http://training.hr.ufl.edu/resources/LeadershipToolkit/podcasts/025_Reflections_Interview_Antonio_Farias.mp3 Podcast Transcript From University of Florida Training & Organizational Development, this is Reflections on Leadership. Welcome to Reflections on Leadership, a podcast where we explore why leadership matters in higher education and what great leadership looks like at the University of Florida. I’m your host, Scott Blades, Assistant Director with Training and Organizational Development. […]
Diane McFarlin, Dean of the College of Journalism and Communications at UF, answers questions from Jodi Gentry, Vice President for Human Resources at UF, for the Advanced Leadership for Academics and Professionals cohort in spring 2018. This interview focuses on the important role of collaboration and communication in higher education. Gentry: So, we’re here to […]
Self-awareness is a crucial piece to conflict management. In those moments when stakes are high, opinions differ and emotions are at full play, being aware of and knowing yourself can make the difference between resolution and escalation. People who are keenly self-aware know how to recognize hot buttons in themselves and others and how to […]
If humility is not one of the first qualities that comes to mind when you’re considering the attributes of an admired leader, you’re not alone. Most of us don’t start visualizing the image of a successful leader with humility as a principal characteristic. Yet, leaders who embrace and exhibit humility are not only recognized for […]
Leadership author John C. Maxwell describes developing trust as earning and spending pocket change. Maxwell states: “Each time you make a good leadership decision, it puts change into your pocket. Each time you
make a poor one, you have to pay out some of your change to the people. Every leader has a certain amount of
change in his pocket when he starts in a new leadership position. From then on, he either builds up his change or
pays it out…When you’re out of change, you’re out as a leader.” In this episode of Reflections on Leadership we will explore ways to build workplace credibility in order to build trust.
A very important competency within the Building Trust quadrant of our Leadership Model is this simple word “advocacy.” Unfortunately, it is when advocacy is noticeably absent from our workplace environment that many of us become keenly aware of its significance. If you have ever worked for a leader who did not “have your back,” you understand firsthand the impact this absence of advocacy may have had on your own sense of loyalty and engagement as an employee.
Some leaders are regarded as more successful than others. We often attribute that success to the possibility that they might be smarter, have had greater experiences or deeper knowledge, or may have been fortunate enough to acquire the best education. However, many brilliant and well-educated people struggle in their careers not because of their performance, skill or educational attainment but because of their inability to recognize and understand their own emotions and the feelings of others. This, in turn, prevents them from using critical social awareness skills to best manage workplace relationships. Practicing emotional intelligence is so important to success that it accounts for 58% of performance in the workplace and is the strongest driver for personal excellence.
You know someone is a great leader when you hear their direct reports say, “I’d go to hell and back for my boss.” What behaviors does a leader need to instill that level of trust and loyalty? If we could bottle this formula, imagine the power it would have to transform organizations.
We know that integrity is vital for effective leadership. There are, however, two common misconceptions that can deceive leaders into thinking they don’t really need to pay attention to cultivating their own integrity. The first is that integrity is just about ethics—it means not cheating, lying, stealing, etc. A second misconception, related to the first, is that you’ve either got it or you don’t. You’re either a good person or you’re not. When we fully understand integrity, we can see that both of these misconceptions are wrong.
When the UF Training and Organizational Development team members were first conducting interviews and focus groups to identify the competencies (skills, qualities, abilities) needed for great leadership at UF, humility was not initially on the shortlist of UF leadership competencies! That changed, however, as we sifted through our notes from those interviews and focus groups. Consistently, leaders described behaviors related to humility (shares credit, puts team success before personal success, admits mistakes).