Indian Student association
critical Reflection // evaluate leadership // build community// actualize programs // build a network of support // leadership self-awareness
I joined the Indian Student Association (ISA) to create a smaller community on UW’s 40,000 person campus. I became a Freshmen Representative and met a lot of people. It was a great year, but I also noticed the lack of cultural aspirations for the club. In addition to meeting people, I wanted to reconnect with my family’s culture and explore my identity as an Indian-American, yet ISA offered no venue for this. During the next three years and my subsequent tenure as President of the organization, I worked to create different explorative opportunities and learned a lot of leadership lessons along the way. In February 2013, I helped organize a candlelight vigil for the rape victim in New Delhi and conducted a workshop on sexual and domestic violence in the community. This event led to a partnership with API Chaya, a local domestic violence advocacy group in Seattle. I also put together an annual discussion with ISA and community members about South Asian identity and what it means to be a part of the Diaspora. Alongside our annual dance workshops and Bollywood movie nights, these events give students an opportunity to dig deeper into their cultural identity.
Media and Marketing Strategies
I learned how important social media and technology are for further success of student organizations. I used Photoshop and other Adobe products to produce creative, but simple, posters and advertisements to catch people’s attention; students have a short attention span, so simplicity is key. My marketing motto is “Use as Few Words as Possible”. In the past, the organization had not spent a large amount of time on promotional material. By observing the success other organizations had across campus, I realized how essential a well-made poster is, as well as a creative marketing plan. We normally just create a Facebook event for our Board applications at the end of the year. People apply because of previous desire to join the board but the lackluster advertisements were never a draw. The point we tried to make with this event is that our board is fun to be a part of and one that creates many memorable moments. With this in mind, I made personalized photo advertisements for each member. In their photo they were interacting with a shape that had their own catch phrase for joining the board. When the event was posted on Facebook, we changed our personal photos. We received positive feedback from our members and the greater UW campus, bringing attention not only to the event but to our organization as a whole.
I learned how important social media and technology are for further success of student organizations. I used Photoshop and other Adobe products to produce creative, but simple, posters and advertisements to catch people’s attention; students have a short attention span, so simplicity is key. My marketing motto is “Use as Few Words as Possible”. In the past, the organization had not spent a large amount of time on promotional material. By observing the success other organizations had across campus, I realized how essential a well-made poster is, as well as a creative marketing plan. We normally just create a Facebook event for our Board applications at the end of the year. People apply because of previous desire to join the board but the lackluster advertisements were never a draw. The point we tried to make with this event is that our board is fun to be a part of and one that creates many memorable moments. With this in mind, I made personalized photo advertisements for each member. In their photo they were interacting with a shape that had their own catch phrase for joining the board. When the event was posted on Facebook, we changed our personal photos. We received positive feedback from our members and the greater UW campus, bringing attention not only to the event but to our organization as a whole.
Critical Reflection
Though my vision for the organization was to have a more educational and cultural focus, it was not always the vision of the rest of board. At times, I had to learn when to negotiate an event or step back and let the board decide. I easily become passionate and enthusiastic, so it was hard to let go of my ideas. This was especially true when I became President of ISA. Every time I made a decision for the group I had to critically reflect on how I came to that decision. Did I keep everyone's best interests in mind? Did I really listen to what they had to say? Am I pushing my personal agenda or am I accurately representing what the board thinks as a whole? As the leader of a group, your mind is in 3000 places all at once and it can be easy to forget to dedicate time and patience when working with members on the board. During a particular stressful event, I found myself quickly replying to people's questions and hurriedly going through their ideas. When I took a breather to think about the decision I had recently made, I decided to talk to one of my members and found out that in my haste I had come off as dismissive and harsh. Even though the points I made were valid, the way I had bluntly said them was hurtful. It was never my intention, however I had forgotten how to constructively criticize in the midst of the event. This feedback led to me modifying the way I talked with members about potential weak points in their ideas. It's also something I am now aware of for the future and hope to make sure I take a step back in the middle of busy times and be patient with my words.
This self-reflection was a process of trial and error and I needed a strong and supportive group of officers. During my study abroad in India, I saw how important teamwork and cohesiveness was for the success of our group’s learning. In order to cultivate a similar environment, I organized a lake house retreat for the board. It was scheduled before our biggest event of the year, a five week cultural showcase called India Month. This retreat provided the members time to relax and bond before the surge of stress and chaos that was about to ensue; becoming familiar with each other also made it more comfortable for people to reach out for help.
My time in the Indian Student Association taught me how to become a reflective leader, a creative thinker, and a supportive team member. It gave me a solid idea of what I want from my future leadership ventures..
Though my vision for the organization was to have a more educational and cultural focus, it was not always the vision of the rest of board. At times, I had to learn when to negotiate an event or step back and let the board decide. I easily become passionate and enthusiastic, so it was hard to let go of my ideas. This was especially true when I became President of ISA. Every time I made a decision for the group I had to critically reflect on how I came to that decision. Did I keep everyone's best interests in mind? Did I really listen to what they had to say? Am I pushing my personal agenda or am I accurately representing what the board thinks as a whole? As the leader of a group, your mind is in 3000 places all at once and it can be easy to forget to dedicate time and patience when working with members on the board. During a particular stressful event, I found myself quickly replying to people's questions and hurriedly going through their ideas. When I took a breather to think about the decision I had recently made, I decided to talk to one of my members and found out that in my haste I had come off as dismissive and harsh. Even though the points I made were valid, the way I had bluntly said them was hurtful. It was never my intention, however I had forgotten how to constructively criticize in the midst of the event. This feedback led to me modifying the way I talked with members about potential weak points in their ideas. It's also something I am now aware of for the future and hope to make sure I take a step back in the middle of busy times and be patient with my words.
This self-reflection was a process of trial and error and I needed a strong and supportive group of officers. During my study abroad in India, I saw how important teamwork and cohesiveness was for the success of our group’s learning. In order to cultivate a similar environment, I organized a lake house retreat for the board. It was scheduled before our biggest event of the year, a five week cultural showcase called India Month. This retreat provided the members time to relax and bond before the surge of stress and chaos that was about to ensue; becoming familiar with each other also made it more comfortable for people to reach out for help.
My time in the Indian Student Association taught me how to become a reflective leader, a creative thinker, and a supportive team member. It gave me a solid idea of what I want from my future leadership ventures..