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.
Dear ACEL Community,
The tragic deaths of George Floyd, Ahmaud Arbery, and Breonna Taylor (only three of the many unjust deaths in the BIPOC community) over the last several months have amplified the long history of systemic racism in this country. Please know this message comes from a genuine place of care and concern; also that words alone cannot solve or address the racial injustices in the U.S., rather this work will involve our daily intentions, actions, and behaviors.
As we start our Monday after such an emotionally charged weekend, I wanted to acknowledge the range of emotions that spans our community from this last week’s events – sadness, confusion, hurt, and anger. I want to ensure we are taking care of each other during this time and thought it was timely to remind you of an important resource for your wellbeing. The Ohio State University has a robust Employee Assistance Program (EAP) that is here to support all employees with a host of resources.
- "Know that getting better starts on the inside. It's not 'them,' it's you.
- Ask for feedback (and really listen).
- Don't shoot the messenger. Have a 'beginners' mind-set.
- Keep an accountability journal.
- Seize every opportunity to develop yourself.
- Hire people that are smarter than you.
- Get a mentor, be a mentor (or do both).
- Don't be afraid to change your mind.
- There is no finish line in learning (p. 47-50)."
"Leadership is an interesting quality. This crazy world can make it seem like you've got to be bossy to be a boss. The notion of having everyone watching you is a cue to your leadership, but so is the idea that you are looking at everyone else.
- "Leading for compassion involves becoming a high-level compassion architect.
- Leading for compassion often entails using communication channels to reach a broad audience and reinforce a culture of shared humanity.
- Leading for compassion can entail transformation and change of all elements of the organization's social architecture.
- Leading for compassion involves legitimizing suffering and compassion in the organization and drawing attention to the beauty of compassion in human communities.
"Kindness is the answer because our world is so busy and intense. Inevitably, that can lead to short tempers, burnout, increasing anger, and defensive debates. Witnessing kindness brings renewed hope in humanity in the face of jadedness. Kindness keeps us sane when the demands of juggling work and relationships put us on edge and fill us with the urge to lash out.
We can cause irreparable damage when we are unkind, which can lead to becoming numb or unsympathetic - something none of us can afford. We all have the ability to 'stop the madness' by being purposefully kind.
"In the world of mountain climbing, there's such a thing as a false summit. As you climb toward the summit, from a distance it appears to be the pinnacle of the mountain, your ultimate goal. But as you approach it, you finally see that it is in fact a smaller peak, not the true summit you were aiming for at all. Your hopes dashed, you may despair and even lack the will and desire to continue!
- "Reciprocity: this is basically the old biblical principle: Do unto others as you would have them do unto you. Put into action: if you want to get something, give something. The right order is important: offer something first. Then ask for what you want.
- Authority: we tend to follow the advice of experts. We have more trust in a doctor who is wearing a white coat and displaying diplomas on the wall. Put into action: in your area of expertise, find out what the 'white coat' is.