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Interview with Dr. Daliang Wang
（By Fiona Rawsontile, April 2016）
I got to know Dr. Wang when he first announced his candidacy for a
department chair position. Since it’s uncommon for Chinese scholars to
assume administrative roles in academia, I became interested in knowing more
about him. So while traveling back and forth between his current and future
institutes, wrapping up old business and setting up new, Dr. Wang had to
put up with the interruptions and spare time satisfying my curiosity. But I
justify myself by imagining that others may also benefit from his experience
and wisdom.
Fiona: At the time you applied for the Chair position, had you been shopping
around for administrative openings?
Dr. Wang: I had never considered leaving my current university or seeking an
administrative position until about a year ago. I was frustrated at the
time when I bumped into this opening. I said to myself, “That seems like a
position for me.” So I applied.
Fiona: I’m glad you did it. During the job interview, while facing your
future colleagues, some of whom were probably more established than you are,
have you ever doubted that you would be the right person for the business?
How did you know you were ready?
Dr. Wang: I guess it’s like many other journeys in my life: I was not fully
ready but had to embark on anyway. I have been working on developing
programs and initiatives that fostered leadership since I started as an
assistant professor. In a way, I had been preparing myself when the
opportunity presented luckily. I still can’t say I am ready now, but I know
I can do it in the days to come. I also believe that leadership requires a
different set of skills that are not necessarily associated with academic
achievements or seniority.
Fiona: I agree; it has more to do with the person’s willingness to serve a
group or make a difference. What was the most difficult part during the
interview? Ever wished you had known more about the individuals in the
department?
Dr. Wang: You are right that the most difficult part of my interview was the
lack of knowledge on the exact issues/problems faced by the department in
advance. I gave an oral presentation largely based on my speculations,
experience, and limited information about the faculty. During my second
campus interview, I spoke to everyone in the department and discussed about
their specific concerns. But still, I gained their votes without being able
to please everyone.
Fiona: You specialize in teaching non-native speakers second languages. Have
you observed differences in the way native English speakers learn Chinese,
as opposed to how Chinese people learn English? Do you have any advice for
us ESL learners?
Dr. Wang: I believe in terms of complexity, every language is about the same
, while the challenge in learning each of them is unique. For Chinese, it is
the characters and tones that frustrate non-native learners. The ways of
approaching a language, English or Chinese, depend on the educational
practices the learners are comfortable with. So it’s hard to characterize
how Americans differ from Chinese in learning a foreign language.
As for advice on learning English, I think anyone who is reading this
article must have had some good ideas already. For me, I enjoyed learning
English and using it in life, such as watching TV shows, movies, and reading
.
Fiona: Maybe that enjoyment is the key. Do you think your linguistic
expertise has advanced your career by equipping you with exceptional skills
to sway your audience?
Dr. Wang: Yes and no. As Confucius said, “The superior man is modest in his
speech, but exceeds in his action”. I cannot downplay the importance of
words, but for this position, language was actually not in my favor as other
competitors were all native-born Americans. I guess I convinced my future
employer by fully presenting myself, including my education, experience,
vision, and even my disposition.
Fiona: Would you like to share with us some administrative experience in the
past? What kind of leadership style do you have?
Dr. Wang: I have been assuming quite a few leadership roles in and out of my
institute since I started career. My most significant administrative
experience came from the Intensive English Program that I established with
my colleagues. As a language teacher, I had always wanted to create a
program to help international students succeed in American universities. We
built everything from scratch. As the founding director, I was involved in
every aspect of the program establishment, including budgeting, teacher
hiring and evaluation, and student recruiting and advising. That experience
provided me with valuable firsthand knowledge as an administrator. As a
result, we had quite a success for the first year and the program continued
to grow thereafter.
As for my leadership style, my goal is to assemble a well-balanced
combination of leadership skills. I would tailor my management strategies
according to the situation and the individuals involved. I believe in
democracy and open-communication, but when necessary, I can be decisive and
tough.
Fiona: Speaking of tough situations, what would you do if a senior faculty
doesn’t listen to you or acknowledge the goals you’ve set for the team?
Dr. Wang: This is a fairly common question with no fixed answer, given that
every circumstance is unique. Changes can bring problems and conflicts to
certain people. If a senior faculty disagrees with me, first I would try to
understand his/her perspective by listening, to see if there is a common
ground. I would also seek alliance and support from others, or tackle the
issue from a different angle. In the worst case when nothing works, you will
have to deal with it straightforwardly. i.e., firing that person (if I can!
) or just leaving him alone. Either way, I will make sure I document every
step.
Fiona: Yes, keep the documentation. What do you think is the most important
element for a group of people, who are largely autonomous with respect to
their financial and professional status, to function as a team?
Dr. Wang: It’s apparently challenging to lead a group of professors,
especially when they are literally from all over the world. Collegiality is
the element that I will strive to cultivate and maintain for the department.
I will set up commonly-shared goals, transparent decision-making process,
and sound mentorship, to name a few. I imagine the whole department as a
ship where everyone is in the right position. They don’t have to work with
each other daily, but as long as everyone is doing his/her job, the ship
will be moving forward.
Fiona: On staff recruitment and tenure promotion, will you hire additional
faculty in the next five years to open up new areas, strength the existing,
or simply replace the to-be-retired? How would you plan to help young
faculty reach the tenure criteria?
Dr. Wang: I do have a few plans to expand existing programs and establish
new ones. For example, I will expand the minor in Chinese Language and
create a minor in Asian Studies and Japanese. I also hope to build a joint
graduate program with other departments. I intend to hire more tenure-track
faculty to consolidate those programs.
Yes, I have plans for assisting young faculty in their early career, both
formally and informally. Mandatory activity includes periodic observations,
annual evaluations, third-year reviews, etc., which will be put in handbooks
. Informal ones may come from diverse sources, such as peer-mentoring,
external mentoring, and university-sponsored workshops. I will form a
mentoring group and a supporting “net” for every new hire and make sure no
one’s left out.
Fiona: “Glass Ceiling” is a frequent complaint we hear from Chinese
faculty in the western societies, especially male. What are the obstacles
you’ve observed on their way of pursuing an administrative career? What
kind of skills they should try to consciously acquire for this purpose?
Dr. Wang: I actually hit my “Glass Ceiling” at my previous institute and
have been struggling for a while before I got the current offer. In my case,
I don’t think it had anything to do with me being a Chinese male, but
certain obstacles, such as gender, race, or seniority, do exist for many of
us. For me, I got caught up with the administrative transition.
We may not change things that are out of our control, but we can always
improve ourselves. Unlike many Chinese professors who focus on research and
scholarships, I enjoy teaching and working with people. I have been
purposefully polishing my skills in communication, socialization, and public
speaking ever since I came here. Those efforts may not guarantee an
administrative career, but they made me better at what I do. I know my
limits and exactly what I wanted. I work hard along my career path, not for
the glory of the destination but for the joy of the journey itself.
Fiona: Thank you very much, Dr. Wang! Please remember to come back and share
with us your new experience as you climb up the hills. And enjoy the hiking
, just as you said!
（By Fiona Rawsontile, April 2016）
I got to know Dr. Wang when he first announced his candidacy for a
department chair position. Since it’s uncommon for Chinese scholars to
assume administrative roles in academia, I became interested in knowing more
about him. So while traveling back and forth between his current and future
institutes, wrapping up old business and setting up new, Dr. Wang had to
put up with the interruptions and spare time satisfying my curiosity. But I
justify myself by imagining that others may also benefit from his experience
and wisdom.
Fiona: At the time you applied for the Chair position, had you been shopping
around for administrative openings?
Dr. Wang: I had never considered leaving my current university or seeking an
administrative position until about a year ago. I was frustrated at the
time when I bumped into this opening. I said to myself, “That seems like a
position for me.” So I applied.
Fiona: I’m glad you did it. During the job interview, while facing your
future colleagues, some of whom were probably more established than you are,
have you ever doubted that you would be the right person for the business?
How did you know you were ready?
Dr. Wang: I guess it’s like many other journeys in my life: I was not fully
ready but had to embark on anyway. I have been working on developing
programs and initiatives that fostered leadership since I started as an
assistant professor. In a way, I had been preparing myself when the
opportunity presented luckily. I still can’t say I am ready now, but I know
I can do it in the days to come. I also believe that leadership requires a
different set of skills that are not necessarily associated with academic
achievements or seniority.
Fiona: I agree; it has more to do with the person’s willingness to serve a
group or make a difference. What was the most difficult part during the
interview? Ever wished you had known more about the individuals in the
department?
Dr. Wang: You are right that the most difficult part of my interview was the
lack of knowledge on the exact issues/problems faced by the department in
advance. I gave an oral presentation largely based on my speculations,
experience, and limited information about the faculty. During my second
campus interview, I spoke to everyone in the department and discussed about
their specific concerns. But still, I gained their votes without being able
to please everyone.
Fiona: You specialize in teaching non-native speakers second languages. Have
you observed differences in the way native English speakers learn Chinese,
as opposed to how Chinese people learn English? Do you have any advice for
us ESL learners?
Dr. Wang: I believe in terms of complexity, every language is about the same
, while the challenge in learning each of them is unique. For Chinese, it is
the characters and tones that frustrate non-native learners. The ways of
approaching a language, English or Chinese, depend on the educational
practices the learners are comfortable with. So it’s hard to characterize
how Americans differ from Chinese in learning a foreign language.
As for advice on learning English, I think anyone who is reading this
article must have had some good ideas already. For me, I enjoyed learning
English and using it in life, such as watching TV shows, movies, and reading
.
Fiona: Maybe that enjoyment is the key. Do you think your linguistic
expertise has advanced your career by equipping you with exceptional skills
to sway your audience?
Dr. Wang: Yes and no. As Confucius said, “The superior man is modest in his
speech, but exceeds in his action”. I cannot downplay the importance of
words, but for this position, language was actually not in my favor as other
competitors were all native-born Americans. I guess I convinced my future
employer by fully presenting myself, including my education, experience,
vision, and even my disposition.
Fiona: Would you like to share with us some administrative experience in the
past? What kind of leadership style do you have?
Dr. Wang: I have been assuming quite a few leadership roles in and out of my
institute since I started career. My most significant administrative
experience came from the Intensive English Program that I established with
my colleagues. As a language teacher, I had always wanted to create a
program to help international students succeed in American universities. We
built everything from scratch. As the founding director, I was involved in
every aspect of the program establishment, including budgeting, teacher
hiring and evaluation, and student recruiting and advising. That experience
provided me with valuable firsthand knowledge as an administrator. As a
result, we had quite a success for the first year and the program continued
to grow thereafter.
As for my leadership style, my goal is to assemble a well-balanced
combination of leadership skills. I would tailor my management strategies
according to the situation and the individuals involved. I believe in
democracy and open-communication, but when necessary, I can be decisive and
tough.
Fiona: Speaking of tough situations, what would you do if a senior faculty
doesn’t listen to you or acknowledge the goals you’ve set for the team?
Dr. Wang: This is a fairly common question with no fixed answer, given that
every circumstance is unique. Changes can bring problems and conflicts to
certain people. If a senior faculty disagrees with me, first I would try to
understand his/her perspective by listening, to see if there is a common
ground. I would also seek alliance and support from others, or tackle the
issue from a different angle. In the worst case when nothing works, you will
have to deal with it straightforwardly. i.e., firing that person (if I can!
) or just leaving him alone. Either way, I will make sure I document every
step.
Fiona: Yes, keep the documentation. What do you think is the most important
element for a group of people, who are largely autonomous with respect to
their financial and professional status, to function as a team?
Dr. Wang: It’s apparently challenging to lead a group of professors,
especially when they are literally from all over the world. Collegiality is
the element that I will strive to cultivate and maintain for the department.
I will set up commonly-shared goals, transparent decision-making process,
and sound mentorship, to name a few. I imagine the whole department as a
ship where everyone is in the right position. They don’t have to work with
each other daily, but as long as everyone is doing his/her job, the ship
will be moving forward.
Fiona: On staff recruitment and tenure promotion, will you hire additional
faculty in the next five years to open up new areas, strength the existing,
or simply replace the to-be-retired? How would you plan to help young
faculty reach the tenure criteria?
Dr. Wang: I do have a few plans to expand existing programs and establish
new ones. For example, I will expand the minor in Chinese Language and
create a minor in Asian Studies and Japanese. I also hope to build a joint
graduate program with other departments. I intend to hire more tenure-track
faculty to consolidate those programs.
Yes, I have plans for assisting young faculty in their early career, both
formally and informally. Mandatory activity includes periodic observations,
annual evaluations, third-year reviews, etc., which will be put in handbooks
. Informal ones may come from diverse sources, such as peer-mentoring,
external mentoring, and university-sponsored workshops. I will form a
mentoring group and a supporting “net” for every new hire and make sure no
one’s left out.
Fiona: “Glass Ceiling” is a frequent complaint we hear from Chinese
faculty in the western societies, especially male. What are the obstacles
you’ve observed on their way of pursuing an administrative career? What
kind of skills they should try to consciously acquire for this purpose?
Dr. Wang: I actually hit my “Glass Ceiling” at my previous institute and
have been struggling for a while before I got the current offer. In my case,
I don’t think it had anything to do with me being a Chinese male, but
certain obstacles, such as gender, race, or seniority, do exist for many of
us. For me, I got caught up with the administrative transition.
We may not change things that are out of our control, but we can always
improve ourselves. Unlike many Chinese professors who focus on research and
scholarships, I enjoy teaching and working with people. I have been
purposefully polishing my skills in communication, socialization, and public
speaking ever since I came here. Those efforts may not guarantee an
administrative career, but they made me better at what I do. I know my
limits and exactly what I wanted. I work hard along my career path, not for
the glory of the destination but for the joy of the journey itself.
Fiona: Thank you very much, Dr. Wang! Please remember to come back and share
with us your new experience as you climb up the hills. And enjoy the hiking
, just as you said!
