A LETTER FROM THE PRESIDENT
Coming into Fall 2021, the IFC Executive Board recognized that we are effectively dealing with three “freshman” classes. This is what we mean by that:
The Class of 2023 effectively had their freshmen year wiped away. Although they had a semester and a half before the COVID-19 Pandemic forced everyone online, the experience they have is not too much more than everyone else's. The current Junior Class is the second class with the most on-campus experience.
The Class of 2024 is currently experiencing their first year on-campus. Although they are Sophomores, they are still adjusting to the hustle and bustle of walking to and from class. With zero on-campus experience prior to this year, the Class of 2024 is experiencing a lot of things for the first time that the current freshmen class is going through.
The Class of 2025 are current Freshmen. No explanation needed. Freshmen are Freshmen.
With all of this, the class with the most “experience” with in-person interactions are the current Seniors. When COVID-19 hit San Diego State University (SDSU), the current senior class were just Sophomores. How funny is it that those who are the most Senior with experience are those with a little over a year and a half of “experience?”
There is a current leadership crisis that the IFC has been closely monitoring. This crisis is not coming so much from a lack of leaders, but more so from the fact that there is a lack of experiences for leaders to build themselves and test their mettle when faced with interpersonal conflict and personal struggle.
I am a current campus leader. I was 19 when the Pandemic hit and everyone’s lives were changed in the SDSU community. I am now 21. From a socialization standpoint, I am still a Sophomore, not a Senior.
By running for and winning IFC President, I assumed personal responsibility and ownership for a lot of matters related to fraternities and Greek Life. However, I have heavily dealt with Imposter Syndrome. I constantly wonder whether or not I am doing a good job, and whether or not I am doing the right thing with decisions I make. Even now, as I write this Stakeholder Report, I wonder whether or not it will reach the right audience and if it’d even make a difference.
These feelings are real -- they’re not just how I feel on a random Tuesday or Thursday. I work around the clock, 24/7, trying to figure out how I can best serve the community that elected me to serve as IFC President. I field phone calls, make decisions, and fervently think about those that are impacted by my choices.
To combat these feelings, I realized that I had no choice but to be fully vulnerable to those around me. I do this not to just those who I serve or to the Executive Board that looks to me for direction, but to every individual I meet, regardless of affiliation.
Vulnerability, authenticity, and genuinity. Those are the three words I would use to describe the attitude of the IFC Executive Board this year.
All together, the IFC Executive Board approached the Fall 2021 Semester with clear eyes, full hearts, and a can’t lose mentality. We are so excited to share more with you about how we went about that.