Practice Questions - CSUN

Practice Questions

How will you position CSUN’s brand in a competitive higher-ed market?

CSUN’s brand has to be more than messaging (pause) it has to be a reflection of mission. (pause) I would position CSUN as a university that delivers on both academic excellence and social mobility (pause) where equity and access are not just values but proven outcomes. (pause) That means highlighting the national rankings, faculty innovation, and community partnerships that differentiate us (pause) while also lifting up the stories of our first-gen and diverse student body who succeed here against the odds. (pause) In a crowded market (pause) authenticity matters. (pause) Our brand needs to be research-driven (pause) student-centered (pause) and rooted in data that shows impact, not just intent.

How do you ensure consistent messaging across a decentralized institution?

Consistency comes from clarity and empowerment (pause) not top-down enforcement. (pause) I would establish brand standards and toolkits that give every college, department, and program a clear foundation to work from (pause) while allowing for enough flexibility to reflect their unique audiences. (pause) Centralized resources — visual identity, messaging frameworks, content libraries — create alignment (pause) but the real key is training and partnership. (pause) When faculty and staff understand how their local story fits into the larger CSUN mission (pause) they are more likely to adopt the brand naturally. (pause) My role would be to act as both a steward and a facilitator (pause) ensuring coherence without stifling creativity.

How will you balance celebrating CSUN’s strengths with addressing reputational challenges (low graduation rates, equity gaps)?

The strongest brands are built on truth. (pause) I believe we cannot celebrate our wins without also acknowledging the work ahead. (pause) For CSUN, that means telling stories of student success and community impact (pause) while also being transparent about equity gaps and completion challenges. (pause) The key is to frame these challenges as commitments (pause) to show that CSUN is not avoiding them (pause) but actively investing in solutions. (pause) That builds credibility with students, families, and partners. (pause) We can highlight progress through data and initiatives that are already moving the needle (pause) while keeping equity and student success at the center of our storytelling. (pause) This balance protects our reputation (pause) strengthens trust (pause) and positions CSUN as a university that leads with honesty and purpose.

How do you prepare for high-stakes crises with media and stakeholders?

Crisis communication begins long before the incident. (pause) The key is preparation, alignment, and trust. (pause) I would establish a cross-functional response team that includes Public Affairs, Campus Safety, IT, and Academic Affairs (pause) with clear escalation protocols and pre-approved messaging templates. (pause) I believe in running tabletop exercises and scenario planning (pause) so when a crisis does happen, we can move quickly and confidently. (pause) Building relationships with media and stakeholders before a crisis is just as important (pause) because trust built early allows our messages to be received as credible during difficult moments.

Describe a crisis you handled — what worked and what you’d improve.

One example was addressing a campus accessibility challenge that affected digital services. (pause) We activated our cross-unit communication structure (pause) and within an hour we had released a clear, bilingual statement that acknowledged the issue, outlined next steps, and provided direct support channels. (pause) What worked was the speed and accuracy — misinformation never had time to take hold. (pause) What I would improve is documenting and communicating follow-up actions more consistently over the longer term. (pause) A crisis does not end with the first statement (pause) it ends when the community feels informed and supported until resolution.

How will you maintain transparency in sensitive situations (equity gaps, budget cuts)?

Transparency in higher education means being truthful (pause) but also being responsible in how truth is shared. (pause) In situations like equity gaps or budget cuts (pause) I would prioritize factual accuracy, accessibility of the message, and a tone of empathy. (pause) That means releasing data and decisions in plain language, providing context about why choices were made, and pointing clearly to the steps we are taking to address the challenges. (pause) I believe students, faculty, and the public can accept hard truths (pause) as long as they see honesty, accountability, and a path forward. (pause) This balance is what protects both credibility and reputation over time.

How will you measure the success of communication strategies?

Success has to be measured against mission, not just clicks or likes. (pause) I would align our communication metrics directly to CSUN’s strategic plan and to CSU Graduation Initiative 2025. (pause) For example, if the goal is to close equity gaps, I would track engagement with campaigns targeting first-gen and underrepresented students (pause) and then connect that data to advising appointments, application rates, or retention outcomes. (pause) By linking communications impact to student success, we show that our work is not just marketing activity (pause) it is mission delivery.

How do you use data to make resource allocation decisions?

Data gives us clarity on what to scale and what to stop. (pause) I use campaign analytics, A/B testing, and social listening to see what actually drives student action or builds trust with stakeholders. (pause) When a strategy proves high impact — for example, improving advising sign-ups or boosting event participation among equity-priority groups — I make the case to allocate more resources there. (pause) At the same time, I am proactive in cutting or streamlining low-performing efforts. (pause) The goal is always to direct limited resources where they move the needle on mission outcomes.

How will you demonstrate ROI to leadership during budget cuts?

ROI in higher education communications must be framed in terms of outcomes leadership values most. (pause) I would use simple dashboards that show how our strategies contribute to enrollment, retention, student success, and equity priorities. (pause) For example, demonstrating that a campaign not only increased website traffic (pause) but also drove a measurable rise in FAFSA completion or advising appointments. (pause) When budgets are tight, I emphasize two points: here is what we achieved with current resources (pause) and here is what we risk losing if cuts undermine high-impact strategies. (pause) That positions communications as an investment in student success, not a discretionary cost.

How do you lead and develop a large, diverse team?

I start by setting a clear vision and expectations (pause) then I invest in people so they see their role in achieving it. (pause) At the University-Student Union, I built pathways where student creatives could grow into professional designers (pause) which improved both retention and output quality. (pause) With a large and diverse team, I focus on individualized development plans, regular feedback, and recognizing achievements tied to our mission. (pause) My goal is always to build a culture where people feel supported, valued, and motivated to lead at every level.

How do you ensure equity and inclusion are embedded in your leadership?

For me, equity and inclusion are not add-ons (pause) they are the lens for every leadership decision. (pause) That starts with recruitment — making sure our hiring pools reflect the communities we serve. (pause) It continues with mentorship and professional development (pause) ensuring underrepresented staff and students have clear pathways to grow into leadership roles. (pause) Day to day, I try to model inclusion by listening deeply, making space for different perspectives, and adjusting systems when they create barriers. (pause) Equity is not just a value I talk about (pause) it is built into how I lead.

How would you handle underperformance in a high-stakes environment?

I approach underperformance with both empathy and accountability. (pause) The first step is to understand what is driving the issue — is it clarity, capacity, or capability. (pause) I set specific expectations, provide support or coaching, and create a clear improvement plan. (pause) In high-stakes situations, I make sure responsibilities are aligned with people’s strengths (pause) while keeping accountability measures in place to protect outcomes. (pause) If improvement does not happen, I act decisively to reassign or restructure. (pause) My goal is to help people succeed (pause) but also to ensure the institution’s mission and reputation are never compromised.