Podcasts about leadership department

During a recent parliamentary session, MP Liang Eng Hwa shared that he felt “very troubled” to see tuition centre staff members distributing flyers to parents outside a primary school in his constituency on the first day of school earlier this year. In response to that, the Ministry of Education says it is currently studying how to discourage tuition centres from using undesirable advertising practices. While many parents in Singapore spend a significant amount of money on sending their children to tuition classes, how critical or effective is tutoring? And are tuition centres playing to parents’ fear of missing out? On this episode of Morning Shot, Jason Tan, Associate Professor from the National Institute of Education’s Policy, Curriculum and Leadership Department shares his insights. Presented by: Audrey SiekProduced by: Yeo Kai Ting (ykaiting@sph.com.sg)Photo credits: ST FileSee omnystudio.com/listener for privacy information.

Dr. Kimberly Dickman discusses an epidemic of loneliness across the United States and the impact that it's having on mental health.  She also shares the importance of developing meaningful connections, and how those connections influence our overall well-being.     This podcast is made possible by generous funding from the USAA Foundation.     Audio mixing by Concentus Media, Inc., Temple, Texas.   Show Notes:   Resources:   Dickman, K. (2024, July). Loneliness: The New Global Pandemic. On the Move. Summer 2024 https://militarychild.org/news-and-publications/   PERMA Theory of Well-Being https://ppc.sas.upenn.edu/learn-more/perma-theory-well-being-and-perma-workshops   Barbara Fredrickson: How Love and Connection Exist in Micro-Moments https://psychology.unc.edu/2021/11/30/barbara-fredrickson-explains-how-shared-positive-emotions-make-us-happier-healthier-and-more-connected/   Bio: Dr. Kimberly S. Dickman serves as an assistant professor at the U.S. Air Force Academy Center for Character and Leadership Development (CCLD), where she leads the Healthy Relationship Education and Emotional Intelligence branch of the Development Division in the Center. CCLD's mission is to advance the understanding, scholarship, practice, and integration of character and leadership development, resulting in cadets and permanent party prepared for service to the nation.   Dr. Dickman is a licensed clinical professional counselor and certified educator. She began her work in education for the Department of Defense in 1991. During her 20+ years of civilian service she has performed at the Wing and Headquarters Air Force level before coming to USAFA. Of note is her work in the Sexual Assault Prevention and Response program where she focused on education, analysis, and prevention science. Her extensive experience allows her to serve at USAFA as faculty and lead in topics such as healthy relationships, emotional intelligence, positive psychology, prevention science, human sexuality, and leadership development. She teaches Human Sex, Reproduction, and Sexuality in the Biology Department and Applied Positive Psychology in the Behavioral Science and Leadership Department.    Dr. Dickman is widely recognized and is frequently requested to present across the DoD and on a national scale.

Are we going to end hazing? To answer that question, we turned to Dr. Carolyn Eastlin, the Director of Institutional Equity at Oklahoma City Community College. Dr. Eastlin earned a Doctor of Education in Educational Leadership from the Educational Foundations and Leadership Department at the University of Louisiana at Lafayette. She also obtained a Master of Science in Education in Adult Education from the Counseling Adult and Higher Education Department and Bachelor of General Studies from the College of Liberal Arts and Sciences at Northern Illinois University. Dr. Eastlin's research interests include: (1) Hazing within Black Greek-letter organizations (BGLOs); (2) The effect of state anti-hazing statues on BGLOs; and (3) How hazing deaths effect BGLOs group decision making. She aspires to use this knowledge to create anti-hazing trainings and leadership trainings that elicit an emotional response that results in changed behaviors within BGLOs and other multicultural organizations. Email her at: ceastlin@thececollaborative.net In episode 491 of the Fraternity Foodie Podcast, we find out why she chose Northern Illinois for her undergraduate and Masters collegiate experience, why she chose Sigma Gamma Rho Sorority, Inc., what she would do differently about her experience as NPHC President, what are her responsibilities as Director of Institutional Equity at Oklahoma City Community College, how we can make our Fraternities and Sororities more welcoming for students with disabilities, how we can make our fraternities and sororities more diverse, are we going to end hazing in college fraternities and sororities, and how students without positions in their organizations can still be leaders. Enjoy!

Singapore's Gifted Education Programme (GEP) in primary schools is set to be overhauled to become more inclusive. This was announced during Lawrence Wong's maiden National Day Rally speech. The school-based programmes for higher-ability learners, which now cater to 7 per cent of each cohort, will expand to take in 10 per cent, or 3,000 students a year.  There'll also be after-school supplementary modules aimed at further developing students in their areas of strength and interest, that are not intended to replace regular curriculum. These are part of a series of changes to the 40-year-old GEP. On this episode of Morning Shot, Associate Professor Jason Tan from the National Institute of Education's Policy, Curriculum and Leadership Department shares his insights on the latest developments.   Presented by: Audrey SiekProduced & Edited by: Yeo Kai Ting (ykaiting@sph.com.sg)Photo credits: ST FileSee omnystudio.com/listener for privacy information.

"Look within yourself, don't compare with others.” A message that Singapore's Prime Minister Lawrence Wong sent out to youths recently as he urged them to follow their own talents when deciding which career paths to take. Well, it's never easy trying to figure out where your passion lies and whether you want to pursue it as a career, but the Government is looking to provide more opportunities and support for Singaporeans looking to pursue their aspirations.  Just how ready are our younger generations in pursuing their dreams, and what kind of support do they need?  On this episode of Morning Shot, Jason Tan, Associate Professor from the National Institute of Education's Policy, Curriculum and Leadership Department, and Sophia Ng, Co-Founder of Kidztropic Singapore share their insights. Presented by: Audrey SiekProduced & Edited by: Yeo Kai Ting (ykaiting@sph.com.sg)Assistant Producer: Simone ChuahPhoto credits: SMUSee omnystudio.com/listener for privacy information.

To influence for good, character paired with strong leadership skills is paramount. Brig. Gen. (Ret.) Dana Born '83 brings the two together in Ep. 8 of Long Blue Leadership. ----more---- SUMMARY Brig. Gen. (Ret.) Dana Born discusses the importance of character and leadership in the Air Force Academy's mission. She shares her background and career, including her time as the Dean of Faculty at the Academy. The General reflects on her class reunion experience and the impact of her family's military background. She explores the concept of leaders being born vs. made and highlights the value of curiosity and courage in leadership. Gen. Born emphasizes the importance of seeking help and mentorship and shares recommended readings for developing leadership skills.   OUR FAVORITE QUOTES "Character and leadership are paramount for Air Force Academy graduates to influence for good." "I think that if I were to say there's two really important takeaways, those for me have been, be curious, be more curious. And that is just really asking a lot of questions." "I think leading with your heart and leading with, like the recognition that things that are hard, make your heart rate go up. Courage, you know, our heart rate goes up when we're in danger physically, morally, psychologically. And I think leaning into that to where our heart rate goes up a little bit is how we learn and grow." "I think there's that keeping the both and in the integration of that is what helped me in some of those tough decisions. I mean, I remember having to take a security clearance away from a lieutenant colonel, for all the right reasons, but trying, you know, that person then was going to lose their position in the Air Force, because it required a security clearance. And, and it wasn't a situation that I put that person in, right, they put themselves in that position, but what I didn't want to do was deliver the news in a way that then the individual would feel like they have nothing left right to or would ultimately, you know, take their life, right, that always was present to say, uh, don't want this person to go away with anything other than, you know, your life is not over." "I think courage, you know, the root word of courage is heart. And I think leading with your heart and leading with, like the recognition that things that are hard, make your heart rate go up. Courage, you know, our heart rate goes up when we're in danger physically, morally, psychologically. And I think leaning into that to where our heart rate goes up a little bit is how we learn and grow."  - Brig. Gen. (Ret.) Dana Born '83   SHARE THIS EPISODE FACEBOOK  |  LINKEDIN  |  TWITTER  |  EMAIL     CHAPTERS 00:00  Introduction: Character and Leadership 01:22  General Bourne's Background and Career 05:36  Early Life and Decision to Attend the Air Force Academy 08:19  Becoming the Dean of Faculty at the Air Force Academy 11:49  Challenges and Lessons as Dean 22:59  Discovering Leadership Abilities 24:24  Lessons from Friction Moments 26:19  Pivoting and Overcoming Challenges 27:49  Best Attributes of Leaders 29:46  Seeking Help and Mentorship 32:06  Balancing Compassion and Difficult Decisions 34:26  Family's Influence on Leadership 38:12  Developing Leadership Skills: Curiosity and Courage 40:04  Purpose and Passion 41:53  Recommended Readings 44:42  Conclusion     GEN. BORN'S BIO Dana H. Born (Co-Director, Center for Public Leadership (CPL); Faculty Chair, Senior Executive Fellows (SEF) Program; Lecturer in Public Policy, Harvard Kennedy School of Government) is a retired Brigadier General with 30 years of service in the United States Air Force. Prior to coming to Harvard, from 2004-2013, she served two terms as the Dean of the Faculty at the United States Air Force Academy where she was also the Professor and Head of the Behavioral Sciences and Leadership Department. Previously, Dana served as an Exchange Officer with the Royal Australian Air Force, Assistant Director for Recruiting Research and Analysis for the Assistant Secretary of Defense (Force Management Policy), Deputy Chief of the Personnel Issues Team for the Department of the Air Force (DC/Staff Personnel), Aide and Speech Writer to the Secretary of the Air Force, Squadron Commander for 11th Mission Support Squadron at Bolling AFB, DC and in Afghanistan in support of Operation Enduring Freedom. A graduate with distinction of the United States Air Force Academy, Professor Born received her B.S. in Behavioral Sciences (1983), M.S. in Experimental Psychology from Trinity University, TX (1985), M.A. in Research Psychology from University of Melbourne (1991) and Doctorate in Industrial and Organizational Psychology from Penn State University (1994). She received Penn State University's Alumni Fellow Award (2012) and Distinguished Alumni Award (2018) and was awarded an Honorary Doctorate from Simmons College in Humane Administration (2007). Born is the recipient of the Secretary of the Air Force's Eugene M. Zuckert Award for Outstanding Management Achievement, Air Force Association's Hoyt S. Vandenberg Award for outstanding contributions to Aerospace education, Air Force Distinguished Service Medal, Legion of Merit and Defense Meritorious Service Medal. She has been honored with the Harvard Kennedy School (HKS) Annual Teaching Awards as well as the Harvard Kennedy School of Government Innovation in Teaching Award in 2017. Dr. Born is a Trustee on the United States Air Force Academy's Falcon Foundation – serving on the Strategy, Governance and Scholarship Committees; Supporting Director on the USAFA Endowment Board, Past President of the Massachusetts Women's Forum; Senior Consultant for the Core Leadership Institute; Peer Evaluator for the Higher Learning Commission; Member of the Women Corporate Directors, International Women's Forum and Council on Foreign Relations; Council Member on Boston Mayor's Pay Equity Workforce; Advisory Board Member for “With Honor;” and “A Child's Guide to War” documentary, “Blue Star Families,” Senior Officer for Mission: Readiness; Past-President of the American Psychological Association (Society for Military Psychology) and previous Independent Director on Board of the Apollo Education Group having served on Compensation, Audit and Special Litigation Committees.  - Copy and image credit:  Harvard University         Gen. Born is a member of the HOW Conversations video (and podcast) series hosting team, bringing together a varied group of experts and leaders to discuss timely issues of our reshaped world through the lenses of moral leadership, principled decision-making, and values-based behavior. VIEW THE VIDEO SERIES  |  LISTEN TO THE PODCAST  - Copy and image credit:  Harvard University     ABOUT LONG BLUE LEADERSHIP Long Blue Leadership is a production of the Long Blue Line Podcast Network, drops every two weeks on Tuesdays, and is available on Apple Podcasts, TuneIn + Alexa, Spotify and all your favorite podcast platforms. Search @AirForceGrads on your favorite social channels for Long Blue Leadership news and updates!          FULL TRANSCRIPT   SPEAKERS Our guest, Brig. Gen. (Ret.) Dana Born '83  |  Our host, Lt. Col. (Ret.) Naviere Walkewicz   Gen. Dana Born  00:06 Through mentorship and wise counsel, in early days actually and magnified through the time at the Air Force Academy, that character is paramount. It's also not enough, because you want to be a person of strong character that also has leadership, qualities that help influence for good. We can have leadership where people are able to influence but maybe not for good. And we can have character but have people of great character that aren't able to mobilize the influence. And so, I have just been, I guess, embracing that character and leadership aspect of our mission.   Naviere Walkewicz  01:19 My guest today is retired Brigadier General Dana Born, a 1983, graduate of the Air Force Academy. I'm excited to host this conversation with General Born, a recognized and widely respected expert in moral leadership, serving as a lecturer in public policy at Harvard University's Kennedy School of Government. We're going to explore the trajectory of General Born's own development as a leader. Our conversation will begin with her days as a cadet at the Air Force Academy, where she received a Bachelor of Science degree in Behavioral Science and Leadership. General Born began building her body of work then, first as a student, then analyst and researcher, now writer, teacher and speaker on public policy and society in the field of moral leadership as a How Institute for Society Distinguished Fellow through her distinguished 30 year military career, and since her retirement from the Air Force in 2013, she has been formally recognized more than 20 times for her exemplary service and academic excellence. In 2004, she became the first female Academy graduate to return to her alma mater as the Dean of Faculty, a role she held for two terms. Her work has been published more than 40 times and she has delivered nearly 200 presentations. General Born has endorsed more than a dozen books on leadership and public policy, and has contributed to five others. In addition to her work at Harvard, she hosts a video podcast series called HOW Conversations during which she discusses the tenets of moral leadership. Her guests include nationally and internationally recognized leaders from the private, military and public sectors. General Born. Welcome, and thank you for being here today.   Gen. Dana Born  02:54 Thank you so much for the wonderful introduction. And it's great to be in the Long Blue Line conversation with you and all our other members of our tremendous extended family in our Air Force. So glad to be here.   Naviere Walkewicz  03:07 Thank you so much, ma'am. And you know, you recently were just here for a reunion. How was that experience?   Gen. Dana Born  03:13 It was spectacular. The only way I can describe it is like going to see family members that you haven't seen for a while. And even after 44 years, since our induction day, it was like just picking up where, you know, we left off in terms of the connection, the common bond, it was probably better than I anticipated. And I can't actually explain why. But it was just so special. It was poignant as well, because certainly during those times, we spend time reflecting on those that are no longer with us. And it was very powerful in terms of the way that our class decided to do that with. We don't call it a yellow cap, right, because there's nothing yellow in the military, but with our gold caps. And classmate who remembered our fallen friend, and lit a candle on behalf of them. And it was too many hats. It was too many candles, it was too many people that we have lost. But it was something that was spectacular in another way because we had such great stories to share that sort of brought back you know, the legacy and the person of our classmates. And so I think we left with a little bit more spring in our step in terms of let's make our lives and the lives of those we love count each day. So it was really inspiring and quite an amazing time.   Naviere Walkewicz  04:41 I love hearing that. I get to come back for my 25th next year and even though I'm, you know, here working in this capacity, there is something so special that's timeless. With graduates, when they come together, we really do just kind of pick up where we left off and so I'm looking forward to that as well.   Gen. Dana Born  04:57 We got together with our what we call "dooley squadron," but you know, with our classes that we were with for the first two years, and then also with the last two years, because we transitioned after our three-degree year, and there was one individual that was in my, like, all four years together. And so that was kind of fun as well, yes.   Naviere Walkewicz  05:18 What our listeners love to do is kind of get to know our speakers as well. So if we could travel back to maybe your childhood and early days before the Academy. We'd really like to get to know what Gen. Born was like back then, you know, where did you grow up? What were you like? What were you into? Maybe you can take us back.   Gen. Dana Born  05:36 That's going back aways because I entered the Air Force Academy in 1979. So it really is going back decades here. But I grew up in a small town in upstate New York called Penn Yan. And, you know, we maybe had two or three thousand people. It was a very small town. If you think of Norman Rockwell, that is kind of, you know, the the old world, maybe even American Graffiti. That is my hometown. Everybody knows everybody pretty much still to this day. And I graduated from high school, the same day that I flew out to start basic training the next day. I literally didn't get to stay for my whole high school graduation. Because on the East Coast, graduations tend to be late June and of course, that's when basic Cadet training begins. So I hopped on a commercial airplane for the very first time, the day I graduated from high school. I flew airplanes before I drove a car. But I flew with my flight instructor actually to the nearest airport and then flew commercially, for the first time in my life, to go start basic training. I'd never been west of Ohio, and of course, people think about Ohio as the Midwest. So it was really going into a brave new world for me, certainly.   Naviere Walkewicz  06:58 So, were you always someone very courageous looking at new things. I mean, you said you were flying before you got into a car. So that's a bit telling there. What are their characteristics? Would you say you had as a young girl?   Gen. Dana Born  07:11 Yeah. I think that's, I wouldn't have characterized it actually as courageous. But I was certainly enjoyed adventure and the outdoors. I mean, some of my favorite activities. My dad was the vice president of a local college. And we grew up on a lake. So you know, waterskiing sailing, you know, boating, I loved to run, I love to fly, I love to ski. So there was that adventurous spirit. And certainly, I think that was part of the selection to go to the service academy. But it was also my dad, being a college professional and administrator, he took me to a college fair at the University of Vermont, I still remember this. And my dad had been enlisted in the Coast Guard, and right after World War Two, but he taught me how to salute. And I was always just kind of enamored with that part of his life. And I saw a Coast Guard Academy booth at this fair. And I got really excited. I went back to my father who was at his booth for his college and I said, "Dad, I know where I want to go, I want to go to the United States Coast Guard Academy." And then, when I applied, they said, "Oh, you missed the application date for this year, you'll have to come next year." And I was not wanting to wait to go to college. Right? I was ready. And so they said, well, there's these other academies. And I went back and talk to my track and cross country coach, and he did some exploration for me. And he said, "What about the Air Force Academy?" And I said, "Where is that?" And they said, "Colorado," and I thought, okay, skiing, mountains, you know, running. And that really was, it was his kind of helping me search through, okay, if this isn't an option, you know, what are your other options? And it turned out to be serendipity, just a very good fit and very grateful to this day, you know, for his mentorship.   Naviere Walkewicz  09:07 Well, I was going to ask how the Air Force Academy came into the picture. And it was by chance from the US Coast Guard Academy timing being off.   Gen. Dana Born  09:16 It was meant to be, I think, and, you know, I've had fun, you know, with over the years certainly while I was the dean working closely with the leadership at the Coast Guard Academy, you know, just kind of puns you know, they've changed their application date, I think to be more aligned now, but it was it was funny in talking with them about that, but it worked out really for the better. Well, you're also aware I have a mixed family in terms of you know, having Marine Corps and Air Force and Navy and Coast Guard. So we're all really in the same profession.   Naviere Walkewicz  09:56 We went kind of back in the early childhood days, but you just about your family kind of having mixed roles in different services. What does that all look like?   Gen. Dana Born  10:05 Yeah, I actually just recalled, as you were asking that question, I thank you for digging deeper there, because I forgot to mention Army as well and certainly my brother in law was a West Point graduate.   Naviere Walkewicz  10:16 We did that for him.   Gen. Dana Born  10:19 So appreciate that. You know, it's interesting, because I did not other than my dad's Coast Guard service really did not have a lot of military in my family. And but when I met my now husband, who is a Naval Academy graduate, when we were assigned to the Pentagon, it opened up a whole like military side of the family, because he does have a brother that went to VMI, one that went to West Point, he went to the Naval Academy, his father was a WWII aviator, who retired from the Navy. And so I and my family was primarily all educators, right? So I must say that it was providence, right, to get to the dean of the faculty position where I think it was keeping both sides of the family happy the educators as well as blended military service. And then of course, we have two daughters who are serving now, and one of them is 2020, graduate from the Air Force Academy, whose IP instructor pilot in helicopters and our youngest, who's a Naval Academy graduate who is in the Marine Corps now and just heading over to serve in Okinawa for three years as a comm. strat. officer in the Marine Expeditionary Forces. So we are certainly in a family business of of military service.   Naviere Walkewicz  11:41 Ma'am, you just shared a little bit about your time at the Academy as dean, first female graduate to become dean and then you serve two terms. What was that like?   Gen. Dana Born  11:50 It's interesting, that you asked that question and, of your, I know your own background in working a lot of issues, particularly women in leadership issues in diversity, equity inclusion, I find it actually paradoxical to think of myself as kind of the, you know, the first female dean because it is a fact, I'm just really grateful that we have a currently serving dean who's also a female. And it's interesting, because we just want to fit in, right, and just be the dean. And yet, if we don't say female dean, then we're invisible. And so it really is paradoxical. Anytime you're a minority of having a an adjective that caveats or clarifies, you know, that your your role. So I recognize that, but I'm really just so thrilled that I had the opportunity, and again, through a lot of mentors, encouraging and supporting through that journey, because I think I like many others, particularly women, take ourselves out of the running, because we haven't seen somebody go into that kind of an authority position before that look like us or are like us. So it was really people telling me, you know, don't you think it's your duty, you know, to offer to serve in that capacity, you know, why take yourself out of the running, if the Air Force thinks you're the right person at the right time, and you're willing to, then it's your duty to put your name in. And, and that was really the thinking that drew me to apply. And I'm really glad to have had that opportunity, not just for one term, but for to, and to see that, you know, there's more behind me that are more, you know, diverse, that is really good for our Academy.   Naviere Walkewicz  13:36 I'm glad you brought that up, because I actually struggled in asking that question for the similar reasons of saying first female to do something and at the same time, having been walking in those paths, understanding that sometimes people need to see people who have walked in those shoes that look like them, etc. So I'm glad that you kind of talked about the importance of recognizing those things, even though at the same time we see ourselves as I'm the qualified person to be doing this. So I appreciate you showing that.   Gen. Dana Born  14:01 It's hard to do though, too, because, you know, if you think about the generation of the first several classes to go through the academy, it was really a token time. I mean, I think we had 8.4% women that came in in our class. And so we didn't want to be seen as anything other than fitting in. And so it is hard for us also. And I remember when General Desjardins and I were serving together as the comm and the dean, right the first time you had two females in those two roles. And we had to kind of get over that. We had many conversations to say, hey, if the current population is wanting to have conversations, you know about women in the military, we need to have those conversations. Those are, you know, part of what we bring and it was and we had to listen a lot, right, because there was so much we didn't know about how the experience is similar and we're different for the now cadet, right, while we were in those positions.   Naviere Walkewicz  15:03 And that was actually one of the questions I had, from your experiences as a cadet, the highs and lows. And then what did that look like for you in the role then if dean, how did that change your perspective? Or, you know, looking at how you improved things, or made a difference?   Gen. Dana Born  15:17 I'm gonna go back to the highs and low question because the high was clearly meeting some of the most amazing, talented, diverse people that I had been exposed to, if you think about coming out of this small town, to the cadet wing that was twice the size, much more diverse representing countries around the world. I was, I was so in awe of look at who I'm here with, I was also very scared because we all got that, you know, warning that look left look, right, one, one or two of you aren't going to be there, right, at graduation. So it was a little, a little bit of a fire, right to say I better stay giving it my best, but I really think that's a high. And to this day, that's and even as the dean, it was always a wow moment to look around and see the incredible people that we got to be in the kind of common cause with and gave me great hope always for the future, both while I was a cadet and as the dean and now serving, you know, with the Air Force Academy Foundation, it's really inspiring and elevating, and provides hope during times that, you know, can be very daunting. The low, I would just want to get that out of the way, right? The low is always hard to talk about. But I think one of my low points, but it didn't last long. Because I I really had a love of flying, and a love of the air, I lost my pilot qualification probably because I was not studying properly. And, you know, my flashlight under my covers trying to pass that "EE" test or something. And so I did not have the opportunity to fly upon graduation. And that was hard. Because one the culture, you know, we're so oriented towards, "What you're, you're not going to fly?" And I couldn't, it was just not an option for me. And so I really just had to pivot in terms of what are the other needs and ways that I might be able to serve. But that that was a hard time to do that. And it was actually right before commitment. And so people were asking, you know, are you still gonna stay? And I thought, "Well, why wouldn't I am sure the Air Force has other, you know, ways to serve." So, but that was that was kind of a low. And I think another I don't know is if it's a low, but it might be one that I look back on. I was intercollegiate for 12 seasons. And so I had a whole lot of depth of really athletics, and really close friendships because of that, and a lot of travel to places I've never traveled to. But I also then think I didn't get as much breadth of experience of because time was so precious and trying to keep up academically. You know, and I think as I look back, you know, I had participated in theater when I was in high school, but I didn't have time for you know, Blue Bards or anything outside of really athletics and some of the military work that we got to do and keep up with academics and, you know, try to do well there and in my major.   Naviere Walkewicz  18:50 So ma'am you mentioned something about the pivot you had to make and you know, some of the disappointment that came with that. How did you kind of get to that positive headspace when your plan changed so dramatically.   Gen. Dana Born  19:02 It's hard for me to go back and put myself in what did it there. But I can think of examples like right now what comes to mind for me is the iRobot or the I don't know what how you refer to it, but those, you know, round circular vacuums that if yes, if they get up against a wall, they know that they're there to clean the floor, and they just find a redirect and they keep going. And that's sort of what I think it's been for me, you know, when you kind of stay oriented on your purpose and what you are passionate about. It's easy to not give up but to find another way. And that happened to me when I was fortunate enough to be in a PhD program sponsored by the Air Force Academy in the Air Force to go to Penn State University and right after my second year, the Air Force was downsizing and trying to provide opportunity for people to not have a commitment to school and to be able to basically give up that commitment and not come into the Air Force. And I got that letter that said, "Hey, you can you know, we're sorry. But right now we have an option if you'd like to, you know, get out of the Air Force, you can." And I remember thinking like, you've invested in me to be here for this PhD program. And, you know, I'm hopeful that there's something with this I can do for my Air Force. And so no, I don't want to get out. And so it was kind of like that same iRobot response of I'm here to do this. And so I'm going to figure out a pivot to be able to stay and contribute in a way that might be valuable.   Naviere Walkewicz  20:44 That is a great analogy, ma'am. That's fantastic. Well, I know this is not new to you, ma'am. Because with you're hosting other podcasts on leadership, there's questions that you know, our listeners love to learn about, that you're very familiar with. So I'd like to start with one that you ask often about leaders being born versus made. And I know your thoughts on this, that they are both born and made. But I'm hoping you might be able to share a little bit more about what led you to that perspective.   Gen. Dana Born  21:12 I think it's through mentorship and wise counsel, in early days, actually, and magnified through the time at the Air Force Academy, that that character is paramount in terms of us being effective humans. And it's also not enough, because you want to be a person of strong character that also has leadership, qualities that help influence for good. And I remember, during my time, even as the dean when we were developing the character and leadership center, and talking about do we call it the in because it used to be the Center for Character Development? Or do we call it the Center for Leadership Development? And are they the same, and I was fascinated with those conversations, because we really got to a point where it is both and and we need to call out character and leadership. Because we can have great, or I won't say great, but we can have leadership where people are able to influence but maybe not for good. And we can have character, but have people of great character that aren't able to mobilize the influence. And so I have just been, I guess, embracing that character and leadership aspect of our mission, primarily, from the time at the Air Force Academy to present day research and investment in teaching and working with executives, graduate students, undergraduates and boards.   Naviere Walkewicz  22:50 Was it would you say at the Air Force Academy is when you knew yourself to be a leader? Or, when did you have the desire to lead?   Gen. Dana Born  22:59 Interestingly enough, I think about that back at my small town of Penn Yan, New York, and some of that, I have to attribute to the fact that we didn't have many people. I mean, my school had 1,000 people but bused in from 20, or 30 miles in every different direction. And so the because the town wasn't that big, so we had a chance. Matter of fact, I was like, I was Miss Flying Club, you know, for the parade. I was, you know, the head of women's athletics for my school, I got to be on Student Council and be a treasure for my class, and, you know, captain of the cross country team and the track team, it really did stretch me into places that I might not have sought out myself. But people kind of put me in those positions, and then helped me to learn through those positions. But I must say, most of my learning was when things didn't go so well, you know, how come you know, people aren't buying into this, you know, motto. And, you know, what is the dynamic that's happening? You know, we're, we're fractured as a team, you know, how can we fix this? And so it was really through some of those friction moments that I probably learned the most and really loved the opportunity have an input and an influence?   Naviere Walkewicz  24:19 Can you share some of those because I think some of our listeners are certainly in parts of their leadership journeys, where they're, they may be facing some of those, you know, friction moments or their early parts of their leadership lessons. You know, what were some of the early lessons that you took on that you might share with them if they experience something like that?   Gen. Dana Born  24:38 I think what came to mind for me, more recent examples, clearly, because they're still pretty fresh. But what came to me when you were talking about maybe early years, was I think we're I may be let myself downs nd we're I didn't feel as though I did well enough to be considered a leader. Right? You have to, you know, it's the hero's journey. And I think that I've learned over the years that you don't need to be perfect as a leader. Quite the contrary, right people can relate and, and really be on their own development journey more when we are human and imperfect. And that took me a long time to really embrace because there is that pressure, right, that we feel like we have to be perfect. And we have to know so much, and do so well. And I think that that's, that's not people know that humans aren't perfect, right? So if you're coming across perfect, right? People look for the chinks in the armor. And the higher you are, the higher you fall. So I think that I had that experience at the Air Force Academy, I shared recently in a Sabre Society, talk that, you know, I had been a commander during 9/11, at Bolling, Air Force Base. And it really, I was so proud of how my unit did, and the people that were recognized for just excellence, and we were prepared, and we were responsive. And it was really exciting. And I chose to stay in and ended up at the Air Force Academy as a department chair. And I brought my same self and my same, you know, you know, command energy and I failed miserably in the first, you know, several months, we were going through the sexual assault and sexual harassment crisis, and I was being fairly directive, which worked well with the population I was leading in Washington, DC during 9/11 did not work as well, when you have a very small but mature, you know, mostly PhDs, professional faculty, that I needed to listen to more and not be directive, and it took not long, you know, for what we call it, the Air Force Academy, the blanket party for quite respectable people to come in and say, ma'am, this isn't working and to swallow that humility pill, and, and realize, okay, we need to, I need to adapt here, not lose myself, but adapt to this new environment and situation,   Naviere Walkewicz  27:11 Maybe you can share some of the best attributes that you've you've come across in leaders, because, you know, everyone leading from the authentic selves, brings it forward in their own ways. But what are some of the ones that you see time and true, and again, that are really spoken with you as best attributes?   Gen. Dana Born  27:27 I think what I have grown to really value is people who probably listen well, and who are curious, and, and I've, I've, I've also found people who see the individual in each person, like, what makes Naviere tick, what is it that's important to you personally, and professionally? You know, what are the ways that you are at your best, and that I think is, is really helpful. I also, I don't know why it just came to me, but I'm kind of led to share it is, I heard some great advice. When I was a younger officer, and for where people were not performing to expectations, instead of blaming the individual or feeling as though you know, they're no good, we need to their poor performer label and move them on. It's really better when we asked three questions, when somebody's not meeting, a standard, you know, have I been as a person, you know, leading? Have I been clear in the expectations? And if I have, then the next question is, have I prepared them? Or given them the right training? Or, you know, opportunity to be good at what I'm asking them to do? And then the third is, if the answer to the first two is I have, I did, then what else is happening in their lives that for whatever reason, they're not meeting, you know, the expectations or standards. And if there's nothing there, then you start the performance plan. But, that was, I think, when people are like giving you space to learn and grow and taking kind of a co collaborative ownership of performance. I've, I've, I've thrived in those situations more than and I hope people in my leadership have thrived in those situations more as well, because it is more of a approach that is a shared approach to getting the mission accomplished and taking care of people.   Naviere Walkewicz  29:38 That's an amazing nugget that you shared. I mean, I'm just I can think back throughout my career and times when I probably should have leveraged something like that, and I might have been more effective. Thinking about what pieces have I not maybe done as well or have I done those things, as you said, kind of do a reflective piece from a leadership perspective, to be able then to collaborate in a you know, a better way forward. That's awesome, ma'am. Thank you.   Gen. Dana Born  30:02 Yeah, I had a couple of terrible times of moral discernment, I would say, in decision making when those situations came up, particularly when, you know, you're having to make a decision where somebody's going to be incarcerated. And, you know, I, I had one of those situations where, you know, I was actually eight months pregnant, and the individual was a failure to show up for he was an honor guardsman failure to show for several funerals. And his, his wife was eight months pregnant. And here I was sitting, as you know, the summary court official having to decide if I'm going to throw, you know, him in a situation where he's absent from his family, and, you know, and what kind of financial, leeway will I have in order to help the family but still hold him accountable. And that was very, very difficult because of my own, you know, situation and empathy. But at the same time, it hit me during that decision that there are a lot of airmen who are not there for the birth of their kids or for special events and are deployed in harm's way. And they're doing the mission, not A.W.O.L.. And so I ultimately decided to, you know, incarcerate him for his failure to go and being A.W.O.L. and also try to protect with some leniency, his family situation.   Naviere Walkewicz  31:39 Leading with compassion, but always being accountable, ma'am, that's, it's tough. And I think, you know, we have many listeners that find themselves in those situations. And I've often been asked, you know, I'm a mom, how can I advance my career professionally, I have to do all these other things as well. And so maybe a question that I might tie to that a little bit. You know, how do you how did you balance, that compassion side of leadership and still be able to make some those difficult decisions in the moment? And you know, what would you share with others and how they might do that and think through things when it maybe feels a little bit too hard or too daunting?   Gen. Dana Born  32:15 It is very hard and is daunting. And you use the term balance, and I, I love the word balance. You know, I'm a middle child, and I'm a Libran. You know, I like balanced, but I have found balance to be very difficult. There's a term called. "balance is bunk." And I like that because it's anytime I feel like I've had anything in balance, it's about ready to go on tilt. And so I try to change out the word balance with the word integrate, that works better for me or Harmonize How do I bring together those things and the Airforce in the time that I was working at the in the Chief of Staff's personnel office came up with a motto, "People First in Mission Always," and it can be, "Mission First." And people always, but it's sort of like the chicken and the egg, they both actually go together. And they're very important. And so I think there's that keeping the both and in the integration of that is what helped me in some of those tough decisions. I mean, I remember having to take a security clearance away from a lieutenant colonel, for all the right reasons, but trying, you know, that person then was going to lose their position in the Air Force, because it required a security clearance. And, and it wasn't a situation that I put that person in, right, they put themselves in that position, but what I didn't want to do was deliver the news in a way that then the individual would feel like they have nothing left right to or would ultimately, you know, take their life, right, that always was present to say, uh, don't want this person to go away with anything other than, you know, your life is not over. But you know, this is a very serious trajectory that you have to decide how you're going to go forward from this point. And that was hard, very hard, but it's both people and mission that I think we have to embrace in the way that we carry on what we're responsible for, for our nation.   Naviere Walkewicz  34:25 Well, I think about you know, some of those stories that you shared and some of the experiences you had, I mean, you probably had to go home and, and your your network at home, your family was there with you through all of the journey. How has your family influenced you as a leader and maybe what role do they play in that?   Gen. Dana Born  34:40 I talked a lot with my family, like the time around the dinner table was really sort of transparency. And that bothered my children because I started to hear things back that I thought they shouldn't have to be hearing some of this, and so I also kind of drew inward and decided that that I, "Who can I talk with," right, because I don't want to bring work home, so to speak, that weighs down the family. I want to focus on them. And so I went through a period where I suffered in silence. And I think many leaders and many people, as particularly when you have, you know, security issues that you can't talk about certain things with others. I think we need to find a way and I ultimately did find someone that I could go to and say, I need some advice. And that was monumental, because it helped me understand that I had not been doing that with with great mentors. And I thought about it. And it shocked me that I was not asking for advice. And I thought, How do I feel like if Naviere or someone comes to me and ask for advice, I feel like, wow, if they think I have, yeah, exactly. They're including me, I have something to offer. They care about what I have to say. And so I really had an epiphany that said, I need to do that more. And I started to reach out. And in one case, I reached out to the Chief of Staff of the Air Force, you know, having talked with the superintendent first. And it was phenomenal. Because I had such a different perspective on something I was ruminating over. And I thought Why did I wait so long?   Naviere Walkewicz  36:26 What advice would you give to some that are suffering in silence, and maybe can't see that next step? And to doing that what actually helped you to go seek help and ask for help or ask for guidance and mentorship?   Gen. Dana Born  36:39 I think recognizing, well, in some cases, vulnerability is a strength. And, you know, Brene Brown, who I really do love her work. And her, her, her YouTube or, you know, Netflix, a lot of great science and also practice, but she said, What makes you vulnerable, makes you beautiful. And I think that that is part of it is to recognize that, you know, we're all vulnerable, or we're all broken in maybe different places, right to quote some history. And so I think it connects us and builds trust when we are willing to be vulnerable. And I think it takes courage as well, to let ourselves be seen for all, you know, we have a saying that's warts and all. And, you know, to let ourselves be really fully seen,   Naviere Walkewicz  37:33 That resonates with so many people. I think a lot of times people when they're listening to podcasts, and they're, they're just trying to learn and get better in their professional career in their personal lives. Just a can take one little thing that someone really resonates with. And I think you sharing that bit about being reflective and not necessarily suffering in silence, but but looking for helping others I think is going to be really powerful for some. So thank you for sharing some of that.   Gen. Dana Born  37:56 I think the key takeaway is, is just building on what we just talked about, like if I had a foot-stomper, right from our Air Force Academy days, that's like, if you're starting to fall asleep, right? I use that at Harvard. And I'm like, "Does anybody know what foot stamper actually means?" It means, you know, this, is it pay attention. And I'm, I'm really motivated by the John F. Kennedy quote, "Leadership, well, learning and leadership are indispensable from each other." I think that if I were to say there's two really important takeaways, those for me have been, be curious, be more curious. And that is just really asking a lot of questions. Leaning into not judgment, but leaning into really digging into and trying to understand. And that gets us, I think, in a whole different place. That is a good place. And so I haven't always done that. Well, curiosity is like a growth mindset. And I think that is something that I really would recommend to our listeners, be more curious. And I think that's being helped by Chat GPT and Generative AI because it's all about the questions you ask. And, and then it kind of gets at what answers you get. And I think that's maybe training us to be, you know, more curious and careful in how we're asking and being curious. The other is courage. And you brought this up earlier, but I think courage, you know, the root word of courage is heart. And I think leading with your heart and leading with, like the recognition that things that are hard, make your heart rate go up. Courage, you know, our heart rate goes up when we're in danger physically, morally, psychologically. And I think leaning into that to where our heart rate goes up a little bit is how we learn and grow and how we basically can make positive change. So, those two things together, curiosity and courage, under the umbrella of learning and leading go, you know, they're indispensable to each other is the takeaway. I thought you might ask me like, you talked about purpose earlier. What is your purpose? What is it that gets you out of bed in the morning? And what is it that keeps you going through the tough times? And what is it at the end of your, you know, last breath that will have been your dash in your life, your purpose, your why, and mine actually is a simple phrase to myself. I use the term, "kick chocks", and "kick chocks" is, you know, the bricks in front of the wheel of the airplane, and when you're ready to go, you gotta get, gotta get rid of them, or you can't take off. But sometimes you have to kind of have the chocks there, to pause and to, you know, refuel and to do things. So kick chocks, to me has sort of been a way that I am channeled. Some call it your true north, or your Polaris, your compass, and it speaks to me because I can, I can go, go, go, go and never put chocks in front. I also can keep chocks in front of myself and, and limit myself and, and I'm passionate about what is it that somebody needs to have a break? You know? And when is it when somebody has got something in the way or team or organization that's holding them back? And how do I help identify that and kick chocks with them so we can take off. So, it speaks to me. But yeah, the purpose I think, purpose and passion and the individualization of that, so because everybody is so different comes from our life stories, and I love learning about people's purpose.   Naviere Walkewicz  41:51 General born, might you share with us, you know, maybe what you're reading, watching or listening to that's helped you develop your leadership skills.   Gen. Dana Born  41:59 I love to listen to everything. I mean, I am a listener, you know, we all know how we we learn best, I'm really auditory. So podcasts I pick up, I really do a lot with the Council on Foreign Relations. I do listen also to a lot of leadership podcasts, because I just find the whole topic of leadership fascinating for so many different approaches to what we think we're all talking about the same, it just really is expansive of my understanding. And I also now there are so many ways that you can have, you know, auditory books, and or listen to even academic journal articles. So usually, it's a treadmill thing to listen. And I just, I think that is my approach. I also I do like to read, and I think my favorite leadership book is going to shock you. But it's it's sort of got a nautical theme, I think, not an Air Force theme, but its endurance about Shackleton and Antarctica. And there's so many leadership lessons in that book, endurance is one of my favorites. And another one of my favorites is and they're both kind of historical, is Man's Search for Meaning by Viktor Frankl, written in 1946. I've read that so many times, and he wrote it in nine days, but it's because he wrote it while he was a prisoner in the Nazi prison camp. And then he rewrote it after it was burned. And he was liberated. And it's just an amazing, timeless evergreen read about life and about leadership, about purpose about meaning. And then most recently, for a current one is True North, and that is emerging leaders by Bill George and Zack Clayton. And I just think that that is a great pedagogy of thinking about ourselves. Put our own oxygen mask on first so that we can better care for the mission and the people that are entrusted to us and the change we want to see in the world. So, that's a current reader TrueNorth for emerging leaders.   Naviere Walkewicz  44:24 It's been amazing. Thank you so much for taking the time, ma'am. It's been a pleasure and an honor.   Gen. Dana Born  44:28 It's a pleasure and an honor. And I thank all our listeners for listening in and we wish you well.   KEYWORDS Air Force Academy, leadership, people, Air Force, talk, family, dean, work, leader, serve, flew, cadet, Academy, Coast Guard Academy, recognized, years, terms, leading, long, podcasts       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation      

Leadership expert, Harvard Business School Senior Lecturer and bestselling author of Friendly Fire Scott A. Snook discusses what he's learned over his time in the military and academia about what it takes to lead. Snook, a decorated veteran and victim of friendly fire himself, studies these incidents of tragedy as a way to make sense of — and ultimately prevent — organizational dysfunction. Among other things, they discuss why every leadership program should cover “followership” and the art of managing up; how leaders fundamentally cannot control outcomes, and can only shift the odds; the importance of finding the right balance between high challenge and high support; and why ultimately, what leaders need most is self-awareness and self-acceptance — or, in other words, to be both socially intelligent and secure.       Learn about:   11:42 How Scott describes leadership 14:13 The deep connection between leadership and “followership” 19:00 The organizational lessons from a “friendly fire” incident 23:45 Why your core values are so critical for leaders 28:58 The worst attribute in a leader 29:52 The intersection of high performance, high support and high challenge 38:22 Scott's summary lessons for leaders       —  Scott A. Snook graduated with honors from West Point, earning the Royal Society of Arts Award for the most outstanding overall cadet in his class. Following graduation, he was commissioned in the US Army Corps of Engineers, where he served in various command and staff positions for over 22 years, earning the rank of Colonel before retiring in 2002. He has led soldiers in combat. Among his military decorations are the Legion of Merit, Bronze Star, Purple Heart and Master Parachutist badge. He has an MBA from the Harvard Business School, where he graduated with High Distinction as a Baker Scholar. Dr. Snook earned his Ph.D. from Harvard University in Organizational Behavior, winning the Sage-Louis Pondy Best Dissertation Award from the Academy of Management for his study of the Friendly Fire Shootdown in Northern Iraq. Until July of 2002, Colonel Snook served as an Academy Professor in the Behavioral Sciences and Leadership Department at the United States Military Academy. He also directed West Point's Center for Leadership and Organizations Research as well as its joint Master's Program in Leader Development. Scott's passion is to help others live more "meaning-full" lives. More specifically, he is interested in unpacking and understanding transformational leader (human) development experiences --how to make the most out of life's curriculum, as well as how to create high-leverage/high-impact interventions to accelerate the growth of leaders. Professor Snook's book Friendly Fire was selected by the Academy of Management to receive the 2002 Terry Award as the most influential book on managerial thinking published during the past two years. He has also co-authored a book that explores the role of "common sense" in leadership titled, Practical Intelligence in Everyday Life (2000) and co-edited The Handbook for Teaching Leadership: Knowing, Doing, and Being (2011). Most recently, he co-authored The Discover Your True North Fieldbook (2015), which is the primary text for “Authentic Leader Development,” the popular MBA elective he has taught for over 10 years. Professor Snook has shared his leadership insights in formal executive education programs at Harvard and with numerous corporate audiences around the world.   ABOUT LET GO & LEAD   Let Go & Lead is a leadership community created by Maril MacDonald, founder and CEO of Gagen MacDonald. Maril brings together provocateurs, pioneers, thought leaders and those leading the conversation around culture, transformation and change.  Over the course of the past 12 years, Let Go & Lead has existed in many forms, from video interviews to resource guides to its current iteration as a podcast. At its core, it remains a place where people can access a diversity of perspectives on interdisciplinary approaches to leadership. Maril is also working on a book incorporating these insights gathered over the past several years from global leaders and change makers.     Maril has interviewed over 120 leaders — from business to academia and nonprofits to the arts — through the years. In each conversation, from personal anecdotes to ground-breaking scientific analysis, she has probed the lessons learned in leadership. From these conversations, the Let Go & Lead framework has emerged. It is both a personal and organizational resource that aims to serve the individual leader or leadership at scale.    ABOUT GAGEN MACDONALD   At Gagen MacDonald, we are dedicated to helping organizations navigate the human struggle of change. We are a people-focused consulting firm and our passion is improving the employee experience — for everyone. For almost 25 years, we have been working with companies to create clarity from chaos by uniting employees across all levels around a single vision so they can achieve results and realize their future. We have been a pioneer in bringing humanity to strategy execution, leading in areas such as organizational communication, culture, leadership, and employee engagement. Our Vision is to lift all humanity by transforming the companies that transform the world.      Full episodes also available on:       Apple Podcasts: https://podcasts.apple.com/us/podcast/let-go-lead-with-maril-macdonald/id1454869525       Spotify: https://open.spotify.com/show/5Gaf7JXOckZMtkpsMtnjAj?si=WZjZkvfLTX2T4eaeB1PO2A       Google Podcasts: https://podcasts.google.com/feed/aHR0cHM6Ly9sZXRnb2xlYWQubGlic3luLmNvbS9yc3M      —      Gagen MacDonald is a strategy execution consulting firm that specializes in employee engagement, culture change and leadership development. Learn more at http://www.gagenmacdonald.com. 

Another great LIVE show in the books! It was great to have Randy and Lloyd on the show together. Not only was there alignment in the conversation around conscious business, community focus, and education improvement, there is also a new relationship built between the two of them in the Phoenix Business Community. This is another beautiful example of how we can make change in the community- one relationship at a time. These two are making amazing change in the Phoenix community and showcasing the importance of building strong communities. Along with the discussions of culture and community, there were some great tidbits and takeaways from the conversation that can be acted on immediately. What were some of the takeaway tidbits? Never discount anyone Articulate who you are Everyone wants to make a difference. Just find what is meaningful to you Just because the recording is over, doesn't mean the involvement stops there. There were some great discussions that include some actions that you can take to get involved. Time to Take Action! September 12th Event at Grand Canyon University- Beyond Zero Movie Screening Event After a life changing epiphany, the CEO of a global public company embarks on a high stakes quest to eliminate all negative environmental impacts by 2020. To succeed they must overcome deep skepticism, abandon the status quo and ignite a new industrial revolution. The full event will include snacks and drinks, networking, movie screening, and an on stage conversation with the film's producer. You can find more details by emailing Randy.gibb@gcu.edu and let him know that you heard about it on the Culture Crush Business Podcast. Classroom Supply Drive and Annual Fundraiser for the Million Dollar Teacher Project The Million Dollar Teacher Project could use your support. They are doing their best to support students by supporting teachers and can use a little more help in doing so. There is an annual fundraiser and a classroom drive going on right now.  Email lloyd@mdtproject.org to learn more and let him know that you heard about it through the Culture Crush Business Podcast. Million Dollar Teacher Project is a nonprofit organization that partners with Title I Schools, in marginalized communities, on creating community-centered strategies to help them increase how their teachers are recognized, drive more support directly into their classrooms and create innovative ways to impact how their teachers are compensated. Lloyd Hopkins is the Executive Director/Founder of Million Dollar Teacher Project. Lloyd is an organizational leader with extensive experience in community and nonprofit work. He has worked in and around education for 18 years. He graduated from Arizona State University with his degree in Nonprofit Management and Leadership and took his passion for ensuring quality education for all to launch the teacher recruitment and retention program, Million Dollar Teacher Project. In addition to being a Founder and Executive Director he is also an entrepreneur and philanthropist. As a philanthropist he is the Chair of Real Engagement through Active Philanthropy (R.E.A.P) which is a fund under the Arizona Community Foundation the supports programs making positive impacts on African-American Youth and is currently working with an Achieve60AZ Taskforce on improving attainment for the African American community in Arizona. For his efforts he was recently a finalist for the Phoenix Center of the Arts Mayor's Arts Awards for his Million Dollar Teacher Tree program and was honored by the East Valley NAACP with the Malala Yousafzai Equity in Education Award. He is also an alum of Valley Leadership's Class 40. Connect with Lloyd on LinkedIn and follow Million Dollar Teach Project on Facebook, Twitter and Instagram. Randy Gibb, PhD, joined GCU in July 2014 and served as the dean of the Colangelo College of Business until 2022. His team grew the college based the pillars of servant leadership, ethics, and entrepreneurism and promoted the ideals/concepts of free market capitalism and business as a form of ministry. In July 2022, he stepped into the role as Provost. Dr. Gibb served 26 years in the U.S. Air Force and commanded two Air Force flying units and retired as a Colonel and Command Pilot. He also has academic leadership experience and taught as Department Chair of the U.S. Air Force Academy's Behavioral Science and Leadership Department, helped lead the human systems integration program at the Air Force Institute of Technology in Dayton, OH, as a Senior Military Professor at the Graduate School of Engineering and Management Department, and served at Arizona State University as an Associate Professor and Chair of the Human and Environmental Systems Department. Dr. Gibb has extensive experience in aviation safety, human factors, visual perception and spatial disorientation, as well as leadership development. Dr. Gibb, originally from Wisconsin, earned his PhD and MS in Industrial Engineering from Arizona State University. He also has an MA from the U.S. Naval Command and Staff College in Newport, RI, and was a distinguished graduate from the U.S. Air Force Academy in 1986. Dr. Gibb served on the Governor's Workforce Arizona Council, Canyon Angels founding board, WESTMARC board of directors, and Arizona's board of Conscious Capitalism. Connect with Randy on LinkedIn, and follow Grand Canyon University on LinkedIn, Twitter and Facebook. About Culture Crush Culture is not just a tag word to be thrown around. It is not something you throw in job descriptions to draw people to applying for jobs within a company. According to Marcus Buckingham and Ashely Goodall in their book Nine Lies About Work, “Culture is the tenants of how we behave. It's like a family creed. This is how we operate and treat each other in the family.” As a growing company- Culture Crush Business Podcast is THE culture improvement resource that supports companies and leaders.  Our Mission is to improve company cultures so people WANT to go to work. Employees and leaders should like where they work and we think this is possible. Within the company: Culture Crush has Vetted Resources and Partnerships with the right people and resources that can help improve your company culture. On this podcast:  We focus on everything surrounding businesses with good company culture. We will talk with company leaders to learn about real-life experiences, tips, and best practices for creating a healthy work environment where employees are finding joy and satisfaction in their work while also striving and growing within the company.  We also find the companies that offer resources to help improve company culture and showcase them on the show to share their tips and tricks for growing culture. About the Host Kindra Maples  is spartan racer, past animal trainer, previous magician's assistant, and has a weakness for Oreo cookie shakes. Her journey working with people actually started working with animals as a teenager (don't worry we won't go that far back for her bio). She worked for over 15 years in the zoo industry working with animals and the public. Her passion of working with animals shifted into working with people in education, operations and leadership roles. From there her passion of leadership and helping people develop has continued to grow. Then came the opportunity for leading  the Culture Crush Business Podcast and she jumped on it. Leadership, growth, and strong company cultures are all areas that Kindra is interested in diving into further. Shout Outs We want to thank a few people for their behind the scenes effort in helping this relaunch to come to life. James Johnson with Tailored Penguin Media Company LLC.– It is a small, but powerful video production company with a goal to deliver the very best by articulating the vision of your brand in a visually creative way. Gordon Murray with Flash PhotoVideo, LLC. -Flash Gordon has been photographing since high school and evolving since then with new products that will equip, encourage, engage, and enable. Renee Blundon with Renee Blundon Design – She is not only one of the best free divers (that's not how she helped with the podcast) but she is great with graphics design and taking the direction for the vision that you have while also adding creative ideas to bring to your vision to life. These are just a few of the folks that supported the relaunch of the podcast. If you would like to be part of the Culture Crush team or would like to support underwriting the show- please reach out: info@culturecrushbusiness.com

This week Timothy F. Bryson hops on the pod to tell his story and how he is walking in his purpose. Tim is a Cincinnati native, where he attends St. Xavier High School before going on to compete as a D1 Track and Field athlete at Costal Carolina University before transferring to the University of South Carolina where he studied Athletic Training. He always knew he was destined for much more than being an athletic trainer - which is why he furthered his education at The Ohio State University by earning a masters degree in Higher Education and Student Affairs. Upon graduating, Tim spent time with the NCAA as a post graduate intern in the Leadership Department. Currently, future Dr. Bryson is working on his PhD at the University of Maryland in Student Affairs while serving as the Program Director for Student Athlete Career Development. Every day Tim walks with purpose and makes a difference. Outside of his work at UMD, Tim is the Founder and President of Walk With TFB, LLC. Which is a declaration to identify passion, inspire vision, and walk with purpose. He is also the host of the Walk With TFB Podcast in which he is a black millennial who is having unfiltered conversations with anthemic people centered on education, sport, and culture. Tune in now and hear Tim's phenomenal story. How can I support this podcast moving forward? Support this podcast: https://anchor.fm/ignyte-your-why/support Timothy F. Bryson Information: Instagram: https://www.instagram.com/timothyfbryson/ Twitter: https://twitter.com/timothyfbryson Website: https://www.instagram.com/timothyfbryson/

Dr. Born is a retired Brigadier General with 30 years of service in the United States Air Force. Prior to coming to Harvard she served two terms as the Dean of the Faculty at the United States Air Force Academy where she was also the Professor and Head of the Leadership Department. Previously, Dana served as an Exchange Officer with the Royal Australian Air Force, Assistant Director for the Secretary of Defense, Deputy Chief of the Personnel Issues Team for the Air Force, Aide and Speech Writer to the Secretary of the Air Force, and Squadron Commander for 11th Mission Support Squadron in Operation Enduring Freedom.A graduate with distinction of the United States Air Force Academy, Dr. Born received Penn State University's Alumni Fellow Award and Distinguished Alumni Award. Born is the recipient of the Air Force's Zuckert Award for Outstanding Management Achievement, Air Force Association's Vandenberg Award for outstanding contributions to Aerospace education, Air Force's Distinguished Service Medal, and Legion of Merit and Defense Meritorious Service Medal. She has also been honored with the Harvard Kennedy School Annual Dean's Teaching Awards as well as the Harvard Kennedy School of Government Innovation in Teaching Award. Dr. Born is a Distinguished Moral Leadership Fellow.

Today's episode is a heart-felt personal experience turned into a learning lesson about leadership + discretion. Discretion + discernment are the keys to making intentional business + personal decisions with integrity. Did you hear?! I'm giving you a FREE contract template to celebrate the start of CEO SKILLS RADIO! All you have to do is: 1) Leave a review of CEO SKILLS RADIO on iTunes 2) Take a screenshot 3) Email screenshot to support@thecontractguru.com 4) Use the discount code provided to land your free WEBSITE PRIVACY POLICY + TERMS OF USE! MORE TIPS ON IG >> @ninathelawyer CONTRACT SHOP >> www.ninamarinaro.com/templates

About Today's GuestDr. Kratzer is the Regional Education Coordinator for the University of Charleston, West Virginia, in the School of Business and Leadership. He represents the Leadership Department through building and maintaining relationships with students and strategic partners, identifies opportunities for program growth and coordinates recruitment events to attract prospective military-connected students and other constituents. Additionally, he is a professor in the graduate program for the School of Leadership.Dr. Kratzer is a consultant with the American Council on Education (ACE). At ACE, he has been a faculty assessor for over six years, assessing military workplace learning and official training courses to determine if there is college-level learning equivalencies that can be recommended for the award of credit. His work directly impacts the college opportunities for service members in every branch through identify Credit for Prior Learning (CPL), which is documented on their Joint Service Transcript (JST). In addition to serving as a faculty evaluator, he works with colleges and universities to help them understand how they can best use ACE credit recommendations in their undergraduate degree programs. Dr. Kratzer retired from the Kentucky Air National Guard in 2015, after over 35 years of service in the Air Force, Air Force Reserve, and Air National Guard. He deployed in 2012 to Kandhar Province, Afghanistan, with the Army National Guard Agri-Business Development Team, working with Afghan farmers. He received his B.S. in Management/Human Resources from Park University, an M.Phil. in Military Strategy from the School of Advanced Air and Space Studies (SAASS) at Air University, an M.A. in Christian Education from The Southern Baptist Theological Seminary. Dr. Kratzer earned his Ph.D in Educational Leadership and Organizational Development from the University of Louisville.Links Mentioned In This EpisodeThe American Council on Education Military GuideRecognition of Learning Across Military and Corporate Settings PsychArmor Resource of the WeekThe PsychArmor resource for this week is resource of the week is the PsychArmor Course Series for Ill and Injured Student Veterans Seeking Higher Education, Sponsored by Paralyzed Veterans of America. In this two-course series, Shaun Castle, Deputy Executive Director for Paralyzed Veterans of America, discusses the benefits of having a college degree in addition to military training and Maureen Elias, an Associate Legislative Director of Government Relations at Paralyzed Veterans of America, discusses how ill and injured students can seek appropriate assistance and support through their school's accessibility or disability office. You can find out more by going to the link here: https://psycharmor.org/press-release-strategic-partnership-campaign-mmaa-p-a/ This Episode Sponsored By:This episode is sponsored by PsychArmor, the premier education and learning ecosystem specializing in military culture content. PsychArmor offers an online e-learning laboratory with custom training options for organizations.Join Us on Social Media PsychArmor on TwitterPsychArmor on FacebookPsychArmor on YouTubePsychArmor on LinkedInPsychArmor on InstagramTheme MusicOur theme music Don't Kill the Messenger was written and performed by Navy Veteran Jerry Maniscalco, in cooperation with Operation Encore, a non profit committed to supporting singer/songwriter and musicians across the military and Veteran communities.Producer and Host Duane France is a retired Army Noncommissioned Officer, combat veteran, and clinical mental health counselor for service members, veterans, and their families.  You can find more about the work that he is doing at www.veteranmentalhealth.com

Brandon Cash obtained his bachelor of arts degree from Long Beach State University, his master of divinity from the Talbot School of Theology at Biola University and his doctoral degree in Old Testament at Fuller Seminary. Brandon has been serving as a pastor at Oceanside Christian Fellowship for nineteen years. He has also served as the chaplain for the Los Angeles Dodgers since 2010. He has been involved in denominational leadership at both the regional and national levels, the Evangelical Homiletics Society since 2001, and has served as a mentor to pastors and church planters throughout Southern California. Brandon is the current chair for the Christian Ministry and Leadership Department at Talbot, and an assistant professor in hermeneutics and preaching. Consider supporting us on Patreon: https://www.patreon.com/thebiblicalwisdompodcast Follow us on Twitter: https://twitter.com/BiblicalWisdom1 --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/biblicalwisdompodcast/support

Brandon Cash obtained his bachelor of arts degree from Long Beach State University, his master of divinity from the Talbot School of Theology at Biola University and his doctoral degree in Old Testament at Fuller Seminary. Brandon has been serving as a pastor at Oceanside Christian Fellowship for nineteen years. He has also served as the chaplain for the Los Angeles Dodgers since 2010. He has been involved in denominational leadership at both the regional and national levels, the Evangelical Homiletics Society since 2001, and has served as a mentor to pastors and church planters throughout Southern California. Brandon is the current chair for the Christian Ministry and Leadership Department at Talbot, and an assistant professor in hermeneutics and preaching. Consider supporting us on Patreon: https://www.patreon.com/thebiblicalwisdompodcast Follow us on Twitter: https://twitter.com/BiblicalWisdom1 --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/biblicalwisdompodcast/support

Dialog Selasar kali ini ditemani oleh Entrepreneurship and Leadership Department! Di episode ini, ELD berkolaborasi dengan Ananda Satya, mahasiswa Akuntansi FEB UI angkatan 2017 sebagai orang dibalik TASAPA, InsightApa, dan beberapa bisnis lainnya. Pembahasan mengenai perjalanan bisnis Ananda Satya akan menjadi topik utama pada episode kali ini. Sebagai wujud apresiasi ELD terhadap bisnis baru yang banyak bermunculan, di episode ini juga dibahas mengenai tips and tricks untuk memulai dan mengembangkan bisnis. Penasaran? Dengarkan sampai akhir, ya!

Coronavirus has created and is still creating both horrible human and economic costs, around the world. However, it is during these times, where real leaders stand up and become legendary. Extra-ordinary times, call for legendary leadership. The difference in marketing can make in these tough times, is incalculable. In this episode, let’s talk about why Marketing is the Leadership Department. The goal is to share ideas but most importantly, to spark dialogue and thinking amongst you and your colleagues, Let’s Face It Let’s state the obvious. We are likely heading into a downturn: revenues are likely coming down, as well as budgets and spending. Both private and public enterprises are definitely affected. “From a human perspective, the coronavirus is going to cause more loss and suffering that’s just where we are at.” - Christopher Lochhead Marketing as Leaders As this is the perfect time for marketing leaders to stand up, here are some of Christopher’s thoughts on how to make  it legendary. 1) Real leaders stand up If you’re a CEO, please think about leading your company and your category through marketing. If you’re a CMO, please think about yourself as the personal press secretary for your CEO. In challenging times, the CEO and CMO want to be stapled to each other because marketing sets the tone for the company “Marketing unifies all communications and spokespeople.” - Christopher Lochhead On the offensive side, legendary marketing in bad times can drive the agenda for the category and position the company to gain a meaningful category share. 2) Now is a good time to do some good If you or your company is in a position to help, see if you can. Let’s all try and be kind to each other. This is the right time to ask ourselves if we’re doing all that we can for our people. This epidemic is going to affect us in one way or another. “I know of several high-profile Silicon Valley tech companies that are donating technology, money and/or resources, of one sort or another to try and help with this situation.” - Christopher Lochhead 3) Look to make smart budget cuts / re-allocations Use this situation as an excuse to stop doing any activities that don’t give returns to the company. Most marketing plans have at least 20% of stupid in them. Cut more than you think you have to. Measure twice, cut once. 4) Practice radical transparency Now is the time for clear, plain decisive language with your people, customers, partners, and investors. It is attractive, endearing and it makes people want to help this troubled company because the most legendary leaders are radically transparent. 5) Get thoughtfully aggressive Research from Firms like McKinsey and Bain, published in places like the HBR suggest that the pathway to success is “Act fast, make changes or cuts if needed, then be thoughtfully aggressive, ahead of the recovery. The research says: Between 9%-14% of companies (depending on the study) actually outperformed competitors by at least 10% in sales and profit growth Aim to be one of them! 6) Evangelize the category Evangelize the problem. Most of your competitors will cut big M, marketing and over-focus on “demand generation.” That will open the door for you to grab category, POV leadership, We are all focusing on demand generation right now. That will probably open the door,   “CEOs often say to me, ‘Our problem is we are too much of a vitamin, not enough of an aspirin’ In downtimes, you want to make sure that people think that your category is a must-have, not a nice to have” - Christopher Lochhead 7) Drive short-term revenue Get your 5 smartest marketers and your 5 smartest salespeople in a room for a day. Brain storm short term campaign ideas. Pick the simplest, quickest to execute ideas and get busy driving the pipeline and the cash register To hear more about Christopher’s thoughts on why marketing is the leadership department, download and listen this episode.  Bio:

Dr. Mulyardi Robin heads up the Leadership Department at Alphacrucis College. IN this interview with Jonathan, Mulyardi discusses the central ideas around leader centric vs. follower focus leadership.  Mulyardi can be contacted via : Mulyadi.Robin@ac.edu.au

Our guest is Angela Stewart who is a Professional Development Specialist in the Professional Learning & Leadership Department with Henrico County Public Schools. One of her duties is to help new CTE teachers who may be coming from the world of work, transition into teaching. This is important to help great business people become great teachers. Questions or comments email: mwroberts@henrico.k12.va.us

Jeff Bridges and Hailee Steinfeld had it. Kim Darby and John Wayne had it. (Or should we say, Rooster Cogburn and Mattie Ross had it!) We are talking about grit--true grit. How do we identify then stick with a goal despite running into challenges? Grit goes beyond perseverence. Listen in to the RDCs conversation with Lt Col Brandie Jefferies, the Deputy Chair of the Leadership Department at the Air Command and Staff College. We discuss her research on grit and talk about ways we can all develop more grit in our lives.

How do school principals impact EL reclassification rates? Why is it important to consider the underlying spirit of policies that are passed down from above rather than simply looking at compliance? How might leaders create opportunities for school staff to engage in meaningful conversations about EL student success? We discuss these questions and much more in our conversation with professors Madeline Mavrogordato and Rachel S. White. Madeline Mavrogordato is an associate professor of K-12 educational administration in the Department of Educational Administration at Michigan State University . She utilizes quantitative and qualitative methods to investigate how education policies shape outcomes for underserved student populations, particularly immigrants and English learners. In addition, she studies how to develop and support effective school leaders who are prepared to serve students from diverse backgrounds in today’s climate of high stakes accountability and evaluation. Her work is informed by her experience serving as a bilingual teacher in Texas and California. Mavrogordato’s work has appeared in a range of publications including Educational Evaluation and Policy Analysis, Educational Administration Quarterly, and Educational Policy. She currently serves as an associate editor for the American Educational Research Journal. Dr. Rachel S. White is an Assistant Professor in the Educational Foundations and Leadership Department of Old Dominion University’s Darden College of Education and Professional Studies. Rachel teaches graduate courses in education policy & politics, as well as advanced research design and analysis. Rachel’s research agenda is framed by three areas of interest: 1) issues of power and democratic accountability in local and state education policymaking processes, 2) relationships between institutional structures and education policymaking and implementation, and 3) how school and district leaders come to understand and implement policy in ways that lead to the enactment of social justice for historically marginalized students. As such, Rachel examines the politics of education policy making and implementation, with a focus on the ways in which decisions made by political and educational leaders at the school, district and state level impact K-12 educational experiences of marginalized students. --- Send in a voice message: https://anchor.fm/highest-aspirations/message

Dr. Jay Sedwick, chair of the Educational Ministries and Leadership Department, talks with Mr. Gregory Love and Mrs. Kimberlee Norris, visiting faculty members and founders of MinistrySafe, address abuse prevention within ministry, recognizing how the Gospel has not changed, but the environment in which we deliver both the message and protection have changed dramatically. The post Cultural Engagement: Ministry in a #MeToo Culture appeared first on DTS Voice.

Dr. Jay Sedwick, chair of the Educational Ministries and Leadership Department, talks with Mr. Gregory Love and Mrs. Kimberlee Norris, visiting faculty members and founders of MinistrySafe, address abuse prevention within ministry, recognizing how the Gospel has not changed, but the environment in which we deliver both the message and protection have changed dramatically. The post Cultural Engagement: Ministry in a #MeToo Culture appeared first on DTS Voice.

Eskimos DC Mike Benevides

Join us on Wednesday, January 11 for a conversation on leadership in today's schoolhouse with Dr. George Theoharis.  George Theoharis is Professor and Department Chair for the Teaching and Leadership Department at Syracuse University. He served as Associate Dean to direct the urban education initiatives. George teaches classes in educational leadership and elementary/early childhood teacher education. He also has extensive field experience in public education as a principal and as a teacher. His research focuses on issues of equity, leadership, and inclusive service delivery in K-12 schools.   His books titled The School Leaders Our Children Deserve, What Every Principal Needs to Know to Create Excellent and Equitable Schools, and The Principal's Handbook for Leading Inclusive Schools focus on issues of leadership and creating more equitable schools.  He co-runs a summer leadership institute for school administrators focusing on issues of disability and inclusion as well as a school reform project called Schools of Promise that focuses on working with and students schools and district in creating inclusive services for students with disabilities. He consults with leaders, schools, and districts around issues of leadership, equity, diversity and inclusive reform. His Ph.D. is in Educational Leadership and Policy Analysis from the University of Wisconsin – Madison.   Phone in and be part of the discourse.  January 11 (2:00pm EST)

Jim brings on the President of Trinity College of Florida, Mark O'Farrell, and Dr Shannon Hogan, the Chair of The Business and Leadership Department, to expand on the academics, focus and mission of their university. The post More Than Just Academics appeared first on iWork4Him Podcast.