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.



RJ Hullum