique contributions while maintaining authenticity.
Through mentorship and leadership, Dr. Griffin focuses on creating structural changes that promote equity, ensuring her work reflects a collaborative and inclusive approach. Her ability to balance these roles highlights the intersectionality of personal and professional identities.

Lessons from Leading Through COVID-19
The onset of the pandemic coincided with Dr. Griffin stepping into a more prominent leadership role. The challenges of navigating institutional change, addressing equity concerns, and managing a young family provided valuable lessons about leadership and humanity. She emphasizes the importance of recognizing people as whole individuals and creating policies that reflect their real-life challenges. For Dr. Griffin, this period reinforced her commitment to intentional community-building, fostering environments where people can thrive despite external pressures.

Mentorship as a Cornerstone of Success
Mentorship has been a central theme in Dr. Griffin’s career. Her co-authored book, On Being a Mentor, emphasizes the importance of identity and equity in mentoring relationships. By addressing structural barriers and creating supportive environments, she aims to transform mentorship into a tool that fosters success and thriving for both mentors and mentees.

Strategies for Building Authentic Communities
Dr. Griffin’s leadership philosophy centers on intentionality. Through strategic planning, she engages stakeholders in defining shared values and goals, ensuring the college reflects a cohesive and impactful identity. Post-pandemic, she recognized the value of in-person interactions for fostering innovation and trust, emphasizing the need to balance technology with human connection.

The Role of Self-Care in Leadership
Dr. Griffin reframes self-care as an essential component of effective leadership. From prioritizing sleep to practicing yoga and finding moments of personal joy, she emphasizes that these practices enable her to lead with energy and purpose. By modeling self-care, she also encourages her team to prioritize their well-being, creating a healthier work culture.

Guest Name: Dr. Kimberly Griffin, Dean of the College of Education, the University of Maryland

Guest Social: linkedin.com/in/kimberlyagriffin

Guest Bio: Kimberly A. Griffin (she/her) was appointed dean of the College of Education in 2022. She has been a member of the University of Maryland faculty since 2012. Griffin joined the College as an associate professor in the Higher Education, Student Affairs and International Education Policy Program, and later served on the dean’s leadership team as the associate dean for graduate studies and faculty affairs. In this role, she led efforts to revise the College’s tenure and promotion policy, as well as support and guide faculty hiring and graduate student recruitment. Prior to joining UMD, she was a faculty member at Pennsylvania State University, an assistant dean for graduate studies at the Stanford University School of Medicine, and an admissions officer at Stanford University.

A leader committed to excellence, care, community, and equity, Griffin is energized by the opportunity to collaborate with faculty, staff and students to advance the College and its goals. She is driven by education's ability to make an impact in schools and communities and has worked tirelessly throughout her career to maximize the connection between research and practice. 

As a scholar, Griffin identifies herself as a “problem-based researcher” and her work aims to promote access, equity, and justice in higher education. Much of her current research and writing focuses on mentorship, career development, and faculty and graduate student diversity. Her research has been funded by the Burroughs Wellcome Fund, National Institutes of Health, and National Science Foundation, and she is the co-author of the book, "On Being a Mentor: A Guide for Higher Education Faculty." She previously served as the Editor-in-Chief of The Journal of Diversity in Higher Education from 2018 - 2022. Over her five-year term, her vision-driven leadership translated to notable growth in the journal’s readership, impact, and revenues.

Griffin’s work has been widely recognized for its relevance and effectiveness in addressing persistent problems in higher and science education.  She received the Promising Scholar/Early Career Award by the Association for the Study of Higher Education in 2013, and was named an Emerging Scholar in 2010 and Diamond Honoree in 2020 by ACPA.  For the past three years, she has been named one of the 200 most influential education scholars by Education Week

Griffin received her bachelor’s degree from Stanford University, her master’s degree in Education Policy and Leadership from the University of Maryland, and her doctorate degree in Higher Education and Organizational Change from the University of California, Los Angeles.