Thank you, Leaders, for arriving at the "end of the road" for season 6. This episode addresses navigating transitions. What are the necessary external and internal considerations for moving through transitions? Navigating transition also means navigating...
Emphasis is placed on working on our trust, faith, and confidence. Trust our own mind, feet, hands, faculties, and training. Have faith that we are conditioned, through past completed transitions, to make the next right step.
Where we go for counsel and confirmation may change with transition. Navigating solo may be a reality check for some leaders, but does not make one a casualty. Know who is around and what is their purpose.
Congratulations leaders on taking the nuggets from this season to transition better. Lead well, read well!
Are we paying attention to how we think and make mental transitions? And are our teams at the mercy of our mindsets? Do we, as leaders, have expectations of our teams that stem from strength or weaknesses in our ability to transition mentally?
This episode explores times of war, peace, and personal stress as initial examples of ways that we can pay attention to our thinking. Do our teams understand how we think and approach things? Are there any current misunderstandings due to miscommunications that track back to how we think?
Leaders have strong influence on the team's operations. Knowing how we transition mentally, and maybe learning how our team members transition mentally, can help with more clear communication. Please, take the next 5-10 business days and be mindful. Pay attention to thoughts and mental transitions.
What kind of mover are you? Have you paid attention to your patterns of planning, packing, and moving? What patterns spill over into your leadership practice?
Listen as Dr. Shaunta Scroggins shares some personal lessons from reflection and observation about her moving history.
Our homework is to be thoughtful and grace-full in assessing ourselves. Look for change, growth, and patterns. Is our behavior constant or does it change when it's moving time? How much of our behavior is core to how we handle, manage, or lead other kinds of transitions?
Click here for the link to a search result on "emotion wheel."
This episode emphasizes finding the best ways to use language during emotional transitions.
If ever asked how you feel, a tool to help communicate with simplicity and clarity is the emotion wheel. Dr. Scroggins explains how learning to find her words, and asking for time to do so, grounded her during transitions.
Let's practice saying what we mean in every situation, so that when important transitions arise, we will confidently speak up and know we are being authentic!
This episode confronts the leadership trends of planting one's practice in only one model without room for growth and agility. Someone has to lead, AND there should be collaborative moments for team member contributions. We need both.
Models referenced: situational, servant, transformational leadership
Books referenced: Turn the Ship Around by L. David Marquet and Servant Leadership Characteristics in Organizational Life by DeGraaf, Tilley, and Neal
YouTube Interview with Captain Marquet: https://youtu.be/PbqTbGHd5K8?si=GmkQAvaBRiBO1-Fc
This episode is about how we relate to time. Have we thought about how our earliest conditioning has helped or hindered how we transition with time? Deadlines, synchronizing schedules with others, making appointments, keeping appointments, deciding when our time is wasted or best spent, and more. What were your earliest lessons about time? Who taught you?
Take a day, a week, and pay attention. Pay attention to howyou show up in your life. On an average day,
Books referenced in this episode are 86400: Manage Your Purpose to Make Every Second of Each Day Count by Lavaille Lavette and Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Listen to episode 8 in season 1 for a review of Essentialism.
This episode is a review of Rest Is Resistance: A Manifesto by Tricia Hersey.
Leaders, how are you resting in your transitions? What were you taught about rest? What do you believe about rest?
Some say, "I'll rest when I'm dead." Others say, "I'll rest when I finish this or that."
Tricia Hersey, founder of the Rest Is Resistance framework, shares other thoughts about rest. Much more than an exhortation to rest, this book faults capitalism and white supremacy--starting on plantations-- as the generator of what we know today as grind culture. Full of reasoning, anecdotes, inspirations and calls to action, Hersey has inspired many to set a rest practice with intention.
In this episode, we are flung back in time to our 22-year-old selves. Were we leaders? Dr. Shaunta shares a recent experience in memory when reconnecting with a former boss and his wife. She realized his leadership and impact on her life and leadership practice at the end of this meeting.
Today we take a journey and consider if there's an I.O.U. anywhere for you. Is there anyone for you to thank? OR, how can you live your thanks by creating room for others?
This is a review for How to Walk into a Room: The Art of Knowing When to Stay and When to Walk Away by Emily P. Freeman.
In this season where we focus on transitions, this book provides a coach, guiding questions, appropriate anecdotes, and thought-provoking perspectives. Entering and exiting are the modes of our life. We are always moving in one of these directions. Where Emily P. Freeman applies pressure and places significance is the how. How we enter and exit rooms matter.
This is a faith-driven book for everyone. There are explicit references to God for believers in Jesus Christ. But if you are not a person of faith, there is much to be gained for personal reflection, growth, and practice.
If you have read this book, leave a comment with how it helped you. If you have not read this book, consider adding it to your library.
Lead well, read well.
"Life is a book we read by circumstance, one after another."
In this season of transition, personal and organizational, leaders need to name our expectations. Our responses of deep frustration or deep appreciation clue us in to our expectations.
Asking for help in transition should be a universal expectation. Join Dr. Scroggins for this reflective episode on the expectations we have of ourselves, others, and entities during layers of nuanced transition.
We're back, and ready to talk about transitions. Thanks for getting caught up on the other seasons.
The Livermore model of Cultural Intelligence is now complete: Drive, Knowledge, Strategy, and Action. Listen to the book review in season one, and then parts one and two for a deeper dive on practicing cultural intelligence. Consider adding cultural intelligence to emotional intelligence emphases and see more benefit in cross-cultural interactions. The bottom line is this, leaders: it is easy to grow. There is much we can to do improve our serve -- first to self, then to others, then to entities. A little practice consistently goes a long way. Give these thoughts a try, and add the Livermore book to your libraries. Take the quiz to determine your current CQ, practice some, and then take the quiz again. Let's plan for cross-cultural interactions and when we show up, be willing to learn and receive feedback.
Reference: Leading with Cultural Intelligence: The Real Secret to Success (2nd ed.) by David Livermore
The Leaders Lead, Leaders Read Podcast is sponsored by the Center for Legacy Driven Leadership. Sharing the language of leadership through toxic leadership awareness and prevention, and leader development. Follow us on social media @legacyleadershipcenter.
How willing are we, leaders, to transform ourselves by addressing our biases and assumptions? This is the bottom line of our cultural competence in leadership, to work from the inside out on our views of others. In this episode, Dr. Shaunta uses David Livermore's book on cultural intelligence to discuss the first to quadrants of his CQ model: Drive and Knowledge. There are several ways to see the impact of culture in our workplaces and we are challenged to consider culture in our interactions with our teams. Cultural intelligence is not just for "overseas travel." Cultural intelligence applies to interstate travel, intrastate travel, locally in our cities, and with our next door neighbors. Let's be honest with ourselves, leaders, and push ahead in transformation. For the review of the Livermore text, see the first season of episodes.
Reference: Leading with Cultural Intelligence: The Real Secret to Success (2nd ed.) by David Livermore
The Leaders Lead, Leaders Read Podcast is sponsored by the Center for Legacy Driven Leadership. Sharing the language of leadership through toxic leadership awareness and prevention, and leader development. Follow us on social media @legacyleadershipcenter.
All people bring baggage into the workplace. Some people manage well, disassociating to get the work done. Others have permanent baggage that cannot be resolved or escaped, and can have lingering effects in the workplace. Or, there could be simple bad habits like tardiness and a lack of consideration for others. How long do/should leaders wait to address patterns through coaching? In this episode, Dr. Shaunta presents three scenarios where team members demonstrate patterns that long term, could inhibit morale, productivity, or the team member's promotability. Keeping in mind that there are factors over which leaders have neither influence nor control, what is the best practice for action when observing patterns?
The Leaders Lead, Leaders Read Podcast is sponsored by the Center for Legacy Driven Leadership. Sharing the language of leadership through toxic leadership awareness and prevention, and leader development. Follow us on social media @legacyleadershipcenter.
Today's topic is about pulling rank in today's work environment. When it happens, why does one pull rank? Longevity is not as big a prize as it once was in the working world. Depending on the industry, changing roles every two years or less is the norm. So then, is pulling rank a toxic behavior? Listen as Dr. Shaunta considers potential reasons why pulling rank is problematic.
The Leaders Lead, Leaders Read Podcast is sponsored by the Center for Legacy Driven Leadership. Sharing the language of leadership through toxic leadership awareness and prevention, and leader development. Follow us on social media @legacyleadershipcenter.
Today's topic considers whether hoarding information is a toxic behavior. Dr. Shaunta presents a few scenarios where, if leaders withhold information to sadistically experiment with teams, hoarding information is toxic. Leaders, what is your conviction about sharing information? Do you enjoy having the information simply because others do not have the information? Do you want to see how innovative your teams will be only partially informed? How open is too open to be with your teams? Has a previous experience shaped your conviction about sharing information?
References mentioned: Servant-Leadership Characteristics in Organizational Life by Don De Graaf, Colin Tilley, and Larry Neal
The Leaders Lead, Leaders Read Podcast is sponsored by the Center for Legacy Driven Leadership. Sharing the language of leadership through toxic leadership awareness and prevention, and leader development. Follow us on social media @legacyleadershipcenter.
Today's topic is inspired by a statement of my coworker. "Sometimes, you have to treat them like your kids." Yes, you read that right. In an intergenerational office setting, younger workers (and the rest of us too, if we're honest) act like children in the workplace. We become needy or destructively resistant: whining, excessive complaining, avoiding responsibility, making excuses, claiming a lack of understanding, and placing motivation in the same bucket as preference. Dr. Shaunta considers the question "where is the line" for accountability, policy, and action in the workplace. How long is long enough for coaching, training, and repeating? When is the right time to act -- from demotion, to work reallocation, or termination?
The Leaders Lead, Leaders Read Podcast is sponsored by the Center for Legacy Driven Leadership. Sharing the language of leadership through toxic leadership awareness and prevention, and leader development. Follow us on social media @legacyleadershipcenter.
Today's topic is about Marquet's idea of empowerment versus emancipation and team members who resist the challenge to autonomous work. Younger workers enter established office environments for the first time or are new to the industry. They perform well in interviews, look great on resumes, but have difficulty adjusting to a free work setting. Dr. Shaunta considers the ideas of empowerment, emancipation, accommodations, and reciprocation in the leader-teams dynamic. Why can't everyone lead?
References mentioned: Turn the Ship Around! by L. David Marquet
The Leaders Lead, Leaders Read Podcast is sponsored by the Center for Legacy Driven Leadership. Sharing the language of leadership through toxic leadership awareness and prevention, and leader development. Follow us on social media @legacyleadershipcenter.
Today's topic asks whether toxic leadership is terminal. The answer is no, toxic leadership can be addressed successfully and replaced with transformational policies and practices. Dr. Shaunta refers to Alma Ortega's six scenarios that are not toxic leadership from Ortega's book Academic Libraries and Toxic Leadership (2017). These scenarios inspire leaders to think more broadly about defining toxic leadership beyond opinions and experiences.
References mentioned: Academic Libraries and Toxic Leadership by Alma Ortega; Transforming Toxic Leaders by Alan Goldman
The Leaders Lead, Leaders Read Podcast is sponsored by the Center for Legacy Driven Leadership. Sharing the language of leadership through toxic leadership awareness and prevention, and leader development. Follow us on social media @legacyleadershipcenter.
