Thursday, June 25, 2015

My Upcoming Presentation on Self-Leadership in Columbus, Ohio

I thought it would be worthwhile to advertise my upcoming presentation for the Franklin University Hall Leadership Series at 7:30 am on July 9. I will be speaking on self-leadership. The official presentation description is below - I hope to see you there!

Creating Personal Change through Self-Leadership

How to get unstuck and start living with purpose and clarity

7:30 AM, July 9, 2015 at Franklin University
Ross Auditorium, Alumni Hall
301 East Rich Street
Columbus, OH 43215


You must lead yourself before you can lead others, and you can only lead others to where you have been. Unfortunately, many leadership theories and philosophies focus only on how to lead others but neglect the critical aspect of leading yourself with integrity and purpose.
In this presentation, Dr. Gardner will share
  • The latest research-based strategies for self-leadership.
  • Strategies for leading yourself in our complex, competitive society.
  • How to create personal change and begin moving toward your goals.

You will come away with specific approaches for moving forward in your career and life with clarity, motivation, and confidence.

About Dr. Gardner

An award-winning teacher, Dr. Gardner has taught and leads graduate students in Franklin’s Master of Instructional Design and Performance Technology. His professional mission is to discover and share knowledge that inspires, empowers, and equips others to succeed in their careers and lives. Dr. Gardner blogs about learning, success, and self-leadership in his Reflections on Learning Success blog at

Twitter: @joelgardner

Monday, June 22, 2015

Leadership Development: Self-awareness and Creating Your Personal Brand

As I mentioned in a previous post, I am currently participating in a Leadership Development Program (LDP) as part of my work at Franklin University. This week, I attended a presentation by Dr. Lynn Hull the Dean of Students at Franklin University, and Robert ColesDirector of Creative Services and Brand Management Franklin University. These two excellent presenters share their insights about reflectively and conscientiously creating a "personal brand" to communicate clearly about who you are to others in a variety of media. The notes below are from their presentation. As in previous posts, their ideas and my own are intermingled.

Dr. Lynn Hull in the foreground presenting at the Leadership Development Program at Franklin University. 
Part 1 - the Four-Color Self-Assessment
Self-awareness is critical to success. When we are aware of ourselves, our strengths, weaknesses, ambitions and desires, we can more effectively bring about those things that matter most to us. One way to develop self-awareness is to utilize self-assessment tools. In this presentation, we were directed to identify our preferences in work and communication using the four-color method. We were given descriptions of these four categories and were directed to rank them to most-preferred to least-preferred. Below are descriptions of these color categories, which I present in the sequence that I personally prefer.

  1. Green = 5 - 7% of population. Lots of greens in education. They are rational - conceptual thinkers, thinking globally and analytically. Want us to be logical when thinking about things. Why consider something that doesn't make sense intellectually. Strategy is interesting to the green - setting it up and thinking through the process excites the green. Can be detached when things get emotionally charged and sort through the facts. Creative, innovative, inventive. Like to think but not necessarily to act. Diversity of interests. Value competence, not necessarily niceness. Might neglect important tasks because other things are interesting. Might not realize that the debate is not as fun to others as it is to them. They want knowledge, power, willpower, and mastery.
  2. Blue = 8 - 10% of population. Idealists. Empathetic and caring about others. Look for the best in people and try to bring it out. They are excellent diplomats and are interested in social issues - working to "right" social "wrongs." Insightful and creative, always trying to read a room and sense what is happening. Enjoy self-development and self-improvement. They always bring a human perspective. They have difficulty saying no. They have a need to feel needed and are extremely sensitive to criticism.
  3. Gold = 40-45% of population. Precision. Practicality. Results-oriented. Logistics. Systems and processes. Harness resources without talking about them. Loyalty, stability, and routine. Tell me what you want, and I will get us there. They like rules, responsibilities, and duty. They need to feel a sense of membership and belonging.
  4. Orange = 35-40% of the population. Artisans - physical beings. Playful and light-hearted. Don't love routine - they like change and flexibility. "Why get stuck doing things the same old way?" Very action-oriented - they want to do something instead of sitting around and talking. They are tactical in nature and concrete and adaptable to changes. Orange does very well in competitive environments. Bold, generous, bring excitement. Orange can be fairly laid back and might goof around a little too much. An orange might change directions fairly regularly and be a little scattered in their directions.
My name badge from the meeting. The dots show how I ranked my preferences for each category.
As I think about it, my beautiful wife Katie is a Blue/Orange. She is incredibly effective with people (blue) and loves to push the rules to shake things up (orange). She definitely makes my life fun, something that might be missing (since orange is ranked low). My daughter CK is definitely Orange. She likes to jump from thing to thing and doesn't love doing things the established way.

Part 2 - Personal Branding 
"A brand is a promise. By identifying and authenticating a product or service it delivers a pledge of satisfaction and quality." - Walter Landor
With your color scheme, you have a starting point for understanding your personal brand. The next step is to mobilize your brand - to identify how you are perceived, how you would like to be perceived, and begin to work to shape that perception through branding. 

How to Mobilize Your Brand

  1. Listen and Understand - Listen to people about your brand. What do they value in you? How do they describe you? Talk to someone who can tell you a little more about your personal brand. "Who am I, and how do I tell it?"
  2. Interpret and Simplify - Be clear about who you are. "How can I distill my story to its basic elements?" Assign words and phrases to your personal brand. Create 3 words that exemplify my brand. 
  3. Develop and Design - When you know the essence of your brand, ask "what forms and colors best express it?" How can I visually represent myself? We live in a visual world.
  4. Evaluate and Collaborate - the imagery should match the vision. "Does the design communicate the brand as it should?"
  5. Deliver and Implement - Consistency is the key. Put all the pieces in place so every aspect of your brand speaks with one voice.
Side-note of Reflective Thoughts - I would like to follow this process and use the results to pull my blog, website, LinkedIn page, Twitter account, and other profiles together and demonstrate a clearer message of who I am. It needs to visually capture who I am and what I offer. The same might go for all of my communications, the products I produce, etc. To use Robert's words, "This is what people are attracted to about me." 

Conduct a SWOT Analysis

One way to develop your brand is to conduct a SWOT Analysis. Below are some thoughts I brainstormed about myself as I sat in this session.

My Strengths
  • I think clearly
  • I pull information together in meaningful ways
  • I care about people
  • I have a high level of formal education
  • I am constantly learning and growing through reading, conferences, leadership development, and credentialing
  • I effectively involve people in my thinking and decision-making
  • I have mastered several techniques and strategies associated with excellence in academia
My Weaknesses
  • I am less aware of the political aspects of work
  • I do not have a business background
  • I may miss out on opportunities to making money - I am more interested in creating ideas that can influence and help others create positive change.
My Opportunities
  • Gain greater focus in my career
  • Brand myself to be seen as more effective
  • Set powerful goals to achieve
  • Constant change
  • Complacency, becoming satisfied 

Key Question: What is my Vision and My Mission?

What do I want to have happen as a result of my work? How would I know that I have successfully accomplished my mission? First of all, I am constantly tweaking and updating my personal mission, and I have made some great improvements. Here is my current mission: To empower, inspire, and equip others to improve themselves, their lives, and the world. 
So, the next question is, how do I know that I have achieved this mission? To me, I think I should likely break this mission down into a set of goals and measures that I can use to determine the effectiveness of my work. Just brainstorming, my thought is that the following measures might be meaningful. Again, these are simply a brainstormed list, and I would likely need to be clearer about this.

  • # of presentations given
  • # of presentation attendees
  • # of publications
  • # of publications viewed, cited, or purchased
  • # of people who recommend my work
Potential Goal: It might be interesting to work toward 1 million views of my work posted online. This could include my blog posts, YouTube Videos, academic articles, presentation slides, etc. I think this would be an interesting/motivating thing to work toward and could be one way to measure impact (though there are many others, certainly).

What is Brand Identity?

Brand Identity is the visual and verbal expression of a brand that can include the following: Logos, Websites, Print Documents, Packaging, Signage, Mobile/Social Media, Videos, and Photos. How can I audit my current brand and create plans to improve it?

Getting Feedback
The first step identified above is to find out what others perceive to be your brand. This involves getting feedback. However, you shouldn't get feedback only from people who will only focus on your strengths. Also get feedback from people who will help you improve and change the things with which you are struggling. Feedback should be constructive, formative, and objective. It should give you a sense of where you are and how you can move forward.

Find someone in this room who is of a different color (referring to the color chart, here!!!!). Share the following with them:

  1. What do you see as this person's gifts?
  2. What might be this person's personal brand?
  3. What might you do together to collaborate and move forward together?
Ideas for Application
  • Follow the sequence above to really work toward a personal brand.
  • Develop a sort of tagline that captures who I am and what I do. This becomes a component of my brand.
  • Identify colors, shapes, and images that correspond to my personal brand.
  • Update my LinkedIn site to include words and phrases about my brand.
  • Adjust my pre-publication drafts to include branding or logos that refer to me and my brand.
  • Update my vitae and website to include these words and images.
  • Revisit all of my web spaces to reflect my refreshed personal brand.
60 seconds of Reflection
We have been doing 30 seconds of reflection at the end of each leadership session. Here is what I wrote for this one: I am not sure about the homework assignment to meet with someone else - maybe... In terms of the idea of "personal branding," I believe this is likely a key way to improve how I represent myself. Actually, this really aligns with some of the things I have been thinking about. I have been working to gain a greater deal of clarity on my personal goals and my mission. This then spills into how I represent myself through my "brand." I'll keep thinking on this...

Friday, June 12, 2015

Applications of First Principles of Instruction Based on Workshop Activity

As I mentioned in a previous post, I recently gave a presentation on how to teach like an award-winning instructor. Award-winning instructors tend to apply First Principles of Instruction in their teaching. During this presentation, I asked participants to generate ideas for applying these principles, and below are some of their ideas. There are some good ideas, here! For more detail on these principles, you might review this page. Note that the examples below focus on the 4 phases of instruction but do not focus on the problem-centered principle.

Activation Examples:

  • Brain Writing – idea in center of paper and pass around
  • Free Writing
  • Previous Assignment is ticket to enter class
  • Muddiest point
  • Ask what you know of topic – what have you done before
  • List – group – label
  • Polling
  • Placing a dot near know subjects
  • Personal experience about something in your life as it relates to literature.
  • Apply real world knowledge.
  • Stimulate how subjects relate to their real life.

Demonstration Examples:

  • YouTube clips – example: Super Size me in 7 minutes
  • Polling – phones
  • Jeopardy game template
  • Students and teacher write a lesson plan together
  • Design an activity that demonstrates what is to be learned
  • Graphic organizers to demonstrate what is to be learned
  • Give a concept and then give a real example
  • Give a live demonstration
  • Explain a real world concept
  • Demonstration - uses YouTube

Application Examples:

  • Use a project working on in real life
  • Two -minute papers
  • Quick quiz
  • Have students analyze information
  • Students apply real world concepts
  • Problem solving
  • They put their ideas down on chart. Paper or in a word document and share it on a smart board
  • They use the information when they write their lesson plans

Integration Examples:

  • Field experiences
  • Create own solar cells –  make models
  • Create project plans or case studies
  • Students' application of real information
  • Role-playing exercises
  • Real world situation where students apply information?

Thursday, June 11, 2015

How to Teach Like an Award-winning Instructor

What do highly-recognized instructors do? In this blog post, I will point you to some resources that outline how several excellent, award-wining faculty members at a large university use research-based strategies for effective instruction.

First Principles of Instruction
Initially, I set out to discover how well these teachers utilize known principles of instruction. I found that they were definitely using these strategies, and they also possessed characteristics and traits that really helped facilitate student learning and move them forward in their learning.

I also recently gave a presentation on some of these findings at the Teaching and Learning in Higher Education Conference and have shared my slides below.

Tuesday, May 26, 2015

Leadership Development: Practical Leadership

As I mentioned in a previous post, I am currently participating in a Leadership Development Program (LDP) as part of my work at Franklin University. This week, I attended a presentation by E.J. Thomas, the CEO of Mid Ohio Habitat for Humanity. He has had a great deal of experience, including many years of military service, as a state representative, and working for a former Ohio Governor. His presentation was an excellent mixture of practical experiences and practical advice for budding leaders. Below are my notes from the presentation - these are likely a mixture of how words and my thoughts. 

E.J. Thomas speaks of practical leadership.

Leadership Types

Thomas asserted that there are two main types of leaders: 
  1. Power Leader - These leaders are more directive in nature. They use phrases like, "I need you to do this. No questions - just get out there and do it!" They are potentially focused on themselves and have less care for the people they lead.
  2. Servant Leader - These leaders are more particiaptive and supportive in nature. "We've agreed on the challenge - tell me when you can have this done. How can I help you be successful?
"The servant leader inspires loyalty. The power leader inspires movement to another organization." 

The "Beer Wagon" Analogy

Leadership is like driving the Budweiser Beer Wagon. You have got to recognize that you can't pull the wagon on your own. You have the reins in your hand, and you need to hold them loose enough to let them do your job, but tight enough to let them know you are there and in control.

Activities of Success

In your role as a leader, there are two elements that define your success.
  1. Management - you have to count the beans. You must stay focused on whatever the objective is. The outcomes must be met.
  2. Mentorship - you must mentor the people that are with you. You must help others improve and grow and develop. It will take empathy, commitment, evaluation of strengths (maximize them) and weaknesses (manage or minimize them). 

Self-Awareness: Managing Strengths and Weaknesses

As a manager, you need to be more self-aware than anyone on your team. Each of us has strengths and weaknesses. You must recognize the strengths and the shadow weaknesses. They sit in the background - they aren't out there to see in an obvious way. If you are a servant leader, your team will help you manage around these weaknesses.  

Characteristics of the Insecure Middle Manager

The insecure middle manager who usually falls into the "Power Leader" style, often has some or all of the following characteristics:
  1. Takes credit for the work his or her people are doing.
  2. Engages in gossip  
  3. Wants folks that are "yes men" instead of thinkers 
  4. Never gives you all the pieces to help you succeed. No matter what you do, you are never going to make them happy.

The Vital Skill of Empathy

Failure is a critical component of building empathy. When you have the scabs and scars on your own knees, you are much more understanding because you remember what it felt like to fall. If you lack the ability to look through their eyes, see their pain, you will be a lousy leader. Empathy helps you think through what is important to the individual that you are leading. People from different backgrounds and frames of reference make it necessary to work with them in very different ways. Empathy helps you put yourself into the role of the individual so that you can have a positive impact on the person.

Other Tips and Ideas

Throughout the presentation, Thomas shared several excellent tips and ideas related to leadership Here are the ones that I captured"
  • Recognize that everyone in your charge has value and adds value to your organization.
  • Observe how your interactions with others is responded to by others.
  • People stay in or leave their jobs based on what is happening within 10 feet of their desk. A good leader makes people feel comfortable in their jobs at their desks day after day.
  • "If you have to smack someone with a pipe wrench, you should wrap it up with a towel." 
  • If you treat people right, they will walk over hot coals for you.
  • A shred of doubt can become the sniper's bullet that takes you out.
  • If you have been mistreated, there is a natural tendency to treat others poorly.
  • I don't care what you say, but I do care how you say it. Be respectful. No personal attacks. Focus on the issue. Work toward positive results. Use a positive tone - be calm. Be kind. Be compassionate.
  • "5% of ideas aren't worth a hill of beans. We have to get all 100% on the table so that we can find the 5%." Ohio Governor, Jim Rhodes
  • If you control what you can control, you will make an impact.

Take One for the Team

If you want people to follow you into hell and back, never thrown them under the bus. A manager filters out the crap from above. They take one for the team. If you take the heat from above, then your people will have great respect fro you. And your people will achieve increasingly dramatic results.

The Shoe Box Analogy

Whenever there is a challenge between you and another person, treat the challenge like it is something in a shoe box on a table. If you offend someone or do something stupid, you will put another shoe box on top of the shoe box. You will then spend an inordinate amount of time on the distraction shoe box so that you can finally get to the original shoe box.

How do You Deal With a Team Member that is Apathetic and Not Working

  • If it is your employee: You should approach the individual and kindly state, "I don't think you're in the game all the way. I'm losing confidence in your ability to do the job." (This will get their attention. You don't have to tell them the job is on the line). You can continue, "I'm going to have to write you up, here. But if you can fix it, then I am willing to pull it out and tear it up." Note that this will work much better if you truly are a servant leader. Be aware that the negative person that is dragging people down is in some way exercising control over what is going on. You must keep positive, contributing team members.

30 Seconds of Reflection: 

We have been doing 30 seconds of reflection at the end of each leadership session. Here is what I wrote for this one: These are great ideas - very practical and useful! I really relate to the servant leader approach - this is in alignment with my natural approach to working with others. I also appreciate the thoughts on "filtering the crap from above" to create a micro-environment that is positive and fulfilling for the people I lead and work with.  

Thursday, April 16, 2015

Leadership Development: Leadership Begins with the Heart

As I mentioned in a previous post, I am currently participating in a Leadership Development Program (LDP) as part of my work at Franklin University. This week, I attended a presentation by Dr. Jim Mahoney, the Executive Director of Battelle for Kids. Dr. Mahoney spoke about the dynamics associated with being an effective leader. Below are my notes from the presentation.

Dr. Jim Mahoney speaking at Franklin University's Leadership Development Program.
I will begin by sharing Dr. Mahoney's concluding statement: "Leadership begins with the heart." It seems to me that many of the things he discussed throughout the presentation support that statement. 

Three Verbs to Describe Your Leadership
One of the first things Dr. Mahoney directed us to do was to write down three verbs that describe your leadership. It was a quick exercise, and some of the participants shared the following: verbs, which I thought were great: Listen, Organize, Dependable, Innovate, Maximize, Understand, Empower. For myself, I came up with the following (which I have edited a bit):
  • Clarify – Help bring clarity to what the goals are.
  • Demonstrate – Be an example of hard work and a positive attitude.
  • Collaborate – work with others and help them succeed.

Empowering Your People
Dr. Mahoney paused for a moment when someone mentioned empowerment and said that to empower people effectively, you really must do the following 4 things. 
  1. Identify the Problem (which is usually done by the employee)
  2. Assign the solution of the problem to the individual
  3. Devote Attention and Resources to help succeed
  4. Follow Up regularly until the problem is solved

The BFK Connect Framework
We spent some time discussing the BFK Connect framework. You can see the framework in the image below. The framework highlights some of the natural tensions that occur in a workplace and that leaders must always try to find the balance between. We focused on the tension between People and Goal Achievement, and the tension between Stability and Innovative Change. It is likely that any organization undergoing change will constantly struggle to maintain the proper balance between each of these four quadrants.
The BFK Connect Framework.

Four Outstanding Strategies
Dr. Mahoney outlined his four most important strategies for leading effectively. I really liked these and hope to be able to use them as a leader.
  1. Praise. This is the number one motivator to bring out the best. Perhaps write a note to someone and show your appreciation. Look for the unexpected and praise it!
  2. Involvement. "If you want them to be part of the deal, deal them in!" People want input, they want to feel like their opinion counts. Find ways to involve people in setting a direction and in doing the work.
  3. Expectation. Set clarity for what you expect as a supervisor. Then enable them to do it! "If you don’t feed the teachers, don’t eat the kids!"
  4. Standing Beside. Be there to support your people in a difficult meeting. Help your people with mundane tasks like writing reports. Do what you can to help people move forward.
Quotes and Anecdotes from the Training
Throughout the presentation, Dr. Mahoney gave several excellent one-liner quotes and anecdotes that are worth repeating. I have documented them here (to the best of my ability).

"Try to imagine you were a patient, and imagine what kind of doctor you would want. And be that doctor." 

“Nothing is impossible for those who don’t have to do the work.”

“Success is simple. Find out what your boss wants and give it to them.”

“How you see your job is how you do your job.”

“The grass isn’t green on the other side. The grass is green where you water it.”

“If you want one year of prosperity, grown grain, 10 years, trees, 100 years, grow people.”

“I know some people in leadership positions who couldn’t lead a group in silent prayer.”

30 Seconds of Reflection
We have been doing 30 seconds of reflection at the end of each leadership session. Here is what I wrote for this one: These are great ideas. I would love to be able to apply these in a meaningful way. When I am actually placed in a leadership position, I hope I can apply ideas such as these in an effective way. It seems like putting together a 1-page document of my leadership philosophy and practices might be useful.

Monday, April 13, 2015

Leadership Development Program: Ethical Leadership

As I mentioned in a previous post, I am currently participating in a Leadership Development Program (LDP) as part of my work at Franklin University. This week, I attended a presentation by Dr. Alex Heckman, the Chair of the Department of Public Administration in the College of Health and Public Administration at Franklin. Dr. Heckman's presentation was focused around the topic of ethics in leadership, and below are my notes from the presentation. These notes are mine, though much of what I write below is taken from his presentation.

Dr. Alex Heckman presented on Ethics in Leadership.
Ethics can be considered applicable to two entities: the individual, and the organization. From the individual perspective, the question is: Who are you and how will you act? From the organizational perspective: How are you and your organization acting? Policies and procedures that are ethical and create a “virtuous cycle” moving us toward good.

4 General Approaches to Ethics
There are 4 general approaches to making decisions that are ethical. These include:
  1. Outcome based – “What will be the outcome of my action?” The difficulty is that the outcome might not be clear. The "butterfly effect" holds – one small action here might have a massive impact somewhere else.
  2. Rules based – “Follow the policies and procedures.” There is some perceived safety in this approach - however, the issue is that we might come up with rules for every single situation, which might have negative consequences overall. This also runs the risk of subduing an individual or organization’s creativity in making decisions that are meaningful. Dr. Heckman believes that Rules send the message that we don’t trust people. However, principles set guidelines for making decisions but don’t tell people exactly what to do. I tend to believe n the power of principles and think they can provide excellent guidance while empowering others.
  3. Character based – “Characteristics or virtues you are demonstrating.” These include courage, virtue, faith, etc. Setting a mission statement that outlines the values you espouse can give you a set of guiding principles
  4. Care based – “How will this affect the relationships in my life?” The goal here is to maintain positive relationships with others.
I find that people likely use more than one of these approaches, depending on the situation they are in. However, as I reflect, doesn't that really add up to being outcome based? I mean, if you select a "care-based" approach so that you can maintain a positive relationship, haven't you just employed an outcomes-based approach in the selection of the approach itself? Are we all using a meta-outcomes based approach?

What are Ethical Dilemmas?
An ethical dilemma is a situation in which any decision appears to conflict with moral or ethical standards. Dr. Heckman notes that to deal effectively with ethical dilemmas, you must first recognize that there is an ethical dilemma. Next, work to make the decision by talking with people, discussing alternative solutions, and working toward the most appropriate solution. There are often many more options than you first realize – you don’t necessarily only have two decisions to make. Dr. Heckman notes that talking with others lightens the load – if you get a sense of agreement with others, it can help you feel better about it.  The final step is to take action on the ethical dilemma based on the decision you have made.

Typical Ethical Dilemmas – “right vs. right”
Below are dilemmas that you might find yourself in.
  • Truth vs. Loyalty – this is the dilemma of truth-telling versus being loyal to your cohorts. Think of the question “Don’t you just love my gown?” As another example, the fighter pilot who is shot down and interrogated would likely be more loyal to his fellow-fighters (not sharing secrets to the enemy) than truthful. An example was given of a leader that often misrepresents and inflates the accomplishments and capacity of an organization to visitors. How should the individual respond to the leader? Tell the truth right there, or show loyalty by not interrupting? It is a dilemma!
  • Individual vs. Community – The good for the community might be bad for the individual, and the good for the individual might be bad for the community. Example -the old lady who can’t learn the computer but is dragging the organization down. Do you fire that lady, or do you keep her?
  • Short Term vs. long Term – Putting a child through college – it will have great long-term benefits, but in the short-term you need to pay the bills. If you always default to the short-term, there will be no long-term. If you always default to the long-term, you will starve.
  • Justice vs. Mercy – The expectation is what justice is based on. The exception is what mercy is based on. You cannot have all justice, and you cannot have all mercy. Example – excellent, effective workers who have been committing “time theft” by surfing the internet or running errands during the workday. 
"Should I address this issue?"
If you are confronted with an ethical dilemma and wonder whether you should act, you should consider the following:
  • Severity of the harm – how serious is the damage or danger? Will people or property be harmed? Is human life threatened? More severity means more responsibility in addressing the problem.
  • Certainty of the harm – what is the likelihood that this harm will happen? If the chance is high, I have a responsibility to act on the problem or danger.
  • Degree of involvement – did I cause or create the danger? Am I part of the community? Am I the only person who has the chance or power act on the danger?
  • Cost of acting to address problem – what will it cost me to take responsibility? What risks do I run in addressing the problem?
  • Certainty of the solution – how certain am I that my solution will actually address the danger?        

To be an effective leader, you must be strong ethically.

30 Seconds of Reflection
We have been doing 30 seconds of reflection at the end of each leadership session. Here is what I wrote for this one: I was surprised how much I enjoyed the discussion. When I saw the title of the discussion, I didn’t initially find interest in the topic. However, the presentation was interesting and helped me think about my own situations and helped me to start to think about how I make decisions. I hope that I am always ethical in my decisions, and I would like to continue to learn about these principles so that I can be more effective in my decision-making.

Previous Leadership Development Program presentations: