Six Leadership Lessons From Harvard’s “Girl President” Drew Gilpin Faust
Cami Anderson Jan 10, 2019
Drew Gilpin Faust, Harvard University’s first and only female president
1) Do It For The Right Reasons.
As a history professor early in her career, Drew never envisioned crossing over to university administration, “what my faculty colleagues call the ‘dark side.’” She would raise her hand for leadership tasks not because she wanted to get noticed, but because she felt it was “good citizenship to serve others.”
2) Don’t Be Afraid To Take The Leap.
3) Define Yourself Publicly, Or Others Will Do It For You.
“If you don’t define yourself publicly, someone else will, and it will likely be according to stereotypes,”
4) Gender Is Always An Issue, But Don’t Let It Derail You.
5) Understand That True Leadership Happens In The “Grey Space.”
Being the head of an organization often involves picking between the best of two imperfect choices, forging a path without having all of the facts, or breaking a tie between two competing factions.
6) Spend Political Capital To Plow The Path For Authentic Diversity And Inclusion.
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5 SECRETS TO DEVELOPING A HIGH-PERFORMING TEAM IN HIGHER EDUCATION
Patrick Sanaghan & Jillian Lohndorf
6 POTENTIALLY DESTRUCTIVE MYTHS
#1: THE MYTH ABOUT TALENT
A variety of skills, experiences,and perspectives are necessary,along with high levels of trust, open communication, emotional support, and mutual accountability—all of which arevery hard to establish and maintain. One differentiator of an exceptional team is a high level of curiosity where questions(not hidden criticisms) are prized.
#2: THE MYTH ABOUT FOCUS
stellar teams allocate their time in an unexpected way. They spend two-thirds of their time on thetask at hand (gettin’ ‘er done) and a full one-third on the “process” or relational aspect of the team’s functioning
#3: THE MYTH ABOUT CONFLICT
Exceptional teams see conﬂict as a resource, not something to be avoided.
Leaders need both the skill and the courage to deal with conﬂict on their team, as well as the understanding that everyone on the team needs to be involved in its resolution.
#4: THE MYTH ABOUT OPENNESS
- the “ seduction of the leader ” syndrome frequently seen in higher education. Due to the “collegial” and polite nature of most campuses, people simply don’t feel comfortable providing honest feedback,especially if it is negative or critical.
- Many people are reluctant to be honest, because it might hurt someone’s feelings.
- People don’t want to “lose their seat at the table” and fear that they risk doing so if they are truly honest.
- People realize that the leader really isn’t open to honest feedback, even as the leader professes to want it
#5: THE MYTH ABOUT SAMENESS
One of the pervasive team dynamics that every team leader needs to be aware of is
This happens when we select people to be on our teams who have similar backgrounds to ours.
#6: THE MYTH ABOUT MOTIVATIONAL METAPHORS
One of the best ways to build a realteam is to have each team membershare their own metaphor for how theywould like the team to operate.
5 STRATEGIES FOR DEVELOPING A STELLAR TEAM
1. Make your team a learning team, by creating an internal article or book club.
2. Deﬁne the rules for decision making.
3. Create working agreements or“ground rules” for the functioning and support of the team.
4. Establish a mechanism for regular, anonymous evaluation of team meetings.
5. Conduct a leadership “audit.”
more on leadership in higher ed in this IMS blog:
What makes a great leader, explained in eight counterintuitive charts
June 5, 2018
Different And United
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Wanted: Big-City School Superintendents
About a dozen cities are jockeying to woo an ever-shrinking pool of qualified candidates for an increasingly demanding job. By Lauren Camera Education ReporterApril 4, 2018, at 11:59 a.m. https://www.usnews.com/news/the-report/articles/2018-04-04/big-cities-struggle-to-fill-school-superintendent-positions
The annual school superintendent hunting season is open, and as usual, about a dozen cities are jockeying to woo an ever-shrinking pool of qualified candidates for a demanding job that requires one part managerial skills, one part political savvy and one part education-policy acumen for a tenure that, on average, lasts barely more than three years.
To be sure, big-city school superintendents are paid handsomely. In 2014, the salaries of superintendents at cities that are part of the Council for the Great City Schools ranged from $99,000 to $339,000, in addition to platinum health care, pensions, life insurance and other related benefits. Most superintendents of the biggest school districts clear $300,000 easily, with the job of helming New York City schools drawing upward of $500,000.
“Anybody who gets into this knows full well that the demands are extremely high,” Casserly says. “The context in which you do this job now is probably more difficult now than it’s ever been. It does give some people pause.”
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‘Collaboration’ Creates Mediocrity, Not Excellence, According to Science
Far from being a productivity panacea, a collaborative culture will drive your top performers away.
Conference 1st to 4th March 2018 Atlanta, Georgia, United States of America
Contact person: Angela Baker
Tracks: Age-Friendly Environments; Business and Aging; Global Aging Curriculum and Policy Issues; Translating Research to Education and Training; Program and Curriculum Development; Workforce Development
12 passive-aggressive phrases you should never use
John Rampton, Entrepreneur Mar. 17, 2017, 11:51 AM
Passive-aggressive behavior is frustrating for both parties involved. It’s unproductive and it makes you and others become less trusted in the workplace.
My best friend recently brought this phrase to my attention. As my friend pointed out, whenever someone tells you that everything is “fine,” that always means the opposite. It turns out this is pretty spot-on. Signe Whitson L.S.W. states in Psychology Today that the “passive aggressive person uses phrases like ‘Fine’ in order to express anger indirectly and to shut down direct, emotionally honest communication.”
- ‘No worries.’
Actually, you do have worries. Christine Schoenwald elaborates in Thought Catalog that “This translates to ‘I’m saying no worries but what I actually mean is screw you. I won’t say what I’m really feeling but will hold it against you until I explode.'”
- ‘If you really want to.’
This may appear to be accommodating at first, but don’t be fooled. Whenever you tell someone, or someone tells you, this phrase, you’re actually being noncommittal. It may sound as if you’re going along with the plan, but inside you’re not all that thrilled — but you just don’t know how to communicate those feelings, or you may thing that the other person will be mad.
- ‘Thanks in advance.’
I’m horrible at this one, and it’s something I’m working on each day. It’s another phrase that may appear innocent at first. But it pretty much means that you’re expecting them to do whatever it is you’re asking and they pretty much have to do it. This damages your relationship with this person.
- ‘I was surprised/confused/curious about …’
When you hear this or see the text you can be certain it is used to disguise criticism, as opposed to be being upfront. Jennifer Winter recalls on The Muse the time she had a colleague who used phrases like this as “an attempt to soften the blow.” Winter, however, “took it as a stab in the back because my boss was in attendance — and that feeling led me to promptly ignore her feedback.”
- ‘I’m not mad.’
This one destroyed my relationship with my ex-wife. I never expressed how I truly felt. I’ve now learned to voice my opinions openly and be honest with my spouse. It’s the same in the workplace. Yes. This person is livid. They’re just not being honest with you. I find that whenever I use this phrase I don’t feel as if I can be honest with the person. Learn to express how you feel.
I once had a disagreement with a friend that took place over text messaging. When they dropped the ‘whatever’ response I almost went through the roof. It was infuriating because I knew that they did care — they just didn’t want to keep that discussion going. Yes this person is mad, and now you are too. It’s not helping.
- ‘So …’
How can a two-letter word pack such a punch? Because most of the time it’s followed by text that either is awkward or shows their agitation. For example, “So … are we going to the movies tonight?” or “So … did you get my email?” The person on the other side is clearly agitated that you haven’t responded yet. And that’s a problem when you honestly haven’t had a chance to get back to the person.
Or, it could be the beginning of an uncomfortable conversation; the person just does not know how to come out and say it. When someone says, “So …” to me, and then that weird pause, I have the almost irresistible desire to say, “So … what?” And make an exit. This can even be expressed in the content marketing you put up on your website.
- ‘Just wondering…’
You see this text when someone is asking you for an unreasonable request, like, “Just wondering if you were in the city tomorrow and could pick up my brother for the train station?” Even if you were in the city, the train station could be nowhere close to where you’re at. In other words, this person knows he or she shouldn’t be asking you for this favor but will ask anyway. Keep in mind that some shy people may use this question when asking if you want to go somewhere or do something with them. Like, “I was just wondering if you would like to go to the movies with me?”
- ‘I was only joking.’
Sarcasm is on the most common manifestations of passive aggressiveness. If this person makes a comment that upsets you and this is what follows, then you know it wasn’t a joke at all. The person meant what was said but is backing away to cover up his or her true feelings. This is an especially damaging phrase when used in a relationship or (often) in front of other people, as a put-down.
- ‘Hope it’s worth it.’
This phrase should be rather obvious. The person you’re communicating with clearly doesn’t want you to do something but is aware that you will do so anyway. Instead of expressing concern, the person will leave with this passive-aggressive text and stew until it become a major issue. This person will also beg you to discuss it later so he or she can use the phrase again on you. It’s a shaming phrase.
- ‘Your thoughts?’
In most cases I find this a pretty harmless phrase. Asking for someone’s thoughts on dinner, etc. But this phrase can also be used a way to tell someone that he or she screwed up. “Your behavior has been subpar at work, your thoughts?” or “I wasn’t that happy with how this assignment turned out, your thoughts?” Both of these are passive-aggressive and damage your relationship with the person.
Your thoughts … on this article? What other phrases do you find yourself or others using that are passive-aggressive? I’m not mad, just tell me.
Read the original article on Entrepreneur. Copyright 2017.
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6 Proven Ways to Spot an Emotional Intelligent Leader
Directing attention toward where it needs to go is a primal task of leadership.
1. They have self- awareness. Emotionally intelligent leaders understand their own emotions and know how to manage them. They don’t speak out of frustration or anger; they control their emotions and wait to speak up until their feelings have settled and they have processed their thoughts. They don’t react in the heat of the moment but wait to respond.
2. They respond to criticism and feedback. Every leader faces feedback, some of it negative. Emotionally intelligent leaders don’t become defensive or take it personally. They listen, process, and genuinely consider other points of view, and because they’re always looking to improve, they know how to accept sincere critiques.
3. They know how to generate self-confidence. Emotionally intelligent leaders share a healthy dose of confidence but never cross the line into arrogance. When they don’t understand something, they ask open-ended questions that aim to gather information, not challenge or argue. They know how to give and take in a way that generates confidence.
4. They know the importance of checking their ego.Leaders who have to demonstrate their own importance or value are not yet connected to true leadership or emotional intelligence. Those who are know how to speak and act out of concern of others. They don’t always have to be the center of attention, and they would never take credit for the work of others. Secure in their own abilities, they’re generous and gracious to others.
5. They know how to embody empathy. Leaders with emotional intelligence can put themselves in others’ shoes. They listen with genuine interest and attention and make it a point to understand, then give back in a way that benefits themselves and others. They know how to create win-win situations.
6. They know how to engage with empowerment. The best leaders–the ones with the highest EQs–make it their mission to believe in others and empower them to believe in themselves. Instead of focusing on themselves they know it’s the power of the people that makes leadership successful, so that’s where they focus their efforts.
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