During the late 1990s, I was a graduate student working toward a Master’s degree from the Department of Afro-American Studies at the University of Wisconsin-Madison. During this time, I took a course with the late Herbert Hill, the former Labor Secretary of the NAACP. Part of Hill’s significance is that he was employed with the NAACP between the 1950s and ’60s, a time that some might refer to as the organization’s “heyday.”
Cornelius Gilbert
However, to me, Hill was also a unique professor. Unique because, in a world seemingly focused and preoccupied with systems and processes, no doubt they probably serve purpose(s), seems as though the human element is very often removed. It seems, therefore, that I am one of the few people who still recognize people as people, or as humans. Despite Hill rubbing people the wrong way, specifically during his days at the NAACP, with his straightforward words, Professor Hill would ask, “Where is the humanity,” or “Where is the humanity in all of this [or whatever is going on]?”
To my mind, as a leader, more specifically an Assistant Professor at Northern Illinois University, who teaches a graduate course in leadership, these questions are truly significant, particularly in a day where it seems the human element is perhaps overlooked, missing, forgotten, or quite simply lacking. Clearly, the above quotation(s) have stayed with me, and, although they are very succinct, they are a straightforward mantra for not only my personal, spiritual beliefs, but also that of my professional philosophy. Professor Hill’s words provide substance and form to an element of my leadership philosophy.
Remembering, respecting, and lending attention to the humanity is important particularly because attention to this detail seems to have gotten lost. Although, recognizing, respecting, and honoring the humanity of those we are leading has the ability to produce a more comfortable environment for employees, students, followers, and so forth to feel appreciated and validated. Such an environment can foster increased productivity. While paying attention to the humanity is not brand new, or even new, as this concept has “been said many times many ways” as the legendary singer Nat King Cole versed, reminding leaders of the importance of the affective can have many benefits. For example, when humanity is lacking, morale can dip. The leader, when some genuine and authentic focus is given the individual, not just their productivity, can be refreshing and rewarding for the follower.
Some of what I am offering in this piece might sound familiar and from other authors. Still, one way the humanity can be present, whether that is in an organization, or not, is for the leader to simply make their physical presence known. By making their physical presence known, a leader is able to establish and build rapport. Leaders can, if they are “first among equals” in a unit, can walk around to their followers’ areas of work to engage in conversation. That engagement needs to be done in a way that is honest, healthy, genuine, caring, and respectful. The conversation can be engagement about work, or non-work-related activities and events.
Critically important to keep in mind is that this activity need not be viewed as “checking up on” faculty and staff, but rather displaying humanity by sincerely and genuinely holding a conversation with each respective person. Of course this would take time, and time is a commodity, and finite, particularly within higher education, but knowing that one’s leader is truly vested in them can build trust and even move beyond strictly professional boundaries. Not to say that you are at work to make friends, but moving beyond professional boundaries can perhaps allow for a comfortable working environment.
