By D’Najah Thomas
In the September 2025 issue of Talking Stick, I wrote about how campus housing departments should leverage established job and career competencies to best determine the gaps their department may have, what qualities may best fill those, and which candidates most fit that description. In the article, I compared this process to an athlete’s scouting report, which highlights measurable skills (speed, accuracy, strength) and intangible qualities (leadership, resilience, coachability) that predict success. A housing department may, for example, look for a candidate with a proven track record in student learning and development and in creating programs that boost student engagement and retention. Or the department may have a deficiency in emergency management and is looking for someone proficient in crisis response planning or creating safety training sessions. In each of these cases, those specific competencies are the statistics – quantifiable and demonstrable evidence – that they are looking for.
But, as I also noted, leveraging professional competencies works in both directions. Just as the department and institution (the team) must know what they are looking for to improve performance, so must the job candidate (the player) understand where their strengths lie and where they may need to improve their offerings. Having a clear, well-defined set of competencies in one’s professional playbook sets the foundation for successful career advancement. Just as coaches map out play styles based on player skills, players can craft their career path strategically by understanding and articulating their competencies.
Athletes spend significant time analyzing their own performance metrics and weaknesses. They study game footage, solicit feedback from coaches, look at year-end stats, and identify areas to sharpen. Other job seekers – in campus housing and residence life or any field – should treat the process similarly by undertaking a thorough identification of their own competencies, checking off their established strengths but also where they need improvement. This information can come from job performance reviews and year-end evaluations. It can also come from simply taking an honest look at oneself.
No athlete can grow without honest self-reflection, and the same applies to professionals. This step might be challenging, but it’s crucial to acknowledge realistically one’s current skill level. Overestimating strengths or ignoring gaps can lead to poor job fits or missed growth opportunities, but understanding weaknesses as potential development areas reframes them positively, showing a commitment to advancing and improvement. There are several effective approaches that can help compile an accurate record of existing competencies.
One of the primary strategies is personal reflection. This involves regularly – perhaps after completing projects or reaching other milestones – assessing individual skills by asking questions such as “What skills do I rely on most?” “Which tasks do I perform confidently and efficiently?” “Where do I encounter persistent challenges?” and “In which areas do I feel most energized and engaged?” This assessment can be reinforced by examining relevant performance reviews and leveraging formal evaluations from supervisors or feedback from colleagues and student residents for detailed observations highlighting both strengths and areas for improvement.
Reflection can often occur through mentorship and peer input, since speaking with mentors, coaches, or trusted peers can uncover blind spots missed in a self-assessment. These individuals usually have perspectives on the skills in action and can provide constructive critiques and guidance. There are also third-party tools that assess so-called soft skills or people skills. Many in the student affairs sphere are familiar with the CliftonStrengths model, which explores 34 themes related to problem solving, collaboration, leadership, and more, identifying those in which a person excels. The Mayer-Salovey-Caruso Emotional Intelligence Test and the Emotional and Social Competency Inventory can be utilized to better understand emotional intelligence. Other resources include the Intercultural Development Inventory and the Thomas-Kilmann Conflict Mode Instrument. Understanding the results from such assessments allows individuals to better demonstrate (and communicate) their competencies or identify potential gaps to address.
Success in the sports world rarely comes from raw talent alone. It involves disciplined training, focused practice, and continuous refinement of skills that transform promising athletes into championship contenders. Similarly, thriving in campus housing and residence life requires dedication to skill development, enabling staff to evolve with the demands of the field and stand out in the competitive job market. This deliberate practice is about quality, intentional effort rather than simply putting in the time. Setting specific goals, focusing attention on improving targeted skills, and seeking immediate feedback can take many forms. There are many arenas for professional development, such as workshops, webinars, and conferences focused on relevant competencies; in higher education and other fields, it is also becoming increasingly common for professionals to pursue additional formal education and certifications that demonstrate competencies.
Once a professional understands which competencies they bring to the field and which still need development, they can approach the job search like an athlete targeting a team that best fits their skills and style of play.
Professional development should also become an ongoing part of the job. Regardless of one’s career level, each day can become a training camp when an employee takes on challenging projects and helps with responses that allow the application of theory in real-world contexts. Staff should take steps to lead engagement initiatives, facilitate community resolution, or assist with facility management to deepen practical skills. Staff can also shadow supervisors and colleagues through project meetings. These extra steps should be accompanied by the knowledge gained from seeking feedback and coaching. Just as athletes review game tape with their coaches, supervisors and mentors can provide feedback to refine approaches.
Professional development should include topics beyond housing-specific technical knowledge so that staff can master transferable skills that help them adapt, collaborate, and lead effectively in complex environments. Housing professionals frequently face unique challenges that require innovative solutions and sound judgment. Developing the ability to analyze situations critically, weigh options, and implement effective strategies is essential for success. Like athletes adjusting tactics mid-game, the capacity to think quickly and strategically sets candidates apart. Similarly, a candidate’s flexibility and openness to change allows them to navigate uncertainty and seize new opportunities with resilience within a higher education landscape that is constantly shifting.
Even as candidates tout their individual skills, they must remember that, just as no athlete wins alone, residence life staff collaborate closely with students, colleagues, and campus partners. Cultivating strong interpersonal skills, valuing diverse contributions, and working toward shared goals help build thriving communities and professional relationships. Much of this mental effort takes the form of emotional intelligence. Understanding and managing one’s own emotions – while empathetically responding to others’ feelings – builds trust, diffuses conflict, and fosters inclusive environments. This is a powerful leadership asset, especially in roles requiring mediation, counseling, and crisis response.
Finally, broadening one’s understanding of political acumen, communication, leadership, and cultural competency is essential within campus housing and student affairs. The skills and knowledge necessary in these areas may not be as tangible as program development or budgeting, but the ability to navigate campus politics, build strategic relationships, resolve conflicts, strengthen team dynamics, and demonstrate respect for diverse identities is just as vital.
Once a professional understands which competencies they bring to the field and which still need development, they can approach the job search like an athlete targeting a team that best fits their skills and style of play. In professional sports, an athlete’s highlight reel captures their best plays: moments that demonstrate skill, impact, and value. For campus housing and residence life professionals, the strategic marketing of competencies serves the same purpose by showcasing strengths and potential to employers in a compelling way that opens doors to new opportunities.
It would be wonderful if everyone’s career highlights could be captured in easily digestible YouTube clips. Instead, most have to rely on more traditional job search resources such as résumés and cover letters. That doesn’t mean there aren’t ways to make those sizzle and stand out from the crowd. A strong introduction will highlight competencies most relevant to the position and institution. This strategic focus shows that the candidate has an understanding of the employer’s needs. A well-crafted résumé will align competencies with the position description, using keywords from the posting to ensure that it resonates with applicant tracking systems.
A strong résumé will showcase achievements in previous roles, rather than just listing job duties. A stronger one will be able to do this using numbers and results to quantify those achievements through relevant metrics such as improved retention rates, successful crisis responses, budget management figures, or growth in student engagement.
During job interviews, candidates are typically asked to provide examples from their past experiences that demonstrate how they have successfully handled situations relevant to the role. This approach helps employers predict future performance by focusing on proven capabilities rather than hypothetical answers. One strategy for answering experience-based questions is the STAR Method, which involves the respondent structuring answers around the words situation, task, action, and result to tell clear, impactful stories. By anticipating behavioral questions, candidates can provide prepared anecdotes and compelling narratives that outline challenges, showcase key competencies, and illustrate the application of those less tangible skills, like conflict resolution or team leadership. Sharing professional development plans is a means to acknowledge gaps early and commit to closing them through training, certifications, or mentorship. This signals growth potential to current and future employers as well as a willingness to do what is necessary to continue a career progression. Reviewing one’s professional development history and retracing completed certifications, workshops, courses, conferences, and readings will spell out which competencies have been enhanced. Job placement interviews are also opportunities to demonstrate past accomplishments through professional portfolios. Whether they are on paper or virtual platforms, samples of programs, presentations, emergency plans, reports, or student feedback show a candidate’s competencies in action, illustrating their work.
Finally, just as elite athletes will state that “there is no off season,” developing and mastering professional competencies isn’t a one-time effort. It’s a career-long journey akin to an athlete’s continual training regimen. Those who commit to this process set themselves apart and position themselves for lasting success. This means building professional networks, attending conferences, participating in volunteer opportunities, and maintaining relationships with mentors and supervisors.
Just as professional athletes intentionally navigate free agency to find the best team fit and maximize their impact, campus housing and residence life professionals can take ownership of their career journeys. By thoughtfully identifying skills, rigorously developing and mastering competencies, and strategically marketing their value, practitioners can transition from an uncertain free agent into a sought-after franchise player: someone who leads, inspires, and drives success within their institution. That’s a winning combination.
D'Najah Thomas is the director of The Placement Exchange.
