Red Hawk Ready

Effective Communication

THE BLUE JAY actively tailors its vocalizations to suit its specific context and audience, shifting from low sounds for close family to loud alarm calls to warn others across wide areas. Like the Blue Jay, an effective communicator intentionally adapts their style, tone and delivery to ensure their message is received clearly across different situations and audiences.

“Communication is not just about transferring information — it’s about connecting, understanding and focusing on our shared purpose.”

IMPACT: Strong communication keeps our teams clear, coordinated and moving in the same direction toward shared institutional goals.

WHAT THEY DO

• Maintain direct, clear and consistent communication in all interactions.
• Seek feedback on how messages were received and adapt their approach as needed.
• Use nonverbal cues including eye contact and posture to encourage participation.
• Listen actively to understand others' perspectives

WHAT THEY SAY

• "I may not have explained that clearly — let me try again."
• "I want to make sure I understand you. Is this the point you're trying to make?"
• "Let's align on the message before we communicate it broadly."
• "Can I clarify anything before we move forward?"

WHAT THEY DON'T DO

• Respond to emails or texts during meetings, signaling a lack of presence.
• Command the conversation by talking over others, talking at length or dismissing ideas.
• Allow emotions or stress to control their professional communication.
• Use the same communication style regardless of the circumstances. 

Collaboration

THE HARRIS'S HAWK exhibits true collaboration by hunting in highly coordinated teams. They take on distinct roles — such as the flusher, the chaser and the ambusher — adapting to the landscape together and sharing the results of their cooperative effort. This behavior shows that true collaboration requires recognizing unique strengths, playing distinct roles and sharing the work to achieve collective success that no one could reach alone.

“Great things happen when we work together, not just alongside each other.”

IMPACT: The Collaborator is highly productive, builds stronger working relationships and is essential to the continued success of Montclair.

WHAT THEY DO

• Build trust by being honest, consistent and open to feedback.
• Understand that brainstorming multiple ideas leads to the best solutions while recognizing each person's unique strengths.
• Contribute their fair share and encourage others to participate as well.
• Balance individual priorities with collective and institutional goals.

WHAT THEY SAY

• "What perspectives are we missing?"
• "How can we combine our strengths to achieve the best outcome?"
• "What role can each of us play in making this successful?"
• "Let's work together on our next steps."

WHAT THEY DON'T DO

• Micromanage others or stifle their autonomy.
• Undermine agreed-upon decisions instead of supporting the team's direction.
• Take all the credit for group efforts or successes.
• Withhold information that the team needs to succeed.

Innovation

THE RAVEN is renowned for its ability to solve unique, complex problems. It modifies objects to invent new tools and prepares for the future, building robust nests and caching food for the winter months. Innovation at Montclair works the same way: it is the practice of dismantling old ways of thinking, challenging assumptions and creating new solutions to solve complex problems and improve our contributions to the success of the students and communities we serve.

“Innovation is creating what’s possible, not preserving what’s comfortable.”

IMPACT: An innovative mindset encourages curiosity, experimentation and continuous improvement, helping Montclair remain future-ready.

WHAT THEY DO

• Develop creative solutions to complex problems and reframe existing challenges.
• Question "the way we've always done it," and challenge traditional assumptions.
• Embrace and learn from failure, using it as a tool for refinement.
• Focus on creating value by improving processes and enhancing the human experience.
• Leverage emerging technologies and trends to enhance institutional effectiveness.

WHAT THEY SAY

• "What's holding us back?"
• "Tell me how you'd do this if you had no constraints."
• "What are we trying to accomplish, and how could we do it better?"
• "What good idea from somewhere else can we build on?"

WHAT THEY DON'T DO

• Romanticize the past or cling to tradition for its own sake.
• Resist change or discourage new ideas.
• Reject experimentation because the outcome is uncertain.
• Disparage those who seek improvement.
• Let the fear of failure stop them from testing new approaches or pilot initiatives.

Professional Curiosity

THE KEA is a skilled explorer. It is naturally curious and spends its time looking deeper into everything that surrounds it. Professional curiosity requires this same drive and focus. It means stepping off the beaten path to explore the situation, connecting the dots between teams and deeply understanding the wider context, both inside and outside the University, to continuously improve our contributions to the world.

“Looking beyond ourselves for new ideas inspires continuous improvement.”

IMPACT: This capability connects daily operations to Montclair’s priorities and pays attention to the external environment to improve our business practices.

WHAT THEY DO

• Stay current with the news, trends and discoveries in higher education and related industries.
• Seek to understand how new initiatives could affect other people and processes before implementing them.
• Connect with colleagues across departments to broaden understanding.
• Look beyond immediate responsibilities to understand the broader institutional context.

WHAT THEY SAY

• "How have other institutions approached this challenge?"
• "This idea seems to fit into Montclair's mission. We should explore it."
• "If we make this change, how will it affect the student experience? Will this change affect other people's work?"
• "What should we be exploring today to prepare for tomorrow?"

WHAT THEY DON'T DO

• Abandon the plan and do their own thing.
• Treat learning as something that only happens in formal training.
• Stay within their silo.
• Stop asking questions once they have an answer.
• Reject ideas from people outside their area of expertise.

Emotional Intelligence

THE COCKATOO is a highly social bird known for its deep sensitivity and empathy. It possesses a profound ability to read the body language and emotional states of those around it, actively adapting its own behavior to comfort and connect with its companions. Emotional intelligence is rooted in this same empathy and awareness. It requires actively "reading the room," recognizing the emotional cues of your colleagues and adapting your approach to build strong, supportive relationships.

“Engaging others and responding rather than reacting creates the space for  meaningful dialogue.” 

IMPACT: By practicing self-awareness and empathy, this individual enables their colleagues to flourish and fosters a culture of trust.

WHAT THEY DO

• Recognize and appropriately respond to the emotions and needs of others.
• Remain calm, respectful and constructive during conflict or challenging situations.
• Build trust through self-reflection, empathy, authenticity and consistent behavior.
• Create an environment where people feel valued, respected and heard.

WHAT THEY SAY

• "What support do you need from me?"
• "I appreciate your honesty, even when the feedback is difficult to hear."
• "I may be missing something — what are your thoughts?"
• "Thank you."

WHAT THEY DON'T DO

• React defensively to feedback.
• Dismiss, minimize, or ignore their colleagues' thoughts, feelings, or identities.
• Assume bad intentions in others or confuse confidence with dominance.
• Avoid hard conversations or appear disengaged when others are speaking.

Situational Agility

THE RUBY-THROATED HUMMINGBIRD is an evolutionary marvel. It is a master of agility, hovering and changing direction nimbly. It is the only bird capable of sustained backward flight. Situational agility is the professional equivalent of these skills. It equips us to be nimble, immediately adjust course and brainstorm new solutions when conditions change or opportunities arise.

“Finding the best solutions requires flexibility, especially when something unexpected calls for a new approach.”

IMPACT: By welcoming new solutions and embracing the unknown, this capability enables Montclair to be nimble and respond intelligently to evolving demands.

WHAT THEY DO

• Embrace change as an opportunity for both professional growth and the advancement of Montclair.
• Respond productively to feedback and unexpected outcomes, acknowledging that the best solution isn't always the easiest.
• Pivot quickly when circumstances or data require a new approach.
• Operate effectively even in uncertain, complex or rapidly changing environments.

WHAT THEY SAY

• "Given what we've learned, I think it's time to alter our course."
• "What does success look like under these new circumstances?"
• "We may not have all the answers yet, but we can take the next step."
• "This might not be what we expected, but let's make it work."

WHAT THEY DON'T DO

• Become attached to a plan even when conditions have changed.
• Wait for perfect conditions before moving forward.
• Let uncertainty, setbacks or unexpected changes derail progress.
• Focus on why something won't work instead of exploring what could.

Strategic Mindset

THE GREAT BLUE HERON is a master of strategy and energy management. Great Blue Herons are patient hunters that assess their environment and position themselves strategically, waiting for food to come to them. A strategic mindset empowers you to do the same: assessing a situation and making a tactical decision in anticipation of long-term trends and future consequences, all while keeping a sharp eye on what matters most in the present moment.

“Strategy isn’t about doing everything; it’s about choosing wisely where to focus our energy and resources.”

IMPACT: An agile, strategic approach prepares Montclair for continued success, serving as a compass to find our way in unfamiliar territory.

WHAT THEY DO

• Use data-driven insights and diverse perspectives to guide institutional strategy.
• Anticipate future opportunities, challenges and consequences.
• Align day-to-day work and departmental goals with long-term priorities.
• Identify opportunities, risks and emerging trends before they become urgent.

WHAT THEY SAY

• "What will our future stakeholders need that they don't have today?"
• "Let's break this down to make sure we are on the same page with what we're doing and why we're doing it."
• "What information are we missing?"
• "What are we willing to tolerate in the short term to help us in the long term?"

WHAT THEY DON'T DO

• Make decisions based solely on emotions or a reactive desire to please everyone.
• Dismiss information that challenges their personal views.
• Choose short-term comfort over long-term institutional benefit.
• "Kick the can down the road" by avoiding difficult decisions or ignoring industry trends.