Recent Blog Posts
- "I will talk to you before I ever talk about you.
- I will engage in candid conversations with humility, knowing I have room to grow.
- We will seek objective input if we come to an impasse.
- I recognize that the objective of the conversation is to seek understanding, resolve issues, and move toward unity
- I will forgive quickly (p. 226-234)."
From: Ross, R. (2019). Relationomics: business powered by relationships. Grand Rapids, MI: Baker Books
Tags:
Comments: 0
- "Trust each other unconditionally
- Assume positive intent, and it they can't get there alone, they ask
- Talk to each other, not about each other
- Care about each other's success as they do their own
- Put the team's agenda ahead of their own
- Push each other to do their best work
- Discuss the toughest issues in the room and leave aligned
- Give each other feedback, even when it's hard (p. 55)."
From: Adams, L.; Curnow-Chavez, A.; Epstein, A. & Teasdale, R. (2017). The loyalist team: how trust, candor, and authenticity create great organizations. New York: Hachette Book Group.
Tags:
Comments: 0
"Business is also about relationships. Relationships, through which those who have a need are linked with those who can supply, is an exchange of value that benefits both parties. In fact, relationships are the very foundation of business. And healthy relationships are always at the center of thriving businesses. I would go so far as to say that good business is never simply about making money. It's really about building relationships and making a difference in people's lives. The better you build relationships and the more value you create for others in those relationships, the more money you will make. The more your business will flourish.
On a personal level, if you want to be your best self, you need someone else speaking into your world through relationship. For an athlete to fulfill her potential, she needs a relationship with a coach. For a student to maximize learning, he must have a relationship with a teacher or tutor. If you want to grow in your professional life, you'd best engage with a mentor. For us to move toward maturity, we need deep healthy relationships with family and friends. We all need others to speak truth into our world. We may very well be the best person in the room, but we won't be our best self if we don't have others who are encouraging, challenging, and sharpening us (p. 48-49)."
From: Ross, R. (2019). Relationomics: business powered by relationships. Grand Rapids, MI: Baker Books.
Tags:
Comments: 0
"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.
Tags:
Comments: 0
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.
Tags:
Comments: 0
- "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.
Tags:
Comments: 0
- "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.
Tags:
Comments: 0
- "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.
Tags:
Comments: 0
"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
Tags:
Comments: 0
- "Courage
- Loyalty
- Diligence
- Modesty
- Honesty
- Gratitude (p. 68-73)."
From: Lesser, M. (2019). Seven practices of a mindful leader. Novato: CA: New World Library.
Tags:
Comments: 0