Celebrating Diversity: Shaun Carver Of International House at UC Berkeley On How To Build Inclusive Communities
An Interview With Vanessa Ogle
Live by your values: It’s easy to say you care about diversity and inclusivity, and it’s easy to essentially outsource the implementation of your values to employees, but to make a difference, you need to lead by example. You need to create the policies and the frameworks that can put your values into action.
In a world where diversity is often acknowledged but not always celebrated, we are taking a step forward to highlight the importance of inclusivity in building strong, vibrant communities. This series aims to explore the various facets of diversity — be it racial, cultural, gender-based, or within the differently-abled community — and understand how embracing these differences strengthens our social fabric. As part of this series, we had the pleasure of interviewing Shaun R. Carver.
Shaun R. Carver is the CEO of International House at the University of California, Berkeley. Shaun boasts over twenty years of leadership in international education and a lifetime of living and working in cross-cultural environments. He served as Assistant Dean for Graduate Programs in the Rady School of Management, UC San Diego (2017–2020) and as Executive Director of the Hult International Business School (Boston, New York, San Francisco, Shanghai; 2013–2017), where he oversaw 750 students representing 82 countries. Before that he served in leadership positions in institutions of international higher education in China (2002–2013) at the University of International Business and Economics in Beijing, Tsinghua University, and the Sino-British College of the University of Shanghai Science and Technology (USST).
Thank you so much for joining us in this interview series. Before we dive into our discussion about celebrating diversity, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
It’s great to be part of this series. I’m what you’d call a third-culture kid. My parents hail from opposite sides of the Atlantic — the UK and the US — and I attended an Irish school for a few years. While it may seem like these countries share a lot of cultural similarities, in reality, each has its own distinct attitude, perspective, and way of life.
From a young age, I became keenly aware of how people from different backgrounds perceive the world in diverse ways. Living and traveling in Europe further enhanced this awareness. One of the best aspects of Europe is its accessibility; a short flight can transport you to an entirely different culture and viewpoint, which has been invaluable in my career.
After his time in the Navy, my father spent his entire professional career in the electronics industry, and I followed in his footsteps for a while. This career path was fulfilling for a while, but by my mid-twenties, I started craving something that was more meaningful to me. I wanted to build a legacy and make a positive impact on the world.
This desire led me to pursue an MBA, which eventually brought me to teaching at Cal State San Marcos and Palomar College in San Diego. It was there that I discovered my passion for helping young people develop their ideas and realize their potential.
A pivotal moment in my career was accepting a one-year teaching contract at the University of International Business and Economics in Beijing. This led to a 13 year career in Higher Education in China and eventually to the Shanghai campus of the Hult International Business School. Working with 300 students from all over the world, living and studying in a foreign country, was transformative. Despite the high-pressure environment, the students formed close bonds quickly, which was genuinely beautiful to witness and reaffirmed my decision to be there.
That one-year contract turned into a thirteen-year stay in China and one of the most important periods in my personal and professional life. I returned to the US in 2015, and in 2020 when the opportunity to lead International House ( I-House) at UC Berkeley arose, I jumped at it. This role allows me to combine my passion for supporting young people with the dynamic cross-cultural environment I experienced in Shanghai. It’s been an incredibly fulfilling journey, and I’m excited to continue making a positive impact here at Berkeley, and around the World.
Can you share an interesting or hopeful story where spending time with someone who did not look like you or who was different from you taught you something that has been useful to you?
This is a tough question to answer — I have been surrounded by diverse perspectives for most of my life. For example, I met my wife in Shanghai, and she’s Chinese, so there are little subtle ways in which our worldviews differ slightly, or we have different ways of doing things.
The team at I-House is the most diverse team I’ve ever worked with, and we have a culture that encourages people to find themselves and to build their careers in an inclusive, generous, and kind community. I’m really proud of our people.
One particularly impactful experience was in 2020, at the beginning of my time at I-House. Like most organizations, 2020 was tough. Covid hit, and in the summer of that year, the International House in New York lost an employee. We made the difficult, but necessary decision to shut down for the first time in over ninety years, while, at the same time, also significantly reducing staff headcount. As a non-profit that does not receive any financial support from the campus, we rely solely on the generosity and support of our alumni and friends to survive.
It was a tough period of grieving, making tough decisions, and living in uncertainty. Despite our different backgrounds, we all supported each other, and we all took care of each other. We all agreed that — no matter the business cost or complexity — the most important asset we had was each other. And when we re-opened, we were all the stronger for it.
This experience reinforced the importance of empathy, support, and unity in the face of adversity. It taught me that regardless of our differences, our shared humanity and commitment to each other can help us overcome the toughest challenges.
You are a successful leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
Empathy, flexibility and a growth mindset are the three instrumental traits that have allowed me to navigate complex situations, build stronger teams, and lead effectively through various challenges. I’ll break this down some more:
Empathy: As an educator and leader, empathy has been crucial. Understanding and addressing others’ perspectives, in my experience, leads to better decision-making and inclusivity. For instance, a student once came to me upset about a new policy that limited the use of certain resources. Instead of dismissing their concerns, I took the time to understand the underlying issues. It turned out the policy inadvertently disadvantaged students who didn’t have access to alternative resources. By understanding their perspective, we were able to modify the policy to be more inclusive, addressing the students’ needs without compromising the policy’s intent.
Flexibility: Admitting when I don’t have all the answers, listening to others, and adapting plans based on new information has been key. Flexibility is essential in leadership. There was a time when a major project at I-House at UC Berkeley was facing unexpected challenges due to changes in regulatory requirements. Instead of stubbornly sticking to the original plan, I gathered input from my team and external experts. Admitting that I didn’t have all the answers, we collectively brainstormed and adjusted our approach. This flexibility allowed us to navigate the regulatory changes successfully and complete the project on time.
Growth Mindset: By embracing discomfort, adapting to new environments, and making tough decisions during crises, this has enabled me to navigate some of the most challenging times. Living in China in particular helped me cultivate this mindset. Moving to a country with a completely different language and culture was challenging. Embracing discomfort and adapting to new circumstances was crucial. This mindset was further tested during the COVID-19 pandemic at I-House. We had to make tough decisions quickly, like shutting down operations temporarily. This adaptability and willingness to learn from each situation helped us protect our community and emerge stronger.
Can you share a personal story that highlights the impact of diversity and inclusivity in your life or career?
When I was considering where to pursue my doctorate, I knew I wanted a program that would not only challenge me intellectually but also expose me to a variety of different views and perspectives. I felt it was crucial to place myself in an environment where my own views and perceptions could be challenged and expanded. This led me to the University of Southern California (USC).
The mission of the Rossier School of Education at USC is deeply rooted in promoting diversity, inclusivity, and addressing disparities in education. Rossier attracts a vibrant and diverse group of individuals, each bringing their own unique experiences and viewpoints. This diversity was precisely what I was looking for, and it played a significant role in my decision to choose USC.
Throughout my time at Rossier, I was constantly engaged in discussions and projects with people from different backgrounds, cultures, and perspectives. This environment not only enriched my academic experience but also broadened my understanding of the world. It reinforced the value of inclusivity and the importance of considering diverse viewpoints in both my professional and personal life. It wasn’t always easy, and I had conversations there I wouldn’t have been exposed to anywhere else. Choosing USC was one of the best decisions I made, as it allowed me to grow in ways I had never anticipated and underscored the transformative power of diversity and inclusivity.
How do you approach and manage the challenges that arise when working towards creating more inclusive communities?
When working towards creating more inclusive communities, I approach and manage challenges through a combination of clear goals, shared values, representation, and active engagement.
At I-House, we have established goals and values centered on fostering cross-cultural collaboration and exchange. These goals are communicated clearly to both students and staff, setting expectations for conduct and participation. By aligning everyone with a common purpose, we create a foundation that helps prevent conflicts from arising.
Understanding that a statement of values alone is not sufficient, we have implemented a system of representation that ensures all voices are heard. This system is designed to avoid concentrating power in the hands of a few and instead promotes inclusivity. We actively seek input from a diverse range of students and faculty members, ensuring that decision-making processes are democratic and representative of our community’s diverse perspectives.
We proactively engage with our community through regular forums, workshops, and open discussions. This engagement allows us to address issues before they escalate and fosters a culture of open communication. By creating spaces where everyone feels comfortable expressing their views, we can identify potential challenges early and work collaboratively to find solutions.
We recognize that inclusivity is an ongoing process that requires continuous learning and adaptation. We regularly review our policies and practices to ensure they remain effective and relevant. This involves soliciting feedback from the community and being willing to make necessary changes based on that feedback. For instance, during the COVID-19 pandemic, we faced significant challenges in maintaining an inclusive community while transitioning to remote operations. By leveraging our established systems of representation and communication, we were able to quickly gather input from students and staff, identify key concerns, and implement solutions that addressed those concerns while upholding our values of inclusivity and support.
What innovative strategies or initiatives have you implemented or observed that effectively promote the importance of diversity and inclusivity?
Promoting diversity and inclusivity is fundamental to fostering a vibrant and engaged community. Here are some innovative strategies and initiatives I’ve implemented and observed that have proven effective:
Weekly resident surveys:
One of the first steps I took when joining Berkeley I-House was to overhaul our system of resident engagement. We implemented weekly anonymous surveys that allow residents to provide candid feedback on their experiences and any concerns they might have. This proactive approach ensures we can address issues early, maintaining a positive and inclusive environment.
During the initial phase of implementing weekly resident surveys, we identified a recurring issue with communication barriers among residents from different cultural backgrounds. By addressing this early, we were able to organize intercultural communication workshops that significantly improved mutual understanding and collaboration within the community.
Annual employee surveys:
Similarly, we conduct annual surveys for our employees to gather insights into their experiences and feelings about their roles and the organization’s culture. These surveys help us track our progress towards our diversity goals and make necessary adjustments.
At one point, our annual employee surveys revealed a lack of diversity in mid-to-high level leadership positions. In response, we launched a leadership development program aimed at empowering employees from underrepresented backgrounds to take on leadership roles. This initiative has already increased our leadership team’s diversity.
Inclusive workshops and training:
We host workshops and training sessions focused on inclusivity, cultural competence, and anti-bias education. These programs are designed to equip both residents and staff with the skills and knowledge needed to foster a respectful and inclusive community.
By listening to our community and proactively addressing their concerns, we create a more inclusive and supportive environment where everyone can thrive.
In your opinion, what are the key elements that make a community truly inclusive, and how can these be fostered on a larger scale?
I’ve already hinted towards this, but don’t underestimate the power of being deliberate in your actions. I’ve seen so many companies and institutions that express a belief in the importance of diversity and inclusivity, but only really applying lip service. They might have a statement of values, but that may be it.
In practice, building an inclusive community — like the one we have at I-House — involves deliberate, constant, and consistent effort. We have values, but we also live by them. We look for ways in which we’re failing, and then we try to fix them. We treat our values not as a one-time issue to be addressed, but as a challenge that we try to live up to each day.
Based on your experience and research, can you please share “5 Ways We Can Build Inclusive Communities”?
- Be intentional in how you present your culture: It’s hard to live up to an ideal that you haven’t defined. The very first step should be to have clearly stated values and principles, and you should make them widely known. They should be on your website, and printed on posters in your building, and in your workplace code of conduct. Staff should know them by heart.
- Live by your values: It’s easy to say you care about diversity and inclusivity, and it’s easy to essentially outsource the implementation of your values to employees, but to make a difference, you need to lead by example. You need to create the policies and the frameworks that can put your values into action.
- Listen: While leadership matters, you can’t really build diverse communities in a top-down way. You need to build the channels for feedback, so everyone — no matter where they stand in the hierarchy — can make their voices heard without fear.
- You can’t be what you can’t see: This is one that I have taken from a campus leader that I deeply respect. If you live diversity and inclusivity, it should thrive at every part of your organization. It should exist throughout your community. And that means giving everyone a seat at the table, especially at the highest echelons of the organization.
- Unambiguous commitment: People can tell when you’re being insincere. If you’re only providing token, half-hearted measures that improve diversity, then people will lose faith in you and your organization. This is a matter of perception and can be hard to gauge. You should aim to leave no room for doubt about your commitment to diversity. It’s a value to be aspired to, not a box to check. Make that clear.
How do you measure the impact and success of diversity and inclusion efforts, and what changes have you seen as a result of these initiatives?
Diversity and inclusivity are something you can measure in a bunch of ways — from the makeup of your workforce and, in the case of the Berkeley I-House, your student body, to those holding leadership positions. In our case, we’ve found that listening to residents — whether through surveys, via student leaders, or through one-on-one conversations, which, thanks to our culture of transparency and openness, are often candid — are useful. Listening provides a barometer of how effective you are and what you need to do.
Again, none of this is easy, but it’s worthwhile. We’re a stronger, better, and happier community because of our commitment to diversity, and we see that strength and kindness every day in both normal and extraordinary times.
You are a person of great influence. If you could start a movement that would bring the most good to the most amount of people, what would that be?
I’m lucky. As I said, in my twenties, I wanted to build something that changed the world. As I’ve grown in my career, I don’t need to build anything new. We have institutions — like I-House — that already do a tremendous amount of good, and I’m so grateful to be a part of this community. My ambition is to continue that growth trajectory. I want to see I-Houses in every top university in the world, with tens of thousands of students graduating every year infused with the values of this historic institution. In this position, I see what societal good we can create, and the lifelong bonds we’re able to forge between our students. I see the positive impact our alumni have in the World. I genuinely believe this model can — and does — make the world a better, more connected place.
Thank you for the time you spent sharing these fantastic insights. We wish you continued success in your great work!
About The Interviewer: Vanessa Ogle is a mom, entrepreneur, inventor, writer, and singer/songwriter. Vanessa’s talent in building world-class leadership teams focused on diversity, a culture of service, and innovation through inclusion allowed her to be one of the most acclaimed Latina CEO’s in the last 30 years. She collaborated with the world’s leading technology and content companies such as Netflix, Amazon, HBO, and Broadcom to bring innovative solutions to travelers and hotels around the world. Vanessa is the lead inventor on 120+ U.S. Patents. Accolades include: FAST 100, Entrepreneur 360 Best Companies, Inc. 500 and then another six times on the Inc. 5000. Vanessa was personally honored with Inc. 100 Female Founder’s Award, Ernst and Young’s Entrepreneur of the Year Award, and Enterprising Women of the Year among others. Vanessa now spends her time sharing stories to inspire and give hope through articles, speaking engagements and music. In her spare time she writes and plays music in the Amazon best selling new band HigherHill, teaches surfing clinics, trains dogs, and cheers on her children.
Please connect with Vanessa here on linkedin and subscribe to her newsletter Unplugged as well as follow her on Substack, Instagram, Facebook, and X and of course on her website VanessaOgle.
Celebrating Diversity: Shaun Carver Of International House at UC Berkeley On How To Build Inclusive… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.