By Mitchell “Stitch” Stafford

RAPID CITY, S.D. — Ask Jade Herman to explain who she is, and her first instinct might be to answer with a song lyric.

“My brain is full of movie quotes and song lyrics, so I really wanted to start my response with, ‘I’m just a small-town girl … living in a lonely world,’” Herman joked.

But behind the humor is a story built around family, education, leadership and a commitment to leaving the people and places around her better than she found them. Herman grew up on the Rosebud Reservation, and while she acknowledges life there was not always easy, she had something that would prove invaluable throughout her journey: a strong support system. Her parents made sure she knew she could pursue whatever she wanted in life. Herman also spent considerable time with her maternal grandmother, whom she describes as essentially her first teacher.

From her grandmother, Herman learned compassion, humility, strength and grace, qualities that would later become foundations of her own approach to leadership. Herman also developed an early love of learning. She read constantly, worked hard in school and eventually graduated as valedictorian of her high school class. Along the way, she became involved in clubs and extracurricular activities and frequently found herself placed in leadership roles.

Her years playing golf provided another education.

Golf required her to carry her own weight while supporting her teammates, and Herman developed a philosophy around respect that she still applies today. Respect the course meant leaving the community better than she found it. Respecting teammates meant supporting their struggles and celebrating their successes. Respecting coaches meant accepting feedback and remaining willing to grow. Respecting opponents meant practicing kindness, humility and integrity.

Those lessons would follow Herman into college and eventually into a 15-year career at South Dakota Mines.

Finding her place at South Dakota Mines

Herman’s relationship with Mines began long before she enrolled.

As a sixth grader, she attended a regional science fair on campus and immediately knew she wanted to attend the university someday. Her mother later took her to Expanding Your Horizons conferences, which exposed young girls to opportunities in STEM careers. Herman ultimately pursued interdisciplinary sciences at Mines. She arrived as a first-generation college student and eventually went from student to employee, spending 15 years at the university and serving in seven different positions, including becoming Mines’ first chief of staff.

Those years reshaped the way Herman thinks about leadership.

“I think the biggest thing my experience at Mines taught me is that leadership is really a process, not simply a position or a title,” she said.

Herman consistently made professional development part of her goals. Former Mines President Heather Wilson encouraged her to pursue her doctorate, something Herman said she likely would not have done without Wilson recognizing her potential. It showed Herman firsthand how much difference a leader can make simply by encouraging someone else. She also learned what she calls the “people engineering” side of leadership, assembling people with different strengths and empowering them to work toward a common goal.

“If you surround yourself only with people who think the same way you do, you limit your ability to grow and find creative solutions to difficult problems,” Herman said.

Perhaps more importantly, she learned that strong relationships are often built through seemingly insignificant moments. Stacking tables with staff at the end of an event. Recognizing when someone is overwhelmed. Remembering coffee orders or the names of children and pets. Celebrating birthdays. Offering compassion after a loss. Thanking people whose work happens behind the scenes.

“None of those things are required job functions, but over time, those small gestures add up to something much bigger,” Herman said. “Mines taught me that leadership is ultimately about how to genuinely connect with people and the impact you have on them will matter far longer than any title you hold.”

Bringing Rapid City together

Herman’s service has extended well beyond her professional responsibilities. One of the most visible examples was her four years serving on the Rapid City Summer Nights board. Herman was a fan of Summer Nights before becoming involved, largely because of her love of live music and dancing. Friends serving on the board began recruiting her, particularly Tyler Artz, who tried to convince her to join while she was completing her doctorate.

Herman told him to wait until her dissertation was finished.

He did.

Then, as Herman puts it, “he pounced.”

She eventually agreed and quickly discovered how much work went into creating the weekly downtown celebration. There were hot days, rainstorms and plenty of late Thursday nights, but Herman said there was something special about watching hundreds of volunteers, businesses and sponsors work together simply because they wanted to create something positive for Rapid City.

“I’m incredibly grateful for the friendships and connections I made during my four years on the board, and I’ll always be a big supporter of Summer Nights,” Herman said.

A personal connection to Crazy Horse Memorial

Today, one of Herman’s most significant leadership roles is serving as chair of the Crazy Horse Memorial Foundation Board of Directors. For Herman, the responsibility is deeply personal. Her great-grandfather attended the dedication of the Memorial on June 3, 1948. More than seven decades later, Herman is part of another generation working to carry that mission forward.

She describes Crazy Horse Memorial as more than a monument.

“It’s a spiritually healing place that brings people together from all walks of life and inspires them to dream bigger,” Herman said.

Herman said she is also proud to be part of a historic chapter for the organization, with a Native American CEO, Whitney Rencountre, and a Native American board chair. Her background growing up on the Rosebud Reservation influences how she approaches the responsibility. Herman believes part of her role is ensuring the histories of Crazy Horse, Chief Henry Standing Bear and Native Americans are presented authentically and respectfully through the Memorial’s museum and cultural programming.

Her experience as a first-generation college student and higher education professional also gives her perspective on the Memorial’s university programs and the challenges Native students can experience transitioning into college. As for physically helping carve the mountain, Herman knows her limitations.

“Since I have no practical experience with pneumatic drills or diamond saws that would help the crew carve it any faster, I lean on what I do know how to do: tell a story, build relationships, and connect people to a purpose,” Herman said.

Believing in the next generation

That desire to help others see their potential also drives Herman’s involvement with Friends of the Children-He Sapa, where she serves as interim board chair.The culturally specific chapter was established in 2022 and provides consistent, long-term mentorship to Native youth. Its mission resonates with Herman because she knows firsthand how important having people in your corner can be. When Herman prepared to leave home to attend Mines, she heard people tell her she would never graduate because the university would be too academically challenging. Others told her to remain home and attend tribal college instead.

Her family told her something different. They believed she could succeed. Herman did.

She went from a first-generation college student to earning a doctorate and eventually leading organizations she could not have imagined being part of as a child. Some young people, Herman said, don’t have the support system she did. That makes the work of Friends of the Children-He Sapa particularly meaningful.

“I hope kids see they belong in whatever rooms they dream of entering, and that sometimes all it takes is one person believing in their futures for them to believe in themselves,” Herman said.

Holding the door open

Herman understands what it feels like to wonder whether she belongs in those rooms. Early in her time at Mines, Native students and women were significantly outnumbered. Herman said she often sat quietly in the back of the classroom, hoping to go unnoticed. Then a professor gave her advice that changed her perspective. She needed to be seen. Even if she said nothing, simply sitting in the front row would make a statement.

So Herman moved forward.

“Slowly, I developed a quiet confidence that was seen more than it was heard, but when I did speak, people listened,” she said.

It taught Herman that leadership doesn’t necessarily belong to the loudest person in the room. Sometimes the most effective leaders listen more than they speak. Years later, Herman was selected for the 2023 Millennium Leadership Initiative, a national program designed to develop leaders from traditionally underrepresented communities for senior roles in higher education. One message from that experience stayed with her: Hold the door open for the person coming behind you.

“If you are the ‘first’ in a role, whether that’s the first Native person, the first woman, or the first person from any traditionally underrepresented group, make sure you’re not the last,” Herman said.

Mentors opened doors for Herman throughout her life. Now she sees it as her responsibility to do the same.

“When I hear someone say they don’t feel like they belong at the table, I remind them that others worked hard to make room for their chairs,” Herman said. “And once we find our own seat, I think we have a responsibility to make a little more room for whoever comes next.”

What’s next?

After 15 years in higher education, Herman recently closed the South Dakota Mines chapter of her professional life. She isn’t finished leading. She’s simply ready to discover where that leadership takes her next. Professionally, Herman said she is looking for a new challenge, something that allows her to continue learning, expand her skills and perform meaningful work. Personally, she is intentionally making more room for the things that make her happy: family and friends, her dog, traveling, golf, reading, concerts and perhaps finally finishing some overdue house projects.

Her commitment to the Black Hills isn’t changing.

Herman plans to continue supporting organizations whose missions she believes in and giving back to a community that has given her opportunities to build a life and career. It comes back to a philosophy she learned early.

Leave the course better than you found it.

“I hope people think of me as a dedicated servant leader who cares deeply about people, strengthens the organizations and communities I am fortunate enough to serve, and helps others realize their own potential,” Herman said.

Of course, Herman hopes people remember a few other things, too. She is heavily influenced by leadership books and ’90s movies. She speaks fluent song lyrics and movie quotes. And regardless of how important the meeting might be, there’s always the possibility she will become distracted by a dog.

For someone whose career has included plenty of impressive titles, that final glimpse into Jade Herman might say more about who she is than any title ever could.