My Leadership Philosophy

My Leadership Philosophy...

 

Early in my Organizational Leadership journey, I was equal parts excited and overwhelmed. It was a time of profound discovery and growth. I looked forward to the immeasurable opportunities for change that lay before me. The three quotes above have inspired and guided me as I navigated this challenging landscape of leadership and self-discovery through this program.

 

I am fortunate in that I came into this program with more than twenty years of experience in the working world, grappling with difficult decisions, professional challenges, absorbing leadership skills from others and observing the kind of leader I would never want to be.

 

When I began this program, I thought I knew a lot about leadership, but throughout this journey, my leadership style and philosophy has changed.

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Early in the program, in my initial studies around what leadership requires of us, I identified five critical ingredients needed of a successful leader: Curiosity, Encouragement, Courage, Authenticity, and Strength of Character. It seemed to me these were the general pillars of practical leadership as supported by our reading and my personal observations of case studies on leadership.

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My self-awareness has grown, and I am also more attune to the advantages and shortcomings in others. I think about how my words, actions and behaviors impact others and I look for ways to actively listen, with the goal of inspiring change. In reflecting upon the writings of Robert Greenleaf, “I am sensitive to the needs and aspirations of all who may be affected by what I think, say and do." I often wonder if I am measuring up in this area, and how I struggle when deadlines loom, and stress is high.

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Throughout this program, I have also been reminded of the value of silence, and listening to understand. In reading Listening, The Forgotten Skill, I appreciated how listeners refrain from judging the talker and place themselves in the others position, attempting to see things from his or her point of view. I have learned that getting to the ‘why’ is critical in creating an effective framework for making decisions. This requires active listening, which can mean getting quiet enough to hear my own internal dialogue, but many times it centers on creating an environment where others can be heard. 

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I have come to believe that my ability to make an impact on the world is directly connected to my willingness to transform, to be shaped by and learn to shape the world enough to drive social change.  I am thankful for this program. It has ignited a spark of inspiration that has not only helped sharpen my leadership abilities, but has elevated my goals, dreams, and sense of purpose.