Tag Archives: leadership development

Rest and reflection

This quote from Peter Drucker highlights the importance of reflection as part of learning.

As adults, we know that most of what we learn doesn’t happen in a classroom. It happens during our work and personal lives. But here’s the thing – it’s not just the experience we learn from, it’s how we think about it afterwards. Researchers at Harvard Business School discovered that reflection on our experiences enhances learning. Taking time to understand the meaning of what happened has multiple benefits:

  • Learning from experience can be more effective if coupled with reflection.
  • Reflecting on what has been learned makes experience more productive.
  • Reflection builds confidence in our ability to achieve a goal.

With that in mind, we’ll be taking a break until after Labor Day. As our team spends the next month on vacation and catching up on projects, we’ll also take time to reflect on the past year and what we learned from it.

I hope you will have some time to relax, reflect, and re-energize during the rest of the summer.

Dee Anne Bonebright

Advertisements

Hard work

I know this isn’t a surprise to any of you; it takes work to develop your leadership chops. And in the end, you need to take responsibility for your own development. Given that my profession is leadership development, that is hard to hear but it is reality. As we prepare to take a short break from our blog I want to share a few ideas for you to consider and perhaps use to drive your own leadership development, wherever you are on your leadership journey.

Natasha Bowman recently shared a short article in Forbes titled, Five Ways to Take Charge of Your Professional Development. Each of these give you an opportunity to drive your own development.

  1. Earn a certificate in your field. A few years ago I earned my Certified Professional in Learning and Performance certificate from the Association of Talent Development. Taking responsibility for diving into the 10 areas of expertise in my profession was a powerful development experience. Ask yourself, where do I want to expand and grow?
  2. Enroll in an online course. Technology has made available a wide range of inexpensive and easy-to-access courses on almost any topic. For us in higher education it gives us a chance to better understand our students by becoming one!
  3. Speak at a conference or seminar. Challenge yourself to move from the audience to the front of the room. Nothing helps you learn more than having to teach others about your topic.
  4. Expand your scope. Actively look for and propose to your boss projects, activities and experiences outside your normal responsibilities.
  5. Find a mentor. And meet with them! Reach out and ask someone to formally be your “mentor.” Most people love to help others, even if they are busy. Take responsibility to identify why you want a mentor and to schedule and drive the conversations.

As Bowman states, proactively “invest in yourself.”

Todd Thorsgaard

Developing into the hard spaces

I spent most of this week at the Luoma Leadership Academy, a year-long program in which about 60 leaders at Minnesota State have been learning about leadership and putting it into practice with action learning projects.

At the graduation program, Senior Vice Chancellor Ron Anderson spoke about the importance of developing ourselves as leaders. I appreciated his thoughts about the importance of development, even when it’s hard.

First, he talked about becoming comfortable living in the “murky space” of continuous change. He challenged us to stand up, step out of our comfort zones, and engage in what we could do, not just what we are doing. Increasing our comfort with change, from a work and personal standpoint, enables us to better serve our students, institutions, and the system.

He also challenged us to become comfortable with failure. As we push ourselves and our institutions into new places, we will try some things that don’t work. He reminded us that failure isn’t bad, and it doesn’t mean we’re bad leaders. As long as we learn from it, failure is part of the development process.

As Vice Chancellor Anderson pointed out, we in higher ed are less likely than some other industries to support the idea of “fail early and often.” Developing ourselves as leaders for the future will mean moving into that space and trying new things, even if we aren’t sure whether it will work as planned.

Putting ourselves into places that may be uncomfortable, and stretching our boundaries, is a key component to our work as leaders. What uncomfortable challenge have you taken on recently?

Dee Anne Bonebright

Stealing from the classroom

What can leaders learn from college faculty about customer service? I was pondering this question as I participated in our annual Academic and Student Affairs/Equity and Inclusion conference two weeks ago. After listening to LuAnn Wood, Student Success Coordinator at Century College, describe the work she is doing at their Institute for Culturally Responsive Pedagogy (ICRP) my answer is yes! Similar to faculty needing to change how they teach to ensure the success of students from all cultures, leaders need to change how they lead to support the success of the ever increasing diverse population of employees.

In the book, Culturally Responsive Leadership in Higher Education, leaders are challenged to change their leadership practice to meet the needs of all their employees, regardless of their diverse cultural backgrounds. They identify nine key activities that leaders can use to examine and develop their leadership to be more culturally responsive.

  1. Initiate and engage in critical conversations with individuals from different cultures and who have a different point-of view.
  2. Choose to use a critical lens and examine multiple cultural perspectives when making decisions.
  3. Use consensus building decision-making and consciously acknowledge stereotypes.
  4. Use research-based information to better understand differences between cultural groups and outcomes.
  5. Honor all members of your constituencies.
  6. Lead by example to meet the needs of different cultures.
  7. Take on the responsibility to bring cultural issues to your stakeholders to get resolution.
  8. Build trust with stakeholders who are not yet culturally responsive.
  9. Lead for the greater good of all cultures.

Where do you have an opportunity to be more culturally responsive?

Todd Thorsgaard

 

 

Who are you?

The stressed-out demanding coworker, the skeptical regulatory agent, the overwhelmed student, the sick and crabby patient, the distracted team member, or the busy boss – what do these people all have in common? They are someone’s customer!

When I worked in health care we always had to stop and remind ourselves that the reason our customers (patients and their families) were acting stressed, confused, and unhappy was because they were sick or their family members were sick! Customer service can be easy when everyone is on their best behavior and interacting in a highly professional manner, but that isn’t reality. Leaders need to be able to listen and respond with respect even when people are being “difficult.”

Author Paul Meshanko in his book, The Respect Effect, highlights 12 Rules of Respect that can help you establish respect with your customers even in difficult situations. These rules are based on behaviors that have been shown to neurologically enhance human interactions even in stressful situations.

  1. Be aware of your nonverbal cues – are your behaviors supporting your desired message?
  2. Develop a curiosity about the perspective of others – actively demonstrate that you are interested in what or why or how others are feeling or thinking.
  3. Assume that everyone is smart about something – give people the benefit of the doubt.
  4. Become a better listener by shaking your “but” – using the word but dismisses anything said previously even if that isn’t what you mean.
  5. Look for opportunities to connect and support others – identify areas of agreement while acknowledging areas of difference.
  6. When you disagree, explain why – provide information that clarifies how you made a decision.
  7. Look for opportunities to grow, stretch and change – remind yourself that nothing is static and each of us has something new to learn.
  8. Learn to be wrong on occasion – consider other points of view, even when your idea will work, and demonstrate to others that it is ok to make a mistake at times.
  9. Never hesitate to say you are sorry – acknowledge when you have not been respectful. It happens!
  10. Intentionally engage others in ways that build their self-esteem – intentionally interact in ways that recognize the value others have.
  11. Be respectful of time – remember that other people have time commitments that you are not aware of, and they are important to them.
  12. Smile! – last but definitely not least. Even in difficult situations look for opportunities to recognize connection or forward movement with a genuine smile.

Customer interactions can be messy. Demonstrating respect gives you the foundation to move forward.

Todd Thorsgaard

Of course I’m trustworthy, right?

I have to admit, as a leader it is natural to look outward and try to help other people succeed, or change, or improve, or tackle a sensitive issue. Yet, looking inward is the first step to take when building trust.

I was reminded of that when I took an “Am I Trustworthy”online quiz. I wasn’t sure I wanted to take the quiz but I wanted to share some trust-building ideas I had discovered in this article.  The last tip was to “be courageous,” acknowledge you have blind spots, and uncover them. So I had to! But first, I will share all 7 tips from Michelle Reina, co-founder of Reina, A Trust Building Consultancy, on how to earn trust.

Ask what you can give. Authentically support your people and ask them how you can help them succeed.

Facilitate breakthrough conversations. Pay attention and help identify miscommunication, misunderstandings and missing information. Help people stay on track and make a difference with their time and energy.

Let people know what they can count on. As we have talked about previously it is important to share information and context. Help people understand decisions and build clarity.

Provide whole person feedback. Let people know how they have made a contribution–and let people know what is getting in their way to further success. Everyone needs both.

Draw the line against gossip. Establish, reinforce and role-model a “no gossip” policy. Ensure that your work culture is a safe one where people don’t have to worry what is being said behind their backs or when they are not in the room.

Admit your own mistakes. Acknowledging and sharing your own fallibility demonstrates your authenticity and helps others feel safe and willing to share.

Know thyself. Good intentions don’t earn trust, actual behavior does. We have to examine our own behavior and assess how trustworthy we are. It is important to know what you do well–and keep doing it. Honestly recognize where you need to make changes to be more trustworthy. Here is a link to the short assessment in the article – How trustworthy am I?

I learned I need to do a better job in giving people authentic feedback. I didn’t like seeing my lower score but now I know what I need to do differently.

Todd Thorsgaard

Earning trust

Welcome to the month of May. In the Midwest we are working hard to rid ourselves of our final snow piles and welcome the first signs of spring. Less than two weeks ago we had over 20 inches of snow on the ground but this weekend my first tulips poked through. Sometimes it is hard to trust that they will return but they do! May is also the month that we will be talking about leaders building trust. Not just building trust but earning trust!

The late author Max De Pree stated “Earning trust is not easy, nor is it cheap, nor does it happen quickly. Earning trust is hard and demanding work.” And the author of The Trust Edge, David Horsager states that the starting point for leaders is to “resist the urge to think about others and whether or not they deserve to be trusted. Take responsibility for yourself … when you change yourself, you have the best chance of impacting your organization …”

Specifically Horsager tells leaders to focus their attention on the question, do people trust me? What am I doing so that they “believe in my ability, my consistency, my integrity, and my commitment to deliver.”  When you are believed in you are trusted.

We will be sharing ideas and opening a dialogue with you on actions you can take to build, sustain and earn the trust of the people you lead. It is a never-ending process but as the leadership pioneer and scholar Warren Bennis says, “trust is the lubrication that makes it possible for organizations to work.”

Todd Thorsgaard