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- "Before group discussions, give people 2-3 minutes to jot down their thoughts
- In online meetings, encourage responses in the chat box
- Break the team into pairs or small groups to discuss issues and report back to the larger group. This can be done both live and online
- Build in moments of silence for introverts to reflect
- Put a question out to the group, and allow each person 2 minutes to give an opinion on the topic
- Ask introverts to take a role as scribe or timekeeper to help increase their visibility
- On conference calls and online meetings, ask for input from east to west or ask in alphabetical order of names
- To tackle specific issues, incorporate small task forces that meet outside the large group and then report back
- Take unscheduled breaks when energy is low (p. 131)."
What are some additional ideas you can add to increasing engagement with Introverts?
From: Kahnweiler, J. B. (2018). The introverted leader: building on your quiet strength. 2nd edition. Oakland, CA: Berrett-Koehler Publishers, Inc.
"In the days of Glassdoor, Twitter, and other fast-moving social media, reputations build quickly and can be hard to change. We've seen seemingly minor missteps torpedo careers. It's a lot easier to avoid these behaviors than having to clean up your reputation after. Among the top missteps to avoid:
What other misteps can you think of that contribute to a bad reputation?
From: Botelho, E. L; & Powell, K.R. (2018). The ceo next door: the four behaviors that transform ordinary people into world-class leaders. New York: Currency.
Dr. Emily Buck, Co-Director of the OSU Leadership Center and professor at Ohio State, says that her best leadership advice is “be willing to continue to learn from those around you”.
Buck has been fortunate to experience this kind of positive mentorship on a personal level throughout her professional journey through her friend and mentor Kris Boone, director of Ohio State ATI.
“She was the department chair in Agricultural Communication for a long time at Kansas State and was one of the only female faculty members in Agricultural Communication for quite a while,” Buck said. “I have always looked up to her, and she’s someone that I still reach out to periodically.”
Buck has enjoyed additional recent opportunities which have allowed her to further develop as a leader, including a national leadership program for faculty in agricultural colleges. She also enjoys reading books and blogs to sharpen her knowledge, and has several colleagues that she meets with regularly to share ideas.
Buck said that she has always enjoyed finding ways to encourage others and help them reach their full potential, and she enjoys seeing this passion come to life both in the classroom and at the Leadership Center. In the classroom, Buck loves getting to know students and watching them succeed in the variety of paths that they pursue after graduation. In her role at the Leadership Center, Buck has enjoyed being a part of re-branding and re-organizing, both in a visual/design sense and in terms of organizational structure.
“We’re continually honing our skill sets and what we offer to create a better product for those around us,” Buck said.
One quality Buck believes every leader should possess is humility. She stressed the importance of recognizing when you may not be the best person to carry out a specific task, and being willing to help find that person on your team during those times to ensure that everyone is successful.
She added that we all have strengths and weaknesses, and letting others step up allows us to observe their unique skills and talents and appreciate them even more.
Written by Courtney Fulton
- “Assess individual strengths and behavioral preferences
- Select members using a plan to complement strengths and fill gaps to achieve balance and synergy
- Develop a charter, define roles, and align on the most important goals and rewards
- Proactively create an environment in which teammates can learn about each other personally to better understand their formative life experiences, what drives them, and ultimately build trust
- Establish a cadence of team training that incorporates real-world and mission critical challenges and obstacles
- Define lead and lag success metrics as well as a process to monitor progress
- Establish feedback mechanisms and norms for making decisions and holding one another accountable
- Clarify needed support from stakeholders
- Finalize rules of engagement and execute
- Course-correct via team work session (p. 56-57).”
What suggestions do you have to build a high performance team?
Rake, J. (2018). The bridge to growth: how servant leaders achieve better results and why it matters more than ever. New York: Skyhorse Publishing.