Let our voices be heard! - Day 12 - 6.30.09

There really something to what Ben Merens (2009) described in his workshop as the "need for our voices to be heard." In working in large organizations, such as a school, and in a small non-profit organization, I have experienced this need to be heard.  We also know that our brains are constantly assimilating information, but when people are able to share that information with someone else, it continues to build their neural networks. We also know that if we are in a situation where we are not emotionally "safe", the neural networks will not work as efficiently as we might have hoped. 

Over and over in any leadership training program, you hear the importance of listening to people. It is one of those things that you may hear, believe, and know from the speaker side of things, becoming a great listener is harder than one might think. Even in a position like Ben's where he is listening to people on a daily basis for the radio show.  I must admit, however, in listening to Ben's show, there are times when I think...Ben, LISTEN TO THE CALLER! Even if we think we are great listeners, a honest check in should be done once in a while. 

It's funny how when you listen to someone speak about listening and wanting to be heard, how applicable it is to the audience right away. As an audience, we are all supposed to be listening. Which we were. In one case, the person who was sitting next to me happened to disagree somewhat with Ben's point that we should turn off our cell phones and try to be present in the moment when we are in a listening situation. The person next to me right away whispered, "But I have to have mine on in my situation. That just wouldn't work for me." When Ben came to the question and answer portion, this person kept raising their hand in order to make that point to Ben. If it were me, I would have just let it go. But this person needed to have their voice heard! It took a turn, stemmed by an emotional response, that turned the situation from a listening one to a "I need to be heard"  one. At that point, there wasn't much more listening going on. 

This experience made me wonder how many times I didn't take the time just to let other people let their voices be heard. Sometimes I'm sure I even predict what they will say and not wanting to hear that, do not allow them the time to speak. 

Relationships (Perez, 2009) are the most important aspect of leadership. We must make sure that we take the time to listen. To really listen. By being present. By allowing our minds to try to create new neural pathways with the information we are hearing. By seeking other perspectives and giving others an opportunity to be heard. Just 5 minutes, as Ben Merens (2009, June) described. Just 5 minutes!

Perez, J. (2009, June). Power of diversity leadership. Lecture delivered at the Summer Institute at Cardinal Stritch University, Milwaukee, WI.

Merens, B. (2009, June). People are dying to be heard. Lecture delivered at the Summer Institute at Cardinal Stritch University, Milwaukee, WI.

Other resources:

http://www.mindtools.com/CommSkll/ActiveListening.htm

http://www.cnr.berkeley.edu/ucce50/ag-labor/7article/article40.htm

http://www.benmerens.com/

Synthesized ideas for Leadership, Learning, and Service - Lens through Readings - Day 11 - 6.29.09

The underlying thread that connects the books is the process of moving from "personal centered" to ever-expanding inclusion in order to transform. Within this is the acceptance of risk and randomization.

In our intergenerational sharing groups (people in all three years in the program), we discussed all of the book readings for the summer. It was a fascinating discussion as the books are selected to specifically address each of the three years, leadership, learning, and service. The themes we identified that carried across all six books were:

• That leadership begins as a personal commitment to leading people or being committed to a certain cause.
  
• As people continue to transform as leaders, their role moves from that personal mission to an ever expanding inclusion or a vision greater than themselves. 
  
• Great leaders must always set goals and have purpose, but must balance that with the ability to transform as new experiences and opportunities present themselves.
  
• Most great leaders will tell a story of how important taking risks, building relationships, and allowing the flexibility to move in different directions has led them to their success.

The process of debriefing the books and thinking about how each were interrelated was amazing. It helped to synthesize and solidify what was learned throughout the first year and set the stage for years two and three. My understanding of our program crystalized after this experiences. It was surreal!

Super Heros of the Summer Institute! - Day 10 - 6.28.09

Many years ago in a land not too far from here Top Down Leadership, along
with his evil sidekick Status Quo, ruled the world

They joined together in an effort to stamp out innovation, end
transformational change and throw leadership, learning and service into
the trash can of theory...

Meanwhile, out of sight of the current regime, a group of rebels met in a
secret underground location laying the framework for the future. They
worked tirelessly under cover of night in fear that their work would be
discovered.

Unfortunately, the group was SO collaborative that they advertised their
efforts in a Summer Institute titled, "Ten Ways Rebels Should Oppose Top
Down Leadership."

Thus, they alerted their enemies to their efforts, and to the discovery of
their lair. Realizing this, the rebels quickly devised a plan to pass on
one piece of their special transformational code to each of their children
before they were captured and taken over.

They knew that alone and apart their children would go unnoticed but that
one fateful day all six children would reunite, collectively unleashing
their untapped potential to transform the world.