Sheldon Tate
University of Missouri

What do you see as opportunities in collegiate recreation and our Association? How would you collaborate with the Member Network team to address these issues?

I believe wholeheartedly in the power of our work. When we are intentional, curious, and committed, we know our efforts assist our campuses mightily in the development of the “whole student.” In this role, and with the help of the Member Network team, I believe that we can contribute to the fulfillment of NIRSA’s 2021-2024 Strategic Plan by establishing a culture of connectedness, contribution, and solvency.

First, in order to assist our region in stating our case, the Member Network (with the blessing of the Board of Directors) would begin the work of creating a deeper level of connection in our region. We can do more than discuss surface level achievements and position openings. We could begin to become fluent in the challenges and strategies that each of us are engaged in locally and leverage that knowledge effectively. I would look to embed tidbits of information to that end in our regular communications.

Next, as we contemplate what we can extract from NIRSA and our region, I would hope to help frame ways that we can collectively return the favor. For some of us, that means volunteerism at events. For others, success might look like attendance or presentations at conferences. Others still might answer the call by contributing research. Regardless, I believe that NIRSA only exists because of the dedication (and investments) of its individual parts. Look for the Member Network to (again, with the blessing of the powers that be) establish some region-wide measurable targets where those who choose to participate can find space to do their thing. As Marshall Goldsmith wrote in his book What Got You Here Won’t Get You There, “If you can measure it, you can change it.”

Finally, when I think of our profession’s future and sustainability, I think beyond budgets and boards of trustees. I believe that we can (and should) build a more intentional pathway for the next generation of collegiate recreation professionals. Some folks are blessed to attend conferences or events that expose them to us and our way, but there are substantially more individuals who can slip through the cracks without a proper strategy. The Member Network would work to create an authentic sales pitch that any region member could use (not mandatory) to disrupt a practice that can be exclusionary and unintentionally biased.

In describing your contributions to NIRSA, identify how your involvement and experiences meet the position criteria and qualify you to serve NISRA in this role.

I am a higher education and student affairs lifer. Not that I would speak ill of anyone who doesn’t share this outlook, but impacting students in ways that better prepare them to reach their destinies is all I have ever wanted to do. As an undergraduate who had no idea what to do with myself when I first set foot on campus, the rec center I frequented became more than a vehicle for wellbeing. It became a Tate-sized slingshot that was pointed right at our association. In my years of service, I have been on two work teams, conducted research published in the Recreational Sports Journal (with an additional work still in progress), volunteered at more than 40 NIRSA Championship Series events (twice as a host of the largest regionals in those calendar years), and served as a planning committee member for conferences. There are certainly people who have done more or different things in their time, but anyone who has ever served with me would affirm that I take a backseat to no one when it comes to dedication, vulnerability, attention to detail, ingenuity, and strategic planning. I give this thing my all because this is what I hope to be remembered for. When one looks at the essential job duties of a regional representative, all of the functions synthesize into a request for a person who is willing to get their hands dirty for the right reasons. I believe that in me (as my history of involvement would attest), you will find that quality in abundance.

Please share your ideas for engaging volunteers and identifying leaders in your region.

In my mind, engaging volunteers and identifying leaders are both outcomes of the same efforts. A practice that is of the utmost priority for me is the facilitation of intrinsic motivation. Simply put, there is no amount of external rewards or punishments that will ever out do a person who is internally motivated to pursue the task. There comes a time where the money, notoriety, status, or ability to wield power is no longer sufficient compensation to deal with the challenges of the work. Likewise, there is a point where a person might choose to quit altogether instead of dealing with criticism and judgement for not hitting the mark. The one thing that folks who endure and preserve have in common as opposed to those who drop out is that they persist because they WANT it. They choose the struggle and the outcome. They make informed decisions, and gladly stare down the nuance, scrutiny, and politics of the role. I believe that NIRSA can (and should) be intentional about embedding this mentality in our efforts.

Qualifications and years of experience should be part of the package reviewed by those who select volunteers, but not the total application. We need to be more deliberate in learning the “why” behind a person’s interest level. This mentality should also re-shape how conference registrations are structured, how interactions at social events are orchestrated, how scholarship opportunities are applied for and selected, how taking students to lunches are offered (and measured), the frequency and quality of the region’s communications, and even how involvement at our traditionally well-established hallmarks (extramurals, lead ons, ERLCs) are offered. When instituting a curricular approach to engaging our members is built by first establishing the goal and then mapping backwards to our starting point, anything is possible—including more volunteers and the cultivation of an abundance of leaders.