Podcasts about kansas leadership center

City Council member Brandon Johnson gave the keynote address at the WBJ's Aug. 1 DEI Summit at the Kansas Leadership Center. This week's podcast is a recording of his remarks.

Kaye Monk-Morgan of the Kansas Leadership Center talked about workforce talent in a keynote address for the WBJ Talent Summit on March 26.

Joe has a book “Agile Kata” in the making, if you like to be the first to know when it launches, please visit www.agilekatabook.com.Transcript: Agile.FM radio for the agile community. [00:00:05] Joe Krebs: Thank you again for tuning into another episode of Agile FM. This is the Agile Kata series. And today we're going to explore Kata from a leadership's perspective. And I have here with me Mark Rosenthal who is with Novayama that is his company. He's out of the West coast, United States, and we're going to explore a little bit together, leadership in conjunction with Kata, which is Series all about.We're gonna explore that angle a little bit. Welcome to the show, mark. [00:00:40] Mark Rosenthal: Thank you very much. It's looking forward to the opportunity. [00:00:43] Joe Krebs: Yeah, this is awesome. I wanna go back in time with you and talk a little bit about an employment you had where you worked from home. [00:00:52] Mark Rosenthal: Oh, yeah. . [00:00:53] Joe Krebs: You didn't get a lot of phone calls until you got one.[00:00:56] Mark Rosenthal: Yeah. [00:00:57] Joe Krebs: And that was the one you got terminated. [00:01:00] Mark Rosenthal: Yeah. Bu Yeah. [00:01:01] Joe Krebs: But the interesting thing is you in your reflection, you had a, let's say a moment of realizing a lack of leadership skills. [00:01:14] Mark Rosenthal: Yes. And yeah, and really that was, and this is even better because this is really the kind of leadership that most conduct practitioners have to engage in, which is influence.You don't have formal authority you rather, you've got to, you have to find a way to influence the lead, the line leaders in the organization to be effective. And this is true for lots of cases. It's true whenever I'm bringing groups of people together that I can't tell what to do. And actually it's more true that you think even in the military, which is where I learned leadership.And it really was that. We tend to do, we practitioners tend to engage with the technical artifacts, and we put in the tools, we put in the mechanics, and we don't, and then we complain when the line leadership doesn't embrace the changes. And that is on us because if you look at a traditional Kaizen event approach, for example, in the world of, you know, of CI, but this would be equally true for somebody trying to get scrum in place or somebody trying to cause any change in the way the organization does business.I can describe the mechanics of the daily standup perfectly. I can describe, I can get all the scheduling. I can get the artifacts into place.If there isn't a engagement of the conversation about how we do it on a daily basis too, then it's going to fall apart as soon as that that, that goes away in the situation you're describing. I mean, it was even worse in a way, just because of the nature. It was an international organization and it didn't really matter where I worked, so I didn't work anywhere.Although I got a lot of frequent flyer miles. You know, going to Europe once a month, going all kinds of places. But what I was doing was making technical recommendations. And then, you know, they weren't getting picked up. And frankly, I wasn't earning my money. Yeah. And the key here for a change agent.Is it's not about the tools you're putting into place, the tools are there to create the kinds of conversations that need to happen in the organization between the leaders and between people, between groups of people. And once I understood that, then the paradigm changes completely because the experiments I run are testing whether or not I'm effective at moving the needle.About how these conversations are taking place. And that's kind of what I was talking about in the, you know, in the story that you're alluding to. [00:04:20] Joe Krebs: Yeah. So this is a life changing event for you, but also in your career, right? You had a lot of learnings coming out of this. [00:04:27] Mark Rosenthal: A lot of them, and they came later on.You know, I had, I was familiar with Toyota Kata at the time. But I was still in the position of trying to make people do it, and I can't do that. What I have to do is look at the dynamics in the organization and think in terms of it's not the mechanics of standing up a storyboard and getting them to go through the starter kata of grasping the current condition and all of that.It's about what actions what small experiment can I run? That I think that I hypothesize will nudge the conversation into, for example, talking about something a little more concrete than we had a good day or a bad day, which moves them toward measuring how they're doing, you know, in that example, that particular organization really had disdain for numbers because they made people look bad.So they didn't talk about them. I mean, they had them on displays, but nobody ever talked about them and the numbers they had on displays were lagging indicators. Yeah. It's interesting because you said like the words, if I remember correctly, like you said, like moving the needle, and I think that's also important from a leadership perspective, are we just in the operations mode of tools and features and keeping those alive or are we disrupting them?Yeah. Absolutely. Certain ways of working within the organization as a leader. Yeah, and you're going to be disrupting, you know, that's the whole point in a way. So when I want to begin to shift things I want to do is engage in the smallest change I can that's going to move things. And I'm going to try to do is to incorporate that change into something they're already doing.So in this example, there was already a daily production meeting. So rather than saying, we're going to have another meeting about improvement, rather than saying, you got to stop doing that way and start doing it this way, I can hook part of my agenda into the existing structure. So as a change agent, I want to look at what are they already doing?And can I grab any of that and just modify it in a way? That moves the conversation in the direction it needs to go. [00:06:58] Joe Krebs: Yeah, This is interesting, right? There's two things I would like to talk about, and I'm not sure which one should be first or not. I'll just take one and get started.Maybe it's the wrong order, but. We just went through a, or just two years ago, we somewhat ended the pandemic and we started going back to work. And your experience obviously from work from home was prior to to the pandemic. Now you had some learnings in terms of leadership and we see a lot of companies that are bringing the people back to work sometimes mandatory.And sometimes it's the leadership team that just feels like very strongly about that. So I want to just include that in terms of, it's very impressive right now. There's a lot of companies still work in that kind of dual mode or came back full time back on premises. What advice do you have based on your learning for leaders when you work this way?I don't know if you'd have any, but I'll just put you on the spot.[00:07:58] Mark Rosenthal: You know, that's a good one. You know, you're going to encounter resistance, but you know, this is a quote from Ron Heifetz out of Harvard, who Talks about this thing called adaptive leadership, which really is applying PDCA to leadership. And that's why I like it so much, because it follows the Kata pattern of grasp the current condition, make a, you know, make a judgment where you want to go next and run experiments to try to get there.And he said, and I love this, people don't resist change. People resist loss. Nobody gives back a winning lottery ticket. And so the people who are. are used to working with the cat on their lap and having be able to respond to their kids and all the awesome things that come from the ability to work from home are losing that connection that they have developed with their family.So that's what they're resisting. Typically, you know, I can't speak for everybody, but what's, you know, the flip side is what's the boss, what did the company lose when the people didn't come to the office? And that was the informal interaction that drives the actual conversation that gets stuff done.Yeah. And so that's what I didn't have, right? You know, we didn't have, I don't even think we didn't have video. We didn't, you know, I mean, this was a while ago. I think, you know, Skype was cutting edge stuff, right? [00:09:31] Joe Krebs: Hard to imagine, right? [00:09:32] Mark Rosenthal: Yeah yeah. You know, if I were to go back to the same situation, I would be having a lot more scheduled online sessions.With not just individuals, but with groups of people sharing their experiences with, in my case, with continuous improvement and what they're doing so that I didn't need to be there all the time, but I could work on keeping the conversation and the buzz going and get a better read for the organization.[00:10:09] Joe Krebs: Yeah. You mentioned that I've heard you say things like that leadership is a typical leadership. Yeah. What is authority. And then sometimes you do see that when you go back to, to work in, you know, in work environments where you're being asked and forced to come back to work versus adaptive leaderships, taking a different approach to something like that.But another quote you said, and maybe that's the other angle I wanted to ask you. . Is I heard you say a phrase that leadership is an activity, not a role. [00:10:40] Mark Rosenthal: And that's again, I want to make credit where credit is due. That's right out of, you know, Ron Heifetz work and a lot of it is taught at a place called the Kansas Leadership Center in Wichita.And so I want to make sure I'm giving credit where credit is due. . So in, there are, you know, there are cases where authority is a good thing. There are cases where you have to get something done fast. The building is on fire, evacuate immediately, not, hey, what do you think we should do?But even when there is formal authority, it's far more effective to use leadership as a role with the goal of developing other leaders. And, you know, this is if you know, are familiar with the work of David Marquet and his book, Turn the Ship Around on the submarine, you know, he, as the captain of the submarine had absolute authority.Yeah. And. And I read that book. I'm a former military officer. I was in the Army. Okay. We didn't get it. I did not go on a boat that was designed to sink. But you know, at the end of the story, he tells a story of, he. interprets a situation incorrectly, and he gives an order that was incorrect at the end of the story, and he is countermanded on the bridge with no captain, you're wrong, from the lowest ranking sailor on the bridge.Who countermanded an order from the captain of the ship. Yeah. And all it did was cause him to look back, reassess, and realize that this 22 year old kid was right. And that's what we want, right? Yeah. We want people to tell us if we're making a mistake. [00:12:29] Joe Krebs: Yeah, that's a key lesson. I remember this by listening, I listened to that particular book, which is also very eyeopening.Now, seeing a leadership like this, we see adaptive leadership. But it's obviously something you are embracing. There's a lot of books out there about leadership. That's a massive amount of books. And people could go wild, but you know, many of those are personal stories about what that person has embraced and you might find something very useful here now in certain areas of those books, but you might not 100 percent apply to your own.Yeah. That might leave the reader with, how would I approach this problem with all that wisdom that is out there and how do you combine and this is where I want to go with you here now in terms of leadership is how can the Agile Kata, the Kata, the improvement Kata, coaching Kata, how can the Kata ways of working scientific thinking.Help support leaders who are like, I want to create an environment like that. I want to have adaptive leadership. How can Kata help me with this? [00:13:37] Mark Rosenthal: Great point, because you know, all those books are those, as you pointed out, those people's personal stories. And it's interesting because all the, all of the stories about success have survivor bias.Built in and we don't, you know, they're in, in, in lean world, there's a commonly bandied about number that 85, 90 percent of all attempts to put it in the place fail. We read about the ones that are successful, but what we don't know is that the ones that failed probably followed the same formula.And it only works five or 10 percent of the time. That's really the story here. So what you, there isn't a cookbook and what you got to do is first understand the culture you're trying to build. Because if you don't have that in your mind deliberately, you're going to end up going wherever. But then.You've got to grasp your own situation in your own organization and then set that next target condition using Kata terms of, okay, I'm not going to try to get there all at once, but what's the one major thing I'm going to try to get in if I'm trying to change the change away and organization runs probably on a 90 day window.You know, if we're in industry or Kata, we set a target condition of a couple of weeks and no more than that. But, you know, these are bigger things. So where do I want to be at the end of the quarter? Where do I want to be, you know, in three months? And then that narrows my focus. And then I can just start working on that.And maybe it's just I'm going to, I'm going to get the staff meeting working. more effectively so that we're not trying to solve problems in the meeting. We're just talking about the status of problem solving. That's just a hypothetical example, but that was one place I try to take people for example.Yeah. And I was work on that. [00:15:45] Joe Krebs: So you work with leaders through. Coaching cycles. You coach them going through the four steps of the improvement Kata. And you help them to, as you say, move the needle. Towards more adaptive leadership. [00:16:04] Mark Rosenthal: And this is using adaptive leadership really to do it, right?So it's a meta thing in a way. And when I'm, you know, I'm really talking to the change agents out there, you know, the, and in, in the agile world, you know, the scrum master is a staff person who's the holder of the torch of what this is supposed to look like. So this is what. They can do us to work, you know, to say, okay, I know it's not perfect right now.What's the one thing I'm going to emphasize over the next 90 days to get it better? And maybe it's, you know, I'm just going to get the stand up to be less than 15 minutes. Okay. I just got to get people to just, you know, this is what they talk about. And then they pass the torch to the next person, for example, or the next pair in that case.[00:17:01] Joe Krebs: You are, I think by looking through your material a little bit and seeing where you're coming from, you're using a tremendous amount of powerful questions. Can you, again, I'm sorry to put you on the spot, but can you give possibly some like a, like an outline of how. What kind of questions you would be throwing so to make it a little bit more concrete.. We weren't listening to this like a leader or somebody who's receiving some form of coaching from you. And then what kind of questions it's powerful stuff. [00:17:38] Mark Rosenthal: . So the coaching Kata just to some background here and what Toyota Kata is just so that we got on topic is.What Mike Rother essentially did, and this isn't 100 percent accurate, but this is the effect, is he parsed a lot of the coaching conversations that were happening, you know, with leaders and learners at Toyota. And those conversations often are around A3, for example, which is just a piece of paper. And often it's just sounds like a conversation.But there were elements of the questioning that was, that were always present. And the way I describe it is he boiled all that down and was left at the bottom of the pot was the structure of questions that he published as the Improvement Kata. So I'm going to ask first, I'm going to go off the script first.What is your target condition? So I want to hear is where you're trying to go in the short term. And what will be in place when you get there? What is the actual condition now in between the two I'm really looking for is what's the gap you're trying to close between where things are now and where you're trying to go in that short term.Then we're going to reflect on the last step you took because you committed to take that step the last time we talked. So what did you plan as your last step? What did you expect? Because there was a hypothesis that if I do this, then I'll learn that, or this will happen. And what actually happened, And what did you learn?Then I'm going to ask, okay, what obstacles are now, do you think are now preventing you from reaching your target condition? And so really that's Mike chose the word obstacle because the word problem in the West is really loaded. Okay. Because a problem to a lot of people in industry is something I don't want the boss to find out.You know, another company I work for, I called them barriers, but it was before Kata was written. But if I go back and look at my stuff, this is basically the same structure. And that's just an enumeration of what person, the problem solver, the learner thinks are the problems. And as a coach, that's kind of telling me what they think right there, right?I'm beginning to see what they see because they're telling me, which one are we addressing now? It's important to address one problem at a time. And then based on that, and in being informed by the last step you took. What are you planning as your next step and what do you expect? So that's kind of the script going off script often just means asking calibrated follow on questions to get the information that I didn't get from the primary question.This is where, you know, if you're talking to Tilo Schwartz, he's got a lot of structure around that, which is really a contribution to the community. [00:20:51] Joe Krebs: Yeah, but your questions are not yes, no answers or status related, even the follow ups are investigative, kind of like bringing things to surface for the learner, not for you to receive a status.[00:21:07] Mark Rosenthal: What I'm looking for is, again, Toyota Kata jargon, their threshold of knowledge, the point at which, okay, the next step is probably learn about that. And there are times when, you know, even before we get to all the questions, if we encounter that threshold of knowledge, okay, great. We need to learn that.What's the next step in order to learn more about that? [00:21:32] Joe Krebs: Mark, this is this is really good. I was just like listening to Katie Anderson's book, and it was funny that you say problem in the Western world, not a very popular word and she makes tons of references in her book about. No problem. is a problem.[00:21:50] Mark Rosenthal: That's, yeah. That's the Toyota mantra. That's the Toyota mantra. [00:21:54] Joe Krebs: And yeah. So whatever you want to call it, you want to overcome it. If it's an obstacle, an impediment, or if it's a problem you want to overcome. [00:22:02] Mark Rosenthal: And that's a really good point about the culture. And I'm going to quote my friend, Rich Sheridan here, you know, fear does not make problems go away.Fear drives problems into hiding. Yeah. And we encounter that a lot where I go into a culture where everybody has to have the answers or everything needs to look good. And so asking them, what problems are you trying to solve here can be problematic. And so that's where the adaptive leadership part comes in, okay, I'm going to have to overcome the obstacle of that cultural hesitancy and find a way to help them get a shared sense of the truth. That they can talk to rather than talking to each other. And again, if I go into, you know, the, like the extreme programming world where I've got the cards on the wall, for example that is that shared sense of the truth. I can walk in and I can tell which pairs are working on which things and whether they're a hit or behind very quickly without having to ask anyone and there's nothing concealed is fully transparent.We go into industry, the purpose of the visual controls, the purpose of the status boards, the purpose of the Andon lights, the purpose of all of the lean tools, all of them is to put the truth of what's actually happening out there as compared to what should be happening so that we have an invitation to deal with it.[00:23:43] Joe Krebs: But they're tools. [00:23:45] Mark Rosenthal: But they're, but that's all the tools are, that's what they're for. Yeah. [00:23:50] Joe Krebs: That is great. Mark, I want to thank you for spending some time here talking from a leadership's perspective to the Agile FM audience and in particular in the Kata series to explore Kata and how Kata can influence.leadership and what you can do to embrace adaptive leadership while performing scientific thinking as a leader. And obviously your personal stories as well. So thank you, Mark. [00:24:14] Mark Rosenthal: Sure thing. Appreciate it. Thanks for having me. ​

Darryl Kelly talks about his new Kansas Leadership Center job and why he and his family have made Wichita home.

Episode 342 is highlights from a DEI Summit panel made up of Neha Batawala of the Kansas Leadership Center, Markus Phox and Jenni Heartfield from 6 Meridian, Payton Morgan of Spirit AeroSystems, and moderator Joseph Shepard of Lead for America.

In the episode, Nick Day is joined on The HR L&D Podcast by Julia Fabris McBride, Chief Leadership Development Officer at the Kansas Leadership Center.The Kansas Leadership Center has helped and led thousands of people through programs to help them engage in the act of leadership. They have seen remarkable results with people from all walks of life, but they're also keenly aware of the obstacles that tend to come up.A certified coach, former actor and co-author of Teaching Leadership, Julia splits her time between Wichita and Matfield Green, Kansas, and more than 15,000 people around the world have attended her programs since 2007.These experiences led Julie to co-author the book 'When Everyone Leads' with Ed O'Malley, which delves into:Identifying organisational needsOvercoming barriersEmpowermentIdentifying productivity zonesHelping everyone to lead more effectivelyYou don't need a title to start leading. Leadership is an activity, not a position; anyone can exercise leadership, and when everyone does, organizations make progress on their toughest challenges!In this “When Everyone Leads” episode with Julia Fabris McBride on The HR L&D Podcast, we also explore:The distinction between leadership and authority?“The Gap” and how can organizations overcome it?The difference between an adaptive challenge and a technical problemWhat leadership “from the many, not the few” looks like.The benefit of accepting loss as part of change?How to authorize yourself to lead.Adopting challenge-centric models of leadership rather than person-centric?The "great leader” myth.What is “the heat” in your model of leadership? How can people in positions of authority make leadership less risky for others?What does it mean to “intervene skillfully?”The one step everyone can take today to engage in leadership.Links highlighted in this “When Everyone Leads” episode are included below:Julia Fabris McBride's LinkedIn Profile: https://www.linkedin.com/in/juliafabrismcbride/KLC's page for When Everyone Leads: https://kansasleadershipcenter.org/when-everyone-leads/Buy links for When Everyone Leads: https://geni.us/WhenEveryoneLeadsAmazon page for When Everyone Leads: https://www.amazon.com/dp/1885167903The host of The HR L&D Podcast – LinkedIn Profile: Nick DayLeading HR Recruiters: JGA HR...

On this episode, we're joined by Stefania Lugli. Stefania is a Civic Engagement reporter for an educational non-profit, the Kansas Leadership Center, as well as the Spanish-language site, Planeta Venus. Her work supports increased news coverage on items of interest to English and Spanish speaking Latinos in Kansas.Previously, she was a reporter in Wichita as part of Report for America, and also Sarasota, Florida, and wrote for the Metro section of the Boston Globe. She is a second-generation Venezuelan American and a graduate of Emerson College in Boston.Stefania talked about her current role and how she writes stories with purpose about things that have immediate utility for her audience. She also spoke of writing with compassion, her love of research, and the responsibility she feels in her job.Examples of her work- Is Oaklawn Wichita's forgotten neighborhood?https://klcjournal.com/oaklawn-wichita-neighborhood/- Latinos Face a Choice: Uphold Cultural Tradition or Trust Strangers to Care For Your Ownhttps://klcjournal.com/senior-elderly-caregiving-in-latino-families/Stefania's salutes:- The 19th- Mississippi Free Press- AZ Luminaria- The Marshall Project- Tiana Woodard, Boston Globe- Margo Snipe, Capital B- Arelis Hernández, Washington Post- Marissa Lang, Washington Post- Steven Walker, Sarasota Herald-TribuneThank you as always for listening. Please send us feedback to journalismsalute@gmail.com, visit our website thejournalismsalute.org and Mark's website (MarkSimonmedia.com) or tweet us at @journalismpod. And find us on TikTok at @journalismsalute.

Ed O'Malley, a former elected official in Kansas, left his role to start the Kansas Leadership Center which has impacted tens of thousands of people in his local community. Ed is a fascinating and curious person. He has this fantastic way of talking about leadership often being the act of disappointing people at a rate that they previously couldn't absorb. He makes a really clear distinction between authority and exercising leadership, noting that just because you're in a role of authority doesn't mean that you choose to exercise leadership or have the skills to do it. This leader is passionate about the fact that leadership is actually a skill that can be learned and then an exercise in itself. We cover the challenge of the gun laws in the United States, and Ed's desire to see a formal global collaboration of leadership programs around the world to support a more creative and collaborative approach to leadership.See omnystudio.com/listener for privacy information.

Dr. Nathan Regier, your host, welcomes Ed O'Malley, the founding president and CEO of the illustrious Kansas Leadership Center, an organization committed to fostering leadership for stronger, healthier, and more prosperous communities, and Julia Fabris McBride, Chief Civic Leadership Development Officer of the KLC. Ed and Julia embody a Compassion Mindset with their deep caring for people, curiosity, and commitment to excellence. In this episode, they join Dr. Nate to discuss their newest book,  When Everybody Leads: How the Toughest Challenges Get Seen and Solved, and the principles of this groundbreaking work. Key Takeaways: [5:52] Julia and Ed share how they built KLC. [7:37] How does When Everybody Leads fit into Ed and Julia's careers? [10:35] Ed explains how they structured this book. [13:07] Julia discusses the journey and experiences that led them to write When Everybody Leads. [15:57] What are the two biggest problems that leaders should and can be ready to solve with this book? [17:50] Ed and Julia describe the difference between adaptive and technical challenges. [21:20] Julia highlights the importance of partnering with Dr. Nate since a compassionate mindset is needed in every leadership role to tackle adaptive challenges. [23:04] Julia and Ed discuss their view on conflict and how we should use it. [25:50] What is their favorite chapter of When Everybody Leads? [29:22] Leaders should get vulnerable, ask for help, and be clear about what matters most to their people. [29:54] What gives Ed and Julia the most hope? [34:01] What has given Julia and Ed joy and enthusiasm lately? [36:53] Dr. Nate shares his top three takeaways from a lively conversation with Ed and Julia.   Mentioned in this episode: The Compassion Mindset Next-Element.com   Learn more about Ed O'Malley and Julia Fabris McBride. KansasHealth.org   Tweetables: “Leadership is an activity.” #oncompassion   “One of the biggest challenges in leadership is not to treat adaptive challenges as if they are technical.” #oncompassion   “Conflict is an opportunity, and it is energy.” #oncompassion   “Conflict is inherent in progress, which is beautiful!.” #oncompassion “Part of exercising leadership is letting go and how to take care of yourself to be able to care for the ones you care most about.” #oncompassion

It's only been four weeks, but now Ed O'Malley has to know a few things in his new role at the Kansas Health Foundation.  He shares with Don and Ebony the impact our physical health can have on the local economy and how Wichita can't be left behind.  On this episode we discuss: Improving the health of all Kansans How Kansas was one of the healthiest states, but has slipped dramatically over the last 30 years How health is a “super-measure” Tools a business can use for assessing employee health Diversity, Equity and Inclusion: fighting to keep it from being political Making Wichita a place to attract diverse talent from across the country Can debate how DEI is done, but it must be done The Chamber on the front lines How do we not politicize and engage in meaningful conversations? The key is found in trusting others As employers, are we dismantling systemic inequities? Winning on health means winning across the board Learn more about the Kansas Health Foundation:https://kansashealth.org/Facebook ProfileTwitter ProfileInstagram ProfileLinkedIn ProfileYouTube ChannelO'Malley came to KHF after 15 years at the Kansas Leadership Center, a non-profit  organization committed to fostering leadership for stronger, healthier and more prosperous Kansas  communities. He joined KLC, which is primarily funded by KHF, in 2007 as its founding president and  CEO-taking the organization from a new startup to an internationally recognized leadership training hub.  Under O'Malley's leadership, KLC played a significant role increasing the number of diverse and underrepresented groups in civic leadership throughout Kansas. Prior to his time at KLC, O'Malley served two terms as a state representative in the Kansas Legislature,  gained experience in the private sector and worked on the staff of Governor Bill Graves. He is active in  civic organizations, including as past board chair of the Boys and Girls Club of South Central Kansas and chair of the Diversity, Equity and Inclusion Advisory Board for the Wichita Regional Chamber of  Commerce. He has also been on an advisory committee for the Colorado Health Foundation, a director for the Beta Theta Pi National Fraternity and a coach for youth sports. O'Malley holds a bachelor's degree in history from Kansas State University. He has also completed the  Emerging Leaders Streetwise MBA program offered by the U.S. Small Business Administration and  received executive training from the Harvard Business School and the Harvard John F. Kennedy School of  Government.Other Resources:Join the Wichita Regional Chamber of Commerce! This podcast is brought to you by the Wichita Regional Chamber of Commerce and is powered by Evergy.  To send feedback on this show and/or send suggestions for future guests or topics please e-mail communications@wichitachamber.org. This show is part of the ICT Podcast Network.  For more information visit ictpod.net

In this episode, AJ interviews Dr. Kaye Monk-Morgan and Shaun Rojas of the Kansas Leadership Center (KLC) where Kaye is the President and CEO, and Shaun is the Senior Director of Civic Engagement. Their discussion emphasizes the importance of building a culture of civic leadership and engaging with community members to address their concerns and build stronger, healthier, and more prosperous communities. The conversation also touches on the idea that leadership is an activity rather than a title or position, and the need to develop skills and engage in activities that promote leadership. Kaye Monk-Morgan, KLC President and CEOA third-generation Kansan, Dr. Kaye Monk-Morgan is the president and CEO of the Kansas Leadership Center (KLC), an internationally recognized center of excellence for leadership development and civic engagement. She previously served as the inaugural chief impact officer. Her work fosters civic leadership for stronger, healthier, and more prosperous communities in Kansas and beyond. Service and education have been hallmarks of Monk-Morgan's personal and professional story for decades. Prior to her time at the KLC, Monk-Morgan dedicated her talents to higher education. Over 30 years, she served in roles ranging from residence hall director to Assistant Dean of Fairmount College of Liberal Arts and Sciences and ultimately the Vice President for Strategic Engagement and Planning at Wichita State University. Her areas of responsibility varied over the years and included community and economic development, strategic planning, assessment and accreditation, and coordination of WSU's First-Generation student services. Her longest appointment was as director of the TRIO Upward Bound Math Science program. An active community servant, Monk-Morgan has served on non-profit and corporate boards at the local, state, regional and national levels. She currently serves as a board member for: NXTUS, a non-profit that catalyzes startup ecosystems, The African American Museum of Kansas; and Emprise Bank. She is a trustee for the Wichita Land Bank; and advisor to the Ulrich Museum at Wichita State University.Shaun Rojas, Senior Director of Civic EngagementAs Senior Director of Civic Engagement at the Kansas Leadership Center, Shaun oversees the organization's Civic Engagement Initiative tasked to equip Kansans in public life to build civic trust on the most pressing issues. Shaun works with the Civic Engagement Team to develop Tresources for those in elected and appointed office and partners with organizations who are facing a civic challenge. Starting at KLC as an intern in 2008, Shaun has been around the KLC block. Over the years, he has done everything from help support community leadership programs across the state to help Kansans have better conversations on divisive issues. Shaun's dedication to help communities engage in better civic dialogue goes well beyond his role at KLC. He is the founder of the Young Latino Professionals of Wichita – which helps raise the profile and equip young professionals with leadership skills – and was a previous board member for the Association of Leadership Programs. In 2014, Shaun was named as Young Professional of Year for Wichita Urban Professionals. In 2016, he was named to the City of Wichita's Citizen Review Board by the City Manager. Shaun also serves on the District Six Advisory Board for the City of Wichita. Press Coverage:Local Entreprenuership Pilot Programhttps://kansasleadershipcenter.org/wp-content/uploads/2023/04/Kauffman-Grant-Communities_FINAL.pdfHeartland Together Partnershiphttps://kansasleadershipcenter.org/kansas-leadership-center-launches-multi-state-listening-tour/ Resources:Kansas Leadership Center (KLC)https://kansasleadershipcenter.org/KLC's Civic Missionhttps://youtu.be/jcMEWtUXVPgHeartland Together Projecthttps://kansasleadershipcenter.org/heartland-together/ Mentioned in this Episode:Create Campaign, Inc.https://www.createcampaignks.com/about-usThe Journal: A Civic Issues Magazinehttps://klcjournal.com/When Everyone Leads, by Ed O'Malley and Julia Fabris McBridehttps://kansasleadershipcenter.org/when-everyone-leads/Network Kansashttps://www.networkkansas.com/Center on Rural Innovationhttps://ruralinnovation.us/Ewing Marion Kauffman Foundationhttps://www.kauffman.org/

“When Everyone Leads it's a book about how people — wherever you are in your organization, your community, your company, your family — how you can exercise leadership to make things better,” says author Julia McBride. Julia Fabris McBride is Chief Civic Leadership Development Officer of the Kansas Leadership Center. She is also a certified coach and co-author of two books, ‘When Everyone Leads', and ‘Teaching Leadership: Case-in-Point, Case Teaching, and Coaching.' In this interview, we talk about how theater helped her find her voice as a coach, the importance of soft skills in children, what true leadership is, and how we can make changes in our communities. Want more? Steal my first book, Ink by the Barrel - Secrets From Prolific Writers right now for free. Simply head over to www.brockswinson.com to get your free digital download and audiobook. If you find value in the book, please share it with a friend as we're giving away 100,000 copies this year. It's based on over 400 interviews here at Creative Principles. If you enjoy the podcast, would you please consider leaving a short review on Apple Podcasts? It only takes about 60-seconds and it really helps convince some of the hard-to-get guests to sit down and have a chat (simply scroll to the bottom on your iTunes Podcast app and click “Write Review"). Enjoy the show!

After years of growing in high-level leadership roles developing some of the largest brands in the world, Anita Greenwood felt like she was missing out.  She tells Don and Ebony how she found something different in Wichita that gave her the freedom and lifestyle she wanted. On this episode we discuss:00:04:00   Professional Coaching and Mentoring00:06:00   A real-life “Emily in Paris”00:07:00   Adopting Kansas and Starting Powerhouse Leaders00:10:00   Career Journey of a Senior Executive: Developing Large Consumer Goods Brands00:11:00   You Can't Leave, I Need You00:15:00   From Executive to Entrepreneur00:16:00   Anita Greenwood on the Entrepreneurial Spirit00:18:00   Unique Perspective and Professional Success00:22:00   Opportunities to Grow with EventsLearn more about Powerhouse Leaders:http://www.powerhouse-leaders.comLinkedIn ProfileAfter University in London and Business School in France, Anita embarked on a global career with Fortune 500 companies such as Reckitt, Colgate Palmolive and Accenture, starting her career in sales, then leading commercial strategy development and global marketing and innovation for billion dollar brands before founding her company, Powerhouse Leaders, that specializes in helping organizations power-up performance of executive teams, high achieving leaders and emerging talent.The only woman at many tables, Anita occupied high impact global roles while raising three children. She learned how to balance her time and leverage her voice to create strategic partnerships at the highest levels, successfully build win-win relationships with the most challenging internal and external customers and always deliver results.Powerhouse Leaders intervenes as a strategic partner for leaders and their teams at the pivotal stages of their growth. Combining 25 years of learning how to crack the code as a collaborative, strategic leader and extensive experience as executive and team coach, Anita has built a fast track to enhanced team collaboration and to the top for leaders and entrepreneurs by building safe spaces for them to grow and achieve extraordinary impact and results.Anita holds the Professional Certified Coach (PCC) credential from the International Coach Federation and has coached hundreds of leaders as Head Executive Coach of Powerhouse Leaders and Faculty at the Kansas Leadership Center. Known for her signature British accent and very practical "what got you here won't get you there" approach she serves as mentor for multiple emerging young leaders, is on the Council of Friends for HopeCo and has helped build a school and a house in Haiti. Her passions include Orange Theory Fitness, performing with her dance troupe, figure drawing and outdoor time with family.Join the Wichita Regional Chamber of Commerce! This podcast is brought to you by the Wichita Regional Chamber of Commerce and is powered by Evergy.  To send feedback on this show and/or send suggestions for future guests or topics please e-mail communications@wichitachamber.org. This show is part of the ICT Podcast Network.  For more information visit ictpod.net

Julia Fabris McBride, chief leadership development officer at the Kansas Leadership Center and a certified coach, shares insights from her latest book: "When Everyone Leads: How The Toughest Challenges Are Seen And Solved." Learn how to think about and practice leadership as an activity, and empower your team to make progress on the things that matter most.Visit our website Follow us on LinkedInFollow us on Twitter

On this episode of the Post Podcast Hays Chamber vice president of marketing and communications Mariah Legleiter and owner of Legleiter Insurance Devin Legleiter share information from the Kansas Leadership Center's ongoing Leadership Hays 2023.

When your view on leadership is that it's not a position, but an action, then no one is exempt from being able to become a leader.  Julia Fabris McBride from the Kansas Leadership Center joins Don and Ebony to talk about the steps anyone can take to lead. On this episode we discuss: What the Kansas Leaderhship Center is Partnerships around the globe Getting to the why of leadership Why everyone needs to lead Raising the heat Authorizing yourself to lead De-risking leadership Learn more about When Everyone Leads:The BookFacebook ProfileInstagram ProfileLinkedIn ProfileTwitter ProfileJulia Fabris McBride is chief leadership development officer at the Kansas Leadership Center, where more than 15,000 people around the world have attended programs since 2007. She is a certified coach, former actor, and author or two previous books including The Your Leadership Edge Teacher Companion. Julia splits her time between Wichita and Matfield Green, KS.In the latest book from the Kansas Leadership Center, co-authors Ed O'Malley and Julia Fabris McBride present a revolutionary approach to leadership. It's not about position or authority, but an activity open to anyone who can see and seize their moments to lead and engage differently. In a culture where everyone leads, individuals, organizations and communities make more progress on their most difficult problems.Join the Wichita Regional Chamber of Commerce! This podcast is brought to you by the Wichita Regional Chamber of Commerce and is powered by Evergy.  To send feedback on this show and/or send suggestions for future guests or topics please e-mail communications@wichitachamber.org. This show is part of the ICT Podcast Network.  For more information visit ictpod.net

Brian Jordan, of the Kansas Association of School boards, joins Brenden Wirth and Joel Leftwich, both of the Kansas Farm Bureau, to talk about Engaged Kansas — a new effort to encourage civic-minded folks to enter public life through service on the 6,000 positions on city councils, county commissions and school boards. The nonpartisan, nonpolicy coalition involved also includes the Kansas Association of Counties, League of Kansas Municipalities, Kansas Chamber and Kansas Leadership Center.

Julia Fabris McBride is CEO of the Kansas Leadership Center, where more than 15,000 people around the world have attended programs since 2007. A certified coach, former actor and co-author of Teaching Leadership, Julia splits her time between Wichita and Matfield Green, Kansas. Her newest book, written with co-author Ed O'Malley is When Everyone Leads:  How the Toughest Challenges Get Seen and Solved https://kansasleadershipcenter.org/when-everyone-leads/

Today's interview is with John Sills, Managing Partner at the customer-led growth company, The Foundation. John joins me today to talk about his new book (The Human Experience: How to make life better for your customers and create a more successful organization), three myths that get in the way of injecting more humanity into experience and seven behaviours and five enablers that help companies and brands deliver a more human experience amongst some other things. This interview follows on from my recent interview – We need to move leadership from the job of one to the job of the many – Interview with Julia Fabris McBride of the Kansas Leadership Center – and is number 457 in the series of interviews with authors and business leaders that are doing great things, providing valuable insights, helping businesses innovate and delivering great service and experience to both their customers and their employees.

Today's interview is with Julia Fabris McBride, Chief Leadership Development Officer at the Kansas Leadership Center and co-author of a new book called When Everyone Leads: How The Toughest Challenges Get Seen And Solved. Julia joins me today to talk about the new book, why we need to change the way we look at leadership, adaptive vs technical challenges and how to get started on creating a culture where everyone leads. This interview follows on from my recent interview – Building your house to be able to deliver a truly personalised customer experience – Interview with Greg Kihlström of The Agile Brand – and is number 456 in the series of interviews with authors and business leaders that are doing great things, providing valuable insights, helping businesses innovate and delivering great service and experience to both their customers and their employees. NOTE: A big thank you goes out to the folks at TextExpander for sponsoring this episode of my podcast. TextExpander is an auto-complete tool that allows your team to eliminate repetitive typing and stay on the same page with just a few keystrokes allowing you to delight more customers in less time. Click here to find out more and to get a 20% discount for the first 12 months of TextExpander if you use the code: SWINSCOE

Ed O'Malley is the Founder of the Kansas Leadership Center, President and CEO of the Kansas Health Foundation, and the author of four books, including his latest, “When Everyone Leads.” Ed discusses how leadership differs from authority, and that authority is required to lead. He explores the disruptive aspects and the risks of leadership. Ed explains the type of problems authority solves and the challenges that require unleashing the leadership of the whole team to move forward. Listen in for how to move forward when faced with daunting challenges. https://bit.ly/TLP-346   Key Takeaways [3:25] In Ed's book, When Everyone Leads, the key is getting people to separate leadership from authority. In some situations, the reliance on authority gets in the way of progress. We need people to know that even if you're not the captain of the team or boss, the toughest challenges require your leadership, also. The book is about how you unleash that in everybody. [4:45] Ed talks about over-reliance on authority. Authority is necessary, but it's not sufficient for making progress on our biggest problems. Challenges between people need to be resolved by the people involved. [6:14] On our toughest challenges, none of us know exactly the way forward. Trust that the collective is stronger than one person's idea. If we unleash the leadership of others, so they feel empowered to exercise that leadership, then we start making more progress. [6:49] If we assume that we have the answers and we know the best way forward, that conveys a lack of trust in the collective. The toughest challenges get solved by people working together. [8:46] The book is about the toughest challenges. A prerequisite for unleashing leadership in more people is to help people break apart the idea of leadership from the idea of authority. They are different things and people know this intuitively. Ed uses the example of Rosa Parks showing leadership by choosing her seat on the bus. [10:20] Ed wants people to be conscious of the differences between authority, leadership, people holding positions of authority, and people exercising leadership. Sometimes people in authority exercise leadership. Sometimes People not in authority exercise leadership. Sometimes nobody does. If people see it separately, it opens up a conversation about what the exercise of leadership looks like for them. [11:22] Jim cites Jim Detert, author of Choosing Courage, regarding the courage it takes to step up and face big problems. [12:08] Julia McBride, Ed's co-author on the book, would say it's all about clarity of purpose. Those who exercise effective leadership are clear in their deep purpose, and clear on the purpose for the meeting they're walking into and the role they play in that meeting. They're clear on the purpose of the project they're a part of. [12:46] A lot of people's purpose is to keep their boss happy. Our toughest challenges are usually about something a lot bigger than that. Leadership is motivating others to make progress on daunting challenges and it hardly ever happens. [14:24] Ed cites the work of authors Ron Heifetz and Marty Linsky who pioneered the concept of the Zone of Productivity, where there is enough conflict that people are uncomfortable enough to change the status quo, but there is not enough conflict to shut people down. If you don't have enough conflict, nothing is changing. If you have a lot of heat at work, consider if progress is being made in the work. [15:32] If the conflict or heat from the top is not leading to progress, then it's time to ask questions and intervene in the lack of progress. [16:52] An executive team needs a common language to talk about the dynamics of productivity. [17:30] Leadership is always about disrupting things. Ed quotes Marty Linsky, “Leadership is disappointing your own people at a rate they can absorb.” When you're intervening up, you can't anger the boss too much; you might be out! But If you're just keeping the boss 100% happy, you might not be doing anything that looks like leadership. [18:02] Jan recalls Jeffrey Pfeffer's 7 Rules of Power. It's evidence-based, controversial, and makes people very uncomfortable. Two of the rules are “Break the rules,” and “Show up in a powerful way.” These are hard to do. You've got to know how far you can push a boss before you're damaging yourself. [18:36] Ed goes back to being clear about purpose. If your purpose is to get along, be secure, and not rock the boat, you will not get close to exercising leadership. If your purpose is “I want the best value for my clients,” or “I'm a sales leader and I'm taking the organization from this level to that level higher,” then you'll be willing to disrupt the norms. Leadership is always disruptive and risky. [19:18] Ed says all of our research is showing if you get lots more people exercising leadership and intervening to create more progress it makes it more likely you'll get the progress. It's too tough for one or two people to do alone because it's too disruptive. [20:01] A chapter in the book explores the clash of values. Our toughest challenges are often about value clashes. You may have a value of gaining market share and a clashing value of playing it safe and not developing new products because you have a legacy product that has been winning for so long. Leadership is always about helping a system elevate one value over another. There is loss in that. [21:31] Anyone can ask powerful questions. Ed explains that a powerful question comes from deep curiosity and it's open-ended. A question that has an exact technical answer is not a powerful question, it's a fact-based question. Powerful questions help everyone learn. “What's our greatest aspiration for our organization?”, “What concerns us the most?”, “What makes progress so hard on those things?” [22:56] Big open-ended questions are powerful and are often game-changing. Powerful questions often make us uncomfortable. They should force us to slow down a little bit and reflect differently. [24:33] Ed interviewed a sage one time who told him, “Ed, that's a great question! And it's a great question because it doesn't have any answers!” If there's an easy answer, it might not be a good question. [25:01] If what you're working on isn't a daunting challenge; if it's run-of-the-mill stuff; if you've got a deadline and the work is technical, and you've got to meet it, you're going to drive everybody crazy if you're walking around asking big, open-ended questions all the time! It's when you're trying to focus people on the things that matter most that these powerful questions are so needed. [26:10] Less senior people may be granted some grace in asking open-ended questions to reveal less knowledge of the organization's purpose. More senior people may ask powerful questions that tend to shape expectations: “How will we respond to some inevitable failure in our attempts to do X?” This introduces the concept of being adaptive. [28:49] The book discusses technical problems vs. daunting adaptive challenges. If you have the authority, say, “We're solving this technical problem this way.” But it is a mistake to treat a daunting adaptive challenge as if it were technical. Those types of challenges where the problem is poorly defined and the answer is unknown cannot be solved by your authority alone. You won't get progress. [30:34] Jan tells about Bill Dean. They would be at a problem situation and Bill would say, “OK.” It meant he acknowledged, he understood, and they would step back and pause before trying to find out what the issue was. He said OK, and everybody knew it was going to be OK. Jan learned to step back when people are hitting the Panic button. Ed says, on the toughest challenges, help people to go slow. [33:32] Have the awareness to discern when you're facing something adaptive where you don't know the way forward. In that situation, progress is about creating a system that can be iterative, that can be experimental, that can take smart risks, learn from them, and take bigger risks. If the situation doesn't call for that and we bring it, we're just going to create more problems. [34:10] There are a lot of big ideas in the book. One is knowing the difference between the technical problems and the adaptive challenges. They require you to lead differently. Another idea is that your authority is a resource but it is not enough to solve adaptive challenges, so you unleash leadership for others in an iterative, learning environment where risk-taking is expected. [36:25] There are expectations on those in authority. Ed repeats that leadership is disappointing your people at a rate they can absorb. People have expectations of those in authority and history is full of examples of what happens to people in authority if they disrupt those expectations too much. Live within the expectations, but push against them, as well. [37:04] Ed explores how those in authority successfully used leadership during the pandemic to be firm and specific about the process they would use to solve the issue without going into what the outcome of the issue would be. They used authority to help people feel safe and that there is some order to things. They talked about the timeline for bringing the best people together to solve the problem. [38:16] Jim compares how Jessica Chen from the previous podcast episode described the same situation of describing the process you are going through to arrive at an answer when dealing with ambiguity. Jim recommends listening to that episode, as this is a big and important concept. Ed agrees, it is important, but it is hard to practice. Go back to knowing whether it is an adaptive challenge or a technical problem. [39:31] If it's a technical problem and you are in authority, use your authority to solve the problem. For listeners who aren't in authority, Ed reminds you to break apart authority and leadership. If you connect them, it lets everybody off the hook, and it's the CEO's job. That puts too much pressure on those in authority. They can't deliver. The truth is, in the big tough challenges, we've all got a part in the mess. [40:25] Jack Welch said, “You can't scale complexity.” Ed's book leads toward simplifying our approach. Jan recommends listeners read Ed's book. It's easy to read and laid out in a way that's very pragmatic. [42:06] Ed's challenge to listeners: “I think we've got to get the bat off our shoulder and take some swings. … Learn how do you take those swings with confidence and skill so you can get a few more hits than you would otherwise.” [44:12] Closing quote: Remember, “Unity is strength…  When there is teamwork and collaboration, wonderful things can be achieved.” — Mattie Stepanek   Quotable Quotes “We need people to know that even if you're not the captain of the team, the boss, the CEO of the company, or the mayor of the town, the toughest challenges require your leadership, also.” “I think we have an over-reliance on authority. Authority is useful; it's necessary, but it's insufficient for making progress on our biggest challenges.” “A prerequisite for unleashing leadership in more people is to help people break apart the idea of leadership from the idea of authority. We've got to get people to see them as two different things. They are totally separate. And I think that intuitively, people know this.” “Authority is a role; it's a position, and leadership is an activity. And sometimes those in authority exercise it. But most of the time they don't. And sometimes people not in authority exercise leadership. But a lot of times, they don't.” “The book is counter-cultural, in that regard. We're trying to create a new norm for what leadership even is.” “Leadership is always about disrupting things.” “Leadership is so rare because it's risky; … it's disruptive, which is why all of our research is showing if you get lots more people exercising leadership; intervening to create more progress, it's … more likely you'll get the progress. It's too tough for one or two people.” “Big open-ended questions are powerful and they're often game-changing.” “If what you're working on isn't a daunting challenge; if it's run-of-the-mill stuff; if you've got a deadline and the work is technical, and you've got to meet it, you're going to drive everybody crazy if you're walking around asking big, open-ended questions all the time.” “It's when you're trying to focus people on the things that matter most that these curiosity-based, open-ended, powerful questions are so needed.”   Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Rafti Advisors. LLC Self-Reliant Leadership. LLC Ed O'Malley Kansas Leadership Center Kansas Health Foundation The Colorado Health Foundation When Everyone Leads: How The Toughest Challenges Get Seen And Solved, by Ed O'Malley and Julia Fabris McBride Todd Satterson U.S. Navy SEALS Jim Detert Choosing Courage: The Everyday Guide to Being Brave at Work, by Jim Detert Ron Heifetz Marty Linsky 7 Rules of Power: Surprising—but True—Advice on How to Get Things Done and Advance Your Career, by Jeffrey Pfeffer Jeffrey Pfeffer Jessica Chen Jack Welch

Julia Fabris McBride is the Interim President and CEO as well as the Chief Leadership Development Officer of Kansas Leadership Center. She is co-author with Ed O'Malley of the recently published book “When Everyone Leads”The Kansas Leadership Center (KLC) is a one of a kind, non-profit organization committed to fostering leadership for stronger, healthier and more prosperous Kansas communities and around the world. Julia shares what she has learned about developing adaptive leadership capacity in the state of Kansas and beyond. Why civic leadership is important and what can happen when individuals marry the choice to lead with the capacity to to mobilize communities. Julia's books can be found through these links:When Everyone Leads (Bard Press, January 2023) Teaching Leadership: Case-in-Point, Case Teaching, and Coaching. I want to thank my great team that helps me sound better than I am. Jacki Hydock for her lending her wonderful voice to our introduction and outro Great music by Jazz Night Awesome episode production by the great team of We Edit Podcasts all the way up in Calgary, Alberta, Canada. Check them out at www.weeditpodcasts.com Thanks For Listening and Jumping into the Swamp

In this KEEN ON episode a rather skeptical Andrew talks to WHEN EVERYONE LEADS author Julia Fabris McBride oabout what she claims is a "revolutionary approach" to leadership. JULIA FABRIS MCBRIDE is interim president and CEO as well as chief leadership development officer of the Kansas Leadership Center. She is also a certified coach and co-author of two books, the forthcoming When Everyone Leads (Bard Press, January 2023) and Teaching Leadership: Case-in-Point, Case Teaching, and Coaching. In addition to her interim executive management duties, she oversees teacher and coach development and has created three professional programs for leadership developers, including an International Coach Federation (ICF)-approved Leadership Coach training program, and an Advanced Leadership Development Intensive that has drawn people to Wichita from four continents. ABOUT ANDREW KEEN: Name as one of the "100 most connected men" by GQ magazine, Andrew Keen is amongst the world's best known broadcasters and commentators. In addition to presenting KEEN ON, he is the host of the long-running How To Fix Democracy show. He is also the author of four prescient books: CULT OF THE AMATEUR, DIGITAL VERTIGO, THE INTERNET IS NOT THE ANSWER and HOW TO FIX THE FUTURE. Andrew lives in San Francisco, is married to Cassandra Knight, Google's VP of Litigation & Discovery, and has two grown children. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of Real Relationships Real Revenue, I'm super excited to chat with Julia Fabris McBride. She has an amazing book coming out called When Everyone Leads. She is here today to help us redefine leadership and apply the concepts she teaches in her books to our work so that we can become better leaders and grow our book of business, relationships, and selves.    Topics We Cover in This Episode:    Leadership is available to everyone Why we need to think of leadership as an activity The importance of everyone working together Energizing each other to own their work Technical work vs. adaptive work Why people have to grow for organizations to grow Julia's system for continuously learning The power of forming a mastermind The role of authority in adaptive work How Julia manages successes and setbacks How Julia gets big projects done     It's so important for people to understand that leadership is not a position, it's an activity and it's available to anyone. In order to grow an organization, the people have to grow. And becoming leaders and taking ownership of your work is the best way to grow.    I hope you enjoyed this conversation with Julia. If you want to learn more from her, make sure to check out her book and learn more about the Kansas Leadership Center here.    Resources Mentioned: Check out When Everyone Leads Learn more about the Kansas Leadership Center

In this episode of Real Relationships Real Revenue, I'm super excited to chat with Julia Fabris McBride. She has an amazing book coming out called When Everyone Leads. She is here today to help us redefine leadership and apply the concepts she teaches in her books to our work so that we can become better leaders and grow our book of business, relationships, and selves.    Topics We Cover in This Episode:    Leadership is available to everyone Why we need to think of leadership as an activity The importance of everyone working together Energizing each other to own their work Technical work vs. adaptive work Why people have to grow for organizations to grow Julia's system for continuously learning The power of forming a mastermind The role of authority in adaptive work How Julia manages successes and setbacks How Julia gets big projects done   It's so important for people to understand that leadership is not a position, it's an activity and it's available to anyone. In order to grow an organization, the people have to grow. And becoming leaders and taking ownership of your work is the best way to grow.    I hope you enjoyed this conversation with Julia. If you want to learn more from her, make sure to check out her book and learn more about the Kansas Leadership Center here.    Resources Mentioned: Check out When Everyone Leads Learn more about the Kansas Leadership Center

In this episode of Real Relationships Real Revenue, I'm super excited to chat with Julia Fabris McBride. She has an amazing book coming out called When Everyone Leads. She is here today to help us redefine leadership and apply the concepts she teaches in her books to our work so that we can become better leaders and grow our book of business, relationships, and selves.    Topics We Cover in This Episode:    Leadership is available to everyone Why we need to think of leadership as an activity The importance of everyone working together Energizing each other to own their work Technical work vs. adaptive work Why people have to grow for organizations to grow Julia's system for continuously learning The power of forming a mastermind The role of authority in adaptive work How Julia manages successes and setbacks How Julia gets big projects done     It's so important for people to understand that leadership is not a position, it's an activity and it's available to anyone. In order to grow an organization, the people have to grow. And becoming leaders and taking ownership of your work is the best way to grow.    I hope you enjoyed this conversation with Julia. If you want to learn more from her, make sure to check out her book and learn more about the Kansas Leadership Center here.    Resources Mentioned: Check out When Everyone Leads Learn more about the Kansas Leadership Center

When a quality publishing house releases only one book a year, you know it will be a blockbuster. That's always been the case with award-winning Bard Press, which has brought out 18 business bestsellers over the past 25 years. This year the business boutique imprint has tapped authors Ed O'Malley and Julia Fabris McBride. Their book, When Everyone Leads: The Toughest Challenges Get Seen and Solved, offers a revolutionary model that allows everyone to claim the mantle of “leader,” no matter how high up or low down they are on the organizational chart. In When Everyone Leads, the authors lay out their five core tenets of leadership. Leadership is an activity, not a position Anyone can lead, anytime, anywhere Leadership starts with you and must engage others Leadership is risky Leadership is about your toughest challenges Ed and Julia know the genuine mechanisms of leadership. The two authors honed their insights into leadership at the Kansas Leadership Center, which they launched in 2007. Ed's background was in government and politics. Julia was an actor turned leadership coach. Working from the premise that the quality and quantity of leadership is the key determinant to prosperity, health, and success for organizations and communities, under their guidance the Kansas Leadership Center has empowered more than 15,000 individuals to set aside outdated concepts of leadership and anoint themselves pathfinders. As Ed and Julia explain to host and award-winning author Dean Rotbart, anyone can lead, anytime, anywhere. Is it your turn to step up? _____ Bard Press — founded by the incomparable Ray Bard and now piloted by veteran author, literary agent, editor, and blogger Todd Sattersten — picks winners. Among its most-recognized titles: The Gift of Struggle: Life-Changing Lessons About Leading by Bobby Herrera  The ONE Thing: The Surprisingly Simple Truth Behind Extraordinary Results by Gary W. Keller and Jay Papasan Little Red Book of Selling: 12.5 Principles of Sales Greatness by Jeffrey Gitomer The Wizard of Ads: Turning Words into Magic and Dreamers into Millionaires by Roy Williams When Everyone Leads will soon take its place among the pantheon of Bard Press success stories. Photos: Julia Fabris McBride and Ed O'Malley, When Everyone LeadsPosted: January 30, 2023Monday Morning Run Time: 50:49

Join us for this year's Wichita Regional Chamber of Commerce Annual Meeting with special guest speaker Arthur Brooks.Register Now!It's only been four weeks, but now Ed O'Malley has to know a few things in his new role at the Kansas Health Foundation.  He shares with Don and Ebony the impact our physical health can have on the local economy and how Wichita can't be left behind.  On this episode we discuss: Improving the health of all Kansans How Kansas was one of the healthiest states, but has slipped dramatically over the last 30 years How health is a “super-measure” Tools a business can use for assessing employee health Diversity, Equity and Inclusion: fighting to keep it from being political Making Wichita a place to attract diverse talent from across the country Can debate how DEI is done, but it must be done The Chamber on the front lines How do we not politicize and engage in meaningful conversations? The key is found in trusting others As employers, are we dismantling systemic inequities? Winning on health means winning across the board Learn more about the Kansas Health Foundation:https://kansashealth.org/Facebook ProfileTwitter ProfileInstagram ProfileLinkedIn ProfileYouTube ChannelO'Malley came to KHF after 15 years at the Kansas Leadership Center, a non-profit  organization committed to fostering leadership for stronger, healthier and more prosperous Kansas  communities. He joined KLC, which is primarily funded by KHF, in 2007 as its founding president and  CEO-taking the organization from a new startup to an internationally recognized leadership training hub.  Under O'Malley's leadership, KLC played a significant role increasing the number of diverse and underrepresented groups in civic leadership throughout Kansas. Prior to his time at KLC, O'Malley served two terms as a state representative in the Kansas Legislature,  gained experience in the private sector and worked on the staff of Governor Bill Graves. He is active in  civic organizations, including as past board chair of the Boys and Girls Club of South Central Kansas and chair of the Diversity, Equity and Inclusion Advisory Board for the Wichita Regional Chamber of  Commerce. He has also been on an advisory committee for the Colorado Health Foundation, a director for the Beta Theta Pi National Fraternity and a coach for youth sports. O'Malley holds a bachelor's degree in history from Kansas State University. He has also completed the  Emerging Leaders Streetwise MBA program offered by the U.S. Small Business Administration and  received executive training from the Harvard Business School and the Harvard John F. Kennedy School of  Government.Other Resources:Join the Wichita Regional Chamber of Commerce! This podcast is brought to you by the Wichita Regional Chamber of Commerce and is powered by Evergy.  To send feedback on this show and/or send suggestions for future guests or topics please e-mail communications@wichitachamber.org. This show is part of the ICT Podcast Network.  For more information visit ictpod.net

On this episode of the On the Balcony podcast, Michael is joined by Julia Fabris McBride today to discuss the eighth chapter of Ron Heifetz's book, Leadership Without Easy Answers.  Today the pair reckon with the idea of leadership as it functions without authority.  McBride is an actor, author, and President and CEO of the Kansas Leadership Center (KLC). In her work with KLC, McBride strives daily to foster civic leadership and create stronger and healthier Kansan communities.  In doing so, she must engage with different factions, their values, and opinions.  It can be hard fulfilling an authority role, especially when those you lead have differing versions of success.   But as McBride says, progress happens when we embrace diverse opinions, understand one another, and come to decisions for the common good.  It's also challenging when holding an authority role that confines you to an organization's code of conduct and job description.  Many people, though, go beyond those informal expectations and duties and do what they aren't authorized to do.  Take some of history's greatest changemakers for example:  Gandhi, Susan B. Anthony, and Martin Luther King acted without authority, asking the provocative questions, and influencing society to think differently.  They did, but only because these trail blazers had the courage to make waves in domains where they weren't always welcome. Thanks to their ability to practice leadership without authority, we all benefit greatly from the  progress they inspired. The Finer Details of This Episode:  The difference between self and role  Working across factions  The “risk” in practicing leadership without authority Working across factions in rural communities in Kansa  The value of diverse perspectives  Having the courage to fail Leadership case examples around abortion and LGBTQ rights Quotes:  “What I loved about this framework, from the very beginning, was the idea that there's a distinction between role and self.” ‘The Kansas Leadership Center's mission is to foster civic leadership for healthier, stronger, more prosperous Kansas communities. And our vision is a civic culture in Kansas and beyond that is healthy and prosperous.” “In fact, many people daily go beyond both their job description and the informal expectations they carry within their organization, and do what they are not authorized to do.” “He's just talked about how leadership without authority has been the domain of women for a long time. And he's starting to get into examples of people like Rachel Carson and Gandhi and Susan B. Anthony and Martin Luther King, who exercised leadership beyond the scope of their authority.” “Even if you're the board chair of a nonprofit, you're having to deal with governance issues and nominating the next slate of officers. But if you're, you know, if you really don't have any authority, you can ask the dumb question or the provocative question.” “Progress [happens] when we understand each other…Progress is a civic culture that's more able to make decisions for the common good.” “I encourage people to speak their mind, to ask hard questions, to stretch beyond their comfort zones. We need people who have the courage to say this is what I care about.” Links: On the Balcony on Apple Podcasts:https://podcasts.apple.com/us/podcast/on-the-balcony/id1627073051 ( https://podcasts.apple.com/us/podcast) Leadership Without Easy Answers on Amazon:https://www.amazon.com/Leadership-Without-Answers-Ronald-Heifetz/dp/0674518586 ( https://www.amazon.com/Leadership-Without-Answers) Julia Fabris McBride with KLC: https://kansasleadershipcenter.org/team/julia-fabris-mcbride/ (https://kansasleadershipcenter.org/team)  The Kansas Leadership Center: https://kansasleadershipcenter.org/team/julia-fabris-mcbride/ (https://kansasleadershipcenter.org/) Julia Fabris McBride on Twitter:...

Come join us at the 2022 Wichita Business Expo at Century II on Thursday, September 29!  This is the premiere business-to-business trade show in Wichita.  No matter what you are looking for, you will find it at the Expo! Learn more now!When Gabe Juhnke and Rik Dubiel left KPTS to start their own video production company, Method, they wanted to stand out.  They share with Don and Ebony how they help businesses who don't have Hollywood budgets.   On this episode we discuss: The trial by fire at KPTS How art and passion fit into entrepreneurship Finding an underserved market Why launching a business in Wichita is great The necessity of creating video content Competing when everyone has a pretty great video camera on their phone Growing the local business community Learn more about Method Productions:http://method-productions.com/Facebook ProfileInstagram ProfileIn 2012, after a decade of producing for KPTS, now PBS Kansas, and  other organizations, Gabe Juhnke and Rik Dubiel founded Method.  Bringing award winning experience that combines design, live  action, animation, live streaming and visual effects to agencies,  brands and businesses large and small. In 2014, Method became thirds with the addition of Luis Rodriguez.  He really needs no introduction and is no stranger to this podcast. Regardless of the size or scope of the project, together, we find a  solution. We are open, collaborative and use our collective  experience and technical knowledge to create meaningful and  compelling content for all mediums. Idea on a storyboard, cocktail  napkin, or just rattling around in your head? Method knows: It's all  part of the process. And we have been doing that for AARP, American Heart Association, Wichita  Chamber, Gardner Design, 6 Meridian, Vornado, Keycentrix, Kansas Leadership Center, Wichita Art  Museum, Viega, Bunting Magnetics, SKT, NXTUS, Kansas Center of Osteopathic Medicine, Rise Against  Hunger, Delta Dental... the list really does go on and on.Other Resources:Luis Rodriguez podcast episodeJoin the Wichita Regional Chamber of Commerce! This podcast is brought to you by the Wichita Regional Chamber of Commerce and is powered by Evergy.  To send feedback on this show and/or send suggestions for future guests or topics please e-mail communications@wichitachamber.org. This show is part of the ICT Podcast Network.  For more information visit ictpod.net

Damon Young of the Kansas Leadership Center and Wichita Regional Chamber of Commerce joins Episode 268 to talk about One Small Step.

In Episode 266, Ed O'Malley joins the podcast to talk about his impending move from head of the Kansas Leadership Center to head of the Kansas Health Foundation.

In Episode 251, Kaye Monk-Morgan talks about her decision to leave a 30-year career at Wichita State University for the Kansas Leadership Center.

"Do you need any help?"Wow! Did that question trigger me a while back!I tell that personal story in this episode to explain how this simple question can be interpreted (or misinterpreted) in many different ways.I'm sure you've been asked this question more times than you can remember. And, you've probably asked it hundreds of times too.It seems like a useful question. But in some cases, asking "Do you need any help?" may not really help at all.In fact, instead of helping your teammate, it may hinder their progress.Like it did for me. As a leader striving to lead with kindness and confidence, that's not what you're after. So, to make sure we are actually helping our teammates when we offer assistance, in this episode we explore some different interpretations of this familiar question. 4 Interpretations of "Do You Need Any Help?"1. Questioning my competence Depending on who is asking me, I can sometimes interpret this question as communicating a lack of confidence in my ability to do the job I've been asked to do. This interpretation might come when I'm feeling insecure about the work I'm doing or intimidated by the person asking. For instance, the person might be my manager or a person I look up to but I'm unsure of their opinion of me. As a leader, it's important to consider this possible interpretation of "Do You Need Any Help?" when seeking to support your teammates.2. Revealing a disconnect regarding ownershipAs you'll hear in my story, this interpretation is what set me off. And, wrecked my productivity on an important project.Don't let this happen to you!3. Asking me to do more workI could be way off on this one, but being asked if I need help sometimes feels to me like I'm getting more work.Maybe you and I cause others to have similar feelings based on how and when the question "Do You Need Any Help?" is delivered.There are ways to avoid this if we're aware of this interpretation.4. Really wanting to helpThis is the best interpretation of all.Someone offers to help us and they really mean it. And, we actually interpret their offer for assistance as sincere and genuine.As a leader, it doesn't get any better than this.How we listen to what people say is important. And, how we interpret the words that enter our minds is even more important. When we consider these possible interpretations and then empathize before we ask "Do You Need Any Help?" we'll be even more effective leaders and teammates in our organizations. Links and Resources from this EpisodeTesting multiple interpretations of a set of observations is a critical leadership skill. I've learned much on this topic from The Kansas Leadership Center. The book Your Leadership Edge is an excellent resource on this topic.Managing our self-talk, reframing, and dealing with our inner critic is another important leadership skill. The work of Brene' Brown and many others in this area is highly valuable. Check out the show notes at GregHarrod.com.

On this episode of the Post Podcast Hays Chamber president and CEO Sarah Wasinger shares details about a recently awarded leadership grant.   Transcript   James Bell  A recent grant to the Hays Chamber will help strengthen leadership in the area president and CEO Sarah Wasinger stops by to talk to us about that and more on this episode of the Post Podcast.   Sarah Wasinger  I don't know if you've heard but the chamber was awarded a leadership transformation grant from the Kansas Leadership Center.   James Bell  Oh, very cool. No, I hadn't heard about this. I don't know anything about this. What is it again.   Sarah Wasinger  So it's a leadership Transformation Grant, the Kansas Leadership Center is based out of Wichita, Kansas. And part of their focus is working with community partnerships to really expand leadership principles and concepts across the state of Kansas. And last year, our chamber was successful in receiving 46 spots for from them. And we're very close to utilizing all those spots up this year. And the grant that we wrote for 2022, however, we wrote a grant for 50 spots, and we were awarded those spots, which is very exciting. Nice. So leadership Haze is actually something that many of our listeners might be familiar with. It's a leadership program that was started by the Chamber, the Hays area, Chamber of Commerce, then, um, to really just help businesses and organizations help their folks that are maybe at the beginning of their careers in the middle or, you know, even the seasoned pros, bringing folks together to talk about leadership concepts, how we work together as a community to address issues, or needs, or just in general to kind of strengthen ourselves and better ourselves. One of the things that our leadership, hey, students go through is step one of the KLC process. And that is your leadership edge. And that's a two day course. And normally yours, we actually take the students to Wichita, Kansas for that, that because of COVID. Last year, we did that virtually. But we're excited for this year, because they're going to let us go back to Wichita and take them in person, again, awesome, they'll have a blended approach. So there might be some folks who still feel more comfortable doing things virtually. And that's okay. But we're very excited to have that in person capacity. Again, I can very much tell you that being an alumni of the leadership Hayes class, that the in person experiences I felt to be pushed me outside of my comfort zone a little bit more. And I was probably able to get a little bit more out of my experience with it.   James Bell  Well, sure. I mean, because it's human nature, I think you get uncomfortable and you've got the screen and all you got to do is close it or shut the camera off. And but if you're in the room is hard to you can't scrunch down enough to not get called on sometimes, right,   Sarah Wasinger  I'm not going to hide underneath that chair. But the exciting thing about this is we are actually in the window right now for folks to turn in applications. So I was just actually talking to Joe in the lobby. And this is really significant, because some of these trainings are actually worth $800. Wow. And so we're actually offering them to folks who fill out the grant application form for free, I'm really the only investment that they would actually have outside of of course, their time. And there is a workbook and a guide book that are used in conjunction with the course nicely enough, those workbooks and guide books are the same for all three steps of the KLC path. And so you really had that investment only one time. But December 15 is kind of the deadline that we're hoping folks will fill out those applications. So we've got a little over two weeks now. And it's a very simple application, we're just going to ask a little bit of information from you, kind of what you would hope to gain from the leadership course and why you're wanting to apply for it. And then as long as we have enough spots, we'll grant everybody their application. But if we have a certain amount of spots, we'll of course, look at different things like, you know, maybe putting a cap on a number of people per employer, or things of that nature. And we might also look at a few things to, you know, with this person, I'm taking this leadership course, perhaps set our community up to be a little bit stronger based on what they're doing. And you know, the different organizations that they're a part of. So that will all be taken into consideration. Our hope, then, is to actually have all those spots kind of identified and communicated back out with folks by the end of this year. And then I'm really we're gonna give everybody the opportunity to register for their courses by June 30. Our hope is that if we have them registered by that point in time, if anyone changes their mind and says, Hey, I applied for this, but my schedule has changed. I don't think I'll be able to take a course between now and then that gives us time as a chamber to make sure that we're utilizing all this 50 spots.   James Bell  Very cool. thought of everything. Oh, I get so organized down there at the chamber.   Sarah Wasinger  Oh, well, we try. Except for emails not coming through. We'll work on that.   James Bell  Well, that's probably our system. That's yeah. But very cool. Very cool. Well, um, so, you know, for now, is there a like a website? Or do you have more information on your website for this, if people want check it a little bit more detail?   Sarah Wasinger  We do so they can go to Hayes chamber.com. And then our news and announcements page, we've got our resources on the right hand side of that page. And there's a 2022 leadership transformation grant application. And for those folks who also kind of pay attention to our emails and get our news blasts, we'll be sending that out as well as another attachment in our December newsletter. So a couple of different reminders Coming out folks this way, and I do believe will anticipate doing a Facebook post to just to kind of give people another step to apply for that. But yeah, so they arranged like I said, between 408 $100. So it's significant value. And quite frankly, I feel like anytime you have a chance to better yourself, you should do it. A few of the things I did want to talk about is kind of the core concepts and leadership principles that KLC has. So they define leadership as an activity and not a position. And they share that anyone can lead anytime, anywhere, it starts with you and must engage others, and your purpose must be clear. And last, and probably most important, it's risky. So Leadership isn't always easy. And so we have to make sure that we are able to exhibit great patience and understanding with others. So I think those are all different concepts that I struggle with and try to improve on every day. And I'd imagine if I had those considerations and things I need a benefit from, and could improve on that others would, too. And so that's really kind of the why behind why we applied for the grant. And our hope is to continue to apply for the leadership Transformation Grant, year after year. So we can keep moving forward that leadership needle in our community, and give as many businesses and organizations exposure to those leadership concepts as possible.   James Bell  Very cool. Yeah. And you know, I don't know if you want to talk a little bit about this. But I think for a lot of people, when you when you hear that term leadership, you think about the old traditional style boss, you know, the coming down the mountain, somebody's telling you what to do. And that's not necessarily the entire experience and leadership. It's it can be at any level, it can be a, you know, an on any size of project, right.   Sarah Wasinger  Yeah, that's more management actually versus leadership. And there's going to be some great debate and discussion through the courses on that as well. Yeah, well, they're needed just at different times in different places.   James Bell  Yeah, exactly. Love it. All right. Well, Sarah, what else? Well, I think we got to talk about this. The childcare survey is out now. Ready, ready for people to take it? I've seen a couple different places that where you can get to that, right.   Sarah Wasinger  Yes. So thank you so much for bringing that up. Yes, we are working with the childcare task force of Ellis County and have constructed a survey that takes no more than 10 minutes, this survey essentially is going to help that task force to be able to collect data that really gives us a good vantage point as to what needs access for childcare in our community, how many spots we need, how many more providers we need, and then that committee will really assess, you know, how do we support the people who are currently providing childcare? And what things must we do to possibly incentivize others to do childcare because we, of course, have people looking for childcare every day. And we know that there's a lot of waiting lists going on. So the survey is important for people to understand, you don't just have to be a parent to take it, you could be a grandparent, you could be an employer, you know, you're going to know the needs of your staff. And if they're not coming to work, because they don't have daycare lined up, obviously, you can express that, you know, you know that this is needed in your community. So the more people we can get to fill that survey out the better snapshot we get, and we'll be able to start then applying for grant funds, which we can use to help incentivize and start identifying and addressing this issue in our community. So it's also critical, I will have that conversation window open through the end of December. So folks can actually go to our Facebook page to find a QR code. If they have a cell phone, they can scan that. Or there's our direct link on that, too.   James Bell  So funny story, I actually went and took your survey yesterday. Oh, thank you. And yeah, you're welcome. I was trying to figure out how I was going to scan the QR code with my phone because I'm on my phone. And I'm like, huh, and then I saw the link. I took me a minute, but they're both both way ways are right there in handy. It just yeah, you got to be smarter than me, I guess, to be able to get there quickly.   Sarah Wasinger  Well, you know, we wanted it to be as readily accessible as possible, which is why we gave folks both options. But yes, thank you for bringing that up as well. And again, our goal is to have about 1000 survey responses if we can, obviously we have about 20,000 people in Ellis County. So we know that there's going to be a need for us to collect data for the whole entire county, not just Hayes, because there are folks coming over from LSE and Victoria getting daycare spots served on here and Hayes and vice versa. We know we have some families that are going out of town to for sure.   James Bell  So everybody if you're hearing this, take a few minutes go find that survey and do it. It's really not a big deal. I think you say 10 minutes I think I did mine in five it's it's quick and easy. It's nothing. No no long form kind of questions. It's just put it that but the having that data is so vital for the green

I have the privilege of having a conversation with my good friend, Chet Sears, for this episode. Chet talks about the experiences we've had together as coworkers and how he introduced me to podcast hosting so we could apply and share the training we received at The Kansas Leadership Center.Chet also shares his experience serving on the board of Habitat for Humanity to support the Wichita community and the lessons he's learned in that role.Today's GuestChet SearsChet Sears is my long time friend and former coworker. He has a passion for building relationships and serving others. Chet has applied that passion in leading others in the workplace and serving the communities in which he's lived.He currently serves on the board of the Wichita, Kansas chapter of Habitat for Humanity and is the co-host of the Hardheaded podcast.You'll LearnThe story of how Chet and I started our first podcast together and how he put his career success in my handsThe value of leaders who trust and empower their team members to pursue experiments to make progressHow Chet and I align on our core values, but are very different in how we do thingsHow to deliver results with people even when you aren't the same and don't agree on everythingThe number of houses Habitat for Humanity gives away each yearWhich of Chet's three fundamental career skills I struggle with regularlyThe story of Chet speaking up when no one else would and the impact it had on the organization3 Fundamental Career Skills from Today's Guest1. HumilityBe humble in what you do. Know you don't know it all. Be willing to learn.2. BoldnessKnow when to speak up and not pass up opportunities to say something. Avoid being a coward.3. CommunicationCommunicate well through email and in the spoken word, in one-on-one conversations and in meetings.Be brief and concise. Get to the point very quickly.Links and Resources from this EpisodeThe Kansas Leadership Center website.The book, Your Leadership Edge: Lead Anytime, Anywhere.Habitat for Humanity – International website.Habitat for Humanity – Wichita, Kansas website.5 Languages of Appreciation in the Workplace website.Chet Sears on LinkedIn.Hardheaded podcast website.For More InformationCheck out the full show notes on the episode page at GregHarrod.com.

We had the honor of talking with the Vice President of Kansas Leadership Center, Julia Fabris McBride. Julia shares with us the leadership habit that she is now observing since being confronted by it during COVID-19 and gives advice to women of all ages who are pursuing the personal and professional journey of leadership. Listen in for this & ways to get involved with KLC initiatives!

Come join us at the 2022 Wichita Business Expo at Century II on Thursday, September 29!  This is the premiere business-to-business trade show in Wichita.  No matter what you are looking for, you will find it at the Expo! Learn more now!When competing on the global scale in data analytics, it's important to find ways to stand out. Joy Eakins has done just that as her team focuses on delivering for their clients while also serving our local community.   Joy joins hosts Don and Ebony to discuss how her business has provided great service to a community that is desperate for data as it fights the COVID-19 pandemic.  On this episode we discuss: Volunteering to help with the COVID-19 pandemic Helping customers gain a competitive edge Partnering with former guest Luis Rodriquez at KeyCentrix to create a new product Networking for growth and setting new standards in the data business Always do the best work you can The mysterious world of data Why Joy stopped writing business plans Having a network of people you can rely on Expanding into new business opportunities The necessity of always learning and growing Being passionate about serving the local community Learn more about Cornerstone Data:www.cornerstonedata.comFacebook ProfileTwitter ProfileLinkedIn Profile The consultants at Cornerstone Data work with businesses to understand the questions leaders are asking and identify the unique data required to answer those question. Then they design processes and visualizations so leaders can view that data the minute they need it – anywhere in the world. Cornerstone was founded as Cornerstone Design & Development in 2008.  In 2015, Cornerstone won the Wichita Chamber Small Business of the Year award, at the time the smallest business ever to have received it. By 2018, the renamed Cornerstone Data, Inc. focused its services in emerging technologies for advanced analytics, data engineering, reporting, and visualizations. In 2019, Cornerstone teamed with local firm Keycentrix to launch Script MetRx, a Data-as-a-Service offering for specialty pharmacies that ingests data from the pharmacy management system and provides analysis and reporting for the enterprise. Local Cornerstone Data clients have included the Kansas Leadership Center and BKD. During the COVID pandemic, Cornerstone Data voluntarily provided COVID analysis of data for leaders throughout Kansas and nationally – to both private and public sector leaders. They continue to provide those services more than a year later.Specialties include: Power BI, Azure Data Factory, .NET, Azure SQL Synapse Analytics, SQL Server, Azure Analysis Services, DAX, Business Intelligence & Reporting. Other resources:Joy Eakins feature in the Wichita Business Journal (article) Thanks for listening, be sure to subscribe and leave us a review! Join the Wichita Regional Chamber of Commerce! This podcast is brought to you by the Wichita Regional Chamber of Commerce and is powered by Evergy.  To send feedback on this show and/or send suggestions for future guests or topics please e-mail communications@wichitachamber.org. This show is part of the ICT Podcast Network.  For more information visit ictpod.net

Join 3Ps hosts Kathleen and Donnie for a conversation with the 2020 National Teacher of the Year, Tabatha Rosproy. Rosproy is a preschool teacher in Kansas and the first early childhood teacher to be named National Teacher of the Year. She shares with Kathleen and Donnie the experience of earning that title and about what first brought her into teaching. She also reflects on teacher leadership and shares the philosophy she learned with the Kansas Leadership Center that “leadership is an activity, not a position.” Rosproy also talks about the power of the ‘family model’ in the classroom and what she is looking forward to in the coming year. Learn more about the Arizona K12 Center at azk12.org.

Liz Hamor (she/her) will say that her work isn't just her passion, it's her calling. After earning a Masters degree in ESOL and Bilingual education from Kansas State University, she taught in low-income schools in Emporia, KS, and San Antonio, TX. She continually advocated for her students and their families who faced barriers with education, language and income, before starting her family with her husband and moving to Las Vegas. After a brief two-year stint in Las Vegas where she loved the weather and outdoor adventures but missed friendlier people, her small family jumped at an opportunity to move back to Kansas in 2008. Once back in Wichita, Liz became an “accidental” ministry leader, co-founding a moms' group at her church that grew into a ministry, prepping her for the next path on her calling journey. In 2013 Liz co-founded GLSEN Greater Wichita (now GLSEN Kansas), a local chapter of a national organization that works to ensure all students feel safe, valued, and respected in K-12 schools regardless of sexual orientation, gender identity and/or gender expression. After seven years of working diligently to ensure that Kansas schools are safer and more inclusive for ALL students (and taking years of Kansas Leadership Center courses) she decided to take a leap of faith and expand on the leadership coaching business she started in 2019. This Spring she is transitioning out of her Chapter Director role within GLSEN Kansas to focus on her leadership consulting business, Center of Daring. She's excited about continuing her work with individuals and people from all sectors to empower and support folks ready to be courageous catalysts in their communities. She currently lives in a Wichita suburb with her spouse, two kids, and doggo, and volunteers on various site councils, committees, and coalitions. "

With the election just a few days away, our country will soon finally be able to put a long and nasty campaign season behind us. But what next? How do we get back to normal again, after spending what seems like forever at each other's throats? In today's episode, I speak with Ed O'Malley, CEO of the Kansas Leadership Center, about what steps community leaders can take to bring people together again and how we can, in his words, mend our civic fabric.

What is the difference between leadership and authority? Join host, Corey Mohn and our guests Dr. Tammy Fry and D.J. Whetter. Dr. Fry is the teacher education instructor at Blue Valley CAPS; she shares her expertise in embedding leadership as an ever present activity in her curriculum. Mr. Whetter, from the Kansas Leadership Center, shares his perspective on leadership, its many forms and the impact it can have on your own community.

Andy is a founding member of the Ad Astra Coach Alliance and is the President of Huckaba & Associates, a management consulting firm focusing on strategy, leadership, and management. He is a Certified Civic and Community Leadership Coach and provides leadership coaching through the Ad Astra Coach Alliance, the Kansas Leadership Center, the Healthy Community Leadership Academy, and independently works with a number of ongoing coach clients. Andy also is an instructor with the KU Public Management Center, teaching classes on management, leadership, customer service, communications, and ethics.