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"One form of discomfort or pain arises when our lives are out of alignment with our goals, such as when what we do doesn't fit our values, or when we have changed but our lives have not. When we discover we are out of alignment, we can notice how we can describe the events of our lives and the stories we weave to make sense of the world.
Becoming aligned with our deepest values, our deepest sense of ourselves, often begins when we notice we are out of alignment. If you notice a sense of disconnection and discomfort in your work, your job, or your career, pay attention to it! Being out of alignment can happen in small ways - noticing that a particular activity or decision is troubling, unsatisfying, or doesn't fit. Or it can happen in more profound ways - realizing that a career or an important relationship has become a regular source of discomfort rather than of satisfaction or joy (p. 170)."
From: Lesser, M. (2019). Seven practices of a mindful leader. Novato: CA: New World Library.
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Since 1990, The Ohio State University Leadership Center has had the mission of providing research-based resources and high-quality practical programs to build and strengthen leadership capacities.
This year, we are celebrating 30 years of hands-on workshops and strength-based training activities to both organizations and individuals. In doing so, we are offering 15% off of our 21st Century Workshops through July 30, 2020.
“Our workshops are accessible, affordable and applicable. Our participants leave with new ideas and tools that they can apply immediately,” said Beth Flynn.
In effort to continue providing these opportunities, now through December 2020, all workshops and sessions will be online in order to protect the health of our participants and facilitators due to coronavirus.
The Ohio State Leadership Center is located on Ohio State University’s Columbus campus and is proudly a part of the Department of Agricultural Communication, Education, and Leadership at the university.
The center is managed by a team of professionals who understand the importance of leadership training and the impact it can have on everyday lives. As experts in their fields, the facilitators offer practical tips to help participants.
Instructor Tom Stewart said, “I think these workshops are important because it helps people transform their lives. Nothing is more important than being able to really improve someone’s life and in many cases the Leadership Center does just that!”
Communication and conflict management, strength-based training, leadership development and team building are just some of the courses offered by the center.
Stewart added, “I think the future is unlimited for the Ohio State Leadership Center. I actually think we are just scratching the surface right now. There is great potential for this program to expand.”
To find additional information about the Ohio State Leadership Center, visit our website, subscribe to our newsletter, and follow our social media accounts.
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- "Provide learning opportunities as a part of every work life.
- Create a culture where supervisors support the job success of their teams.
- Be mindful of the positive and negative repercussions of autonomy.
- Foster workplace belongingness.
- Support a culture of work-life fit.
- Improve advancement systems.
- Recognize and reward the importance of supportive co-worker relationships (p. 22-23)."
From: Tkatchov, O., & Tkatchov, M. (2020). Proactive professional learning: creating conditions for individual and organizational improvement. Lanham, MD: Rowman and Littlefield.
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- "They are in a position to impact the greatest number of people and processes.
- Managers control the culture of the company.
- They are on the front line with employees.
- They have a huge impact on attracting and retaining talent.
- They're responsible for bringing out the best in people.
- They're on the front line with daily processes.
- They're the 'messaging valve.' They determine what gets reported to senior management and how news is broken to their direct reports.
- They make change happen (p. 357-359)."
From: Studer,Q. (2020). The busy leader's handbook: how to lead people and places that thrive. Hoboken, NJ: Wiley and Sons.
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- "Build skill in perceptive engagement, the capacity to take another person's perspective and discern what would be helpful.
- Cultivate capacity for attunement, which involves being aware of another person while simultaneously staying in touch with our own somatic senses and experiences. It heightens our sense of interconnection.
- Develop empathic listening, the capacity to tune in to feelings of concern as we hear another person's perspectives and experiences. It allows us to be present without needing to fix, solve, or intervene.
- Foster mindfulness, an awareness of changing conditions in ourselves and others on a moment-to-moment basis. It helps us to remain calm and steady in the face of suffering - our own as well as that of others.
- Empathy at work helps us to 'feel our way forward' together and motivates compassion (p. 125-126)."
From: Worline, M.C., & Dutton, J.E. (2017). Awakening compassion at work. Oakland, CA: Berrett-Koehler Publishers, Inc.
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"A limitation of many traditional organizations is their tendency to work from the inside-out. There has long been an assumption, often unspoken or unexamined, that a centralized group of experts would come up with the best ideas for products or service. In turn, the enterprise would produce and sell them.
This mindset can be found not only in the private sector, but also in the not-for-profit and government arenas.
By contrast, effective twenty-first century organizations create value from the outside-in. They engage those they would serve. They listen to and learn from them. That learning is not simply about how to better sell their wares. They attempt to divine how to create products and services and experiences that best serve their customers - even if, especially if, that points to necessary innovation (p. 126-127)."
From: Strock, J. (2019). Serve to lead 2.0: 21st century leaders manual. Serve to Lead Group https://servetolead.org
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- "Courage
- Loyalty
- Diligence
- Modesty
- Honesty
- Gratitude (p. 68-73)."
From: Lesser, M. (2019). Seven practices of a mindful leader. Novato: CA: New World Library.
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Today is the 155th anniversary when black slaves received the news in Texas of their freedom from Federal soldiers; two and half years after the Civil War ended and the Emancipation Proclamation. Really not that long ago. There have been additional amendments and legislation to secure other freedoms including the 13th Amendment (to abolish slavery, Dec. 1865) and the Civil Rights Act of 1964. Even though proclamations, declarations, and legislation have been passed to free slaves, grant equal protections and right to vote, only true freedom and equality will be achieved when racial bias and beliefs of superiority are removed from hearts and minds. It is difficult because often these beliefs or implicit biases are hidden and affect our thoughts and actions in an unconscious manner. Together in ACEL through education, communication, and leadership we will work to promote anti-racism that fosters racial equality and justice.
The recent CFAES update from Dean Kress and educational guide from Dr. Dickerson (see attachment) provides helpful insight and perspective for Juneteenth.
“June 19th is known as Juneteenth, it’s also known as Jubilee Day, Black Independence Day, and Cel-Liberation Day, and is an American holiday that celebrates the emancipation of the last remaining enslaved African Americans in the Confederacy. Learn more about this African American tradition that has been around since the late 19th century. On this historical day take time to consider one’s own bias by reading, listening or watching a video. Resources can be found on the OSU Focus on Racial Justice website as well as the Smithsonian Magazine website.” (Dean Kress, CFAES Update)
ACEL stands in support and solidarity with our Black, Indigenous, and people of color students, staff, faculty, and stakeholders.
-Dr. Scott D. Scheer, Interim Chair & Professor, Agricultural Communication, Education, and Leadership
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"In the twenty-first century, the managers who create the most value are those who best empower others.
As a manager, your ultimate task is to hire, motivate and develop leaders for your enterprise. You serve your enterprise - and your customers - most effectively by empowering your team to unlock their potential, individually and in combination with others.
Empowerment occurs in big and small ways. The big ways include a culture of relentlessly pushing authority and capacity for action to the level closest to the customer. Effective delegation is not a static concept. It is dynamic, constantly evolving.
The new world of 24-7 customer service and just-in-time supply chains necessitates employee empowerment. It is simply not possible to create maximal value through a traditional, centralized management system. Empowering individuals to make decisions, on the front line, in real time, is the order of the day.
Life flowers blooming from seedlings scattered by the winds, examples of management based on empowering employees are found everywhere (p. 161-162)."
From: Strock, J. (2019). Serve to lead 2.0: 21st century leaders manual. Serve to Lead Group https://servetolead.org
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"One of the key components of the vulnerability decision is the willingness to openly acknowledge and then embrace your flaws. This can be very difficult because, again many leaders perceive this as a kind of weakness. They believe this will make them seem fallible, and thus they will lose their authority and respect. But if done in the right way, being open about one's imperfections has the opposite effect, and the best leaders know how to do this.
Admitting your flaws accomplishes several goals. First, it allows you to admit there is room for improvement. How can you change if you think you're already perfect? If you can get past yourself and see that you - as a human being and a leader - are more of a work-in-progress than you are a final product, then you'll set the stage to make the kind of changes necessary to take yourself - and your team - to the next level.
Second, being transparent about your imperfections inspires a tremendous sense of trust in you from your team. The truth is that those who work with and for you already know that you're not, and if your colleagues and staff know that you are conscious of your gaps, they can fully trust that you'll take responsibility for them. It may sound counterintuitive, but it works (p. 139-140)."
From: Lesser, M. (2019). Seven practices of a mindful leader. Novato: CA: New World Library.
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