Category Archives: Leadership

Standing on the Shoulders of Giants – Honoring Dr. Bobby Leach

Leach

Dr. Bobby Leach
NASPA President
1985-1986

NASPA has a brand new award for equity, diversity, and inclusion, and it is named in honor of Dr. Bobby E. Leach, who served as NASPA’s first African American president (what would today be the board chair) from 1985-1986.

It was my honor to accept the “inaugural” Bobby E. Leach Award this past month at NASPA’s 2017 Annual Conference in San Antonio. Dr. Leach was an extraordinary man who accomplished much in his life. Extremely well educated, he attained an undergraduate degree in mathematics and science by the age of 21, and a Masters Degree and a Ph.D. after also excelling in military service.

His work life included serving as a high school principal for 10 years, associate dean of students at Wofford College from 1970-1973, and dean of students at Southern Methodist University from 1973-1976.

Bobby E. Leach Equity, Diversity, and Inclusion Award Recipient Gwen Dungy with NASPA President Kevin Kruger and Board Chair Lori White.

Bobby E. Leach Equity, Diversity, and Inclusion Award Recipient Gwen Dungy
with NASPA President Kevin Kruger
and Board Chair Lori White.

In 1978, Dr. Leach was the first Black administrator hired at Florida State University, and the highest ranking African American in the Florida State administration. He served as vice president for student affairs at Florida State until 1988. He passed away much too soon in 1989. In 1991, Florida State University named its new Student Recreation Center in his honor.

Following are brief remarks I made about Dr. Leach at the NASPA 2017 Awards Luncheon when I accepted the award named in his honor:

Demonstrating “The Confidence Effect” for Students

I just read The Confidence Effect-Every Woman’s Guide to the Attitude That Attracts Success by Grace Killelea. The book is an easy and quick read written in a conversational tone with anecdotes from the author’s own experiences as well as examples from other successful women. This book reinforces what other authors of leadership books have written about getting ahead. However, Killelea’s presentation style makes it easy to remember her advice with techniques such as the “4 Rs of Success” and the “IPO of Networking. ”

Though the target audience for the book is women, I recommend it for faculty, Student Affairs professionals, and all staff at colleges and universities. Why? Because while students say that their parents are their heroes, you are their role models. If you exhibit the twin goals for success that Killelea recommends—confidence and competence, students will be watching and some will be inspired to find their own paths to confidence and competence.

In addition to acquiring helpful tips on building confidence, there are some other gems that I think might resonate. For example, newer professionals in higher education or other careers often agonize over how long to remain in a position that might not be all that they would like it to be. As a role model for students and for your own success, you might want to heed Killelea’s advice:

The lane you’re traveling in right now might not be ideal; it may be full of challenges, potholes, conflicts, and politics, but the way out of it is through it. Don’t suddenly jump lanes and abandon the track before it’s appropriate to do so.

The author suggests questions to ask to help know when to switch lanes. These are the kinds of questions you will want to have handy when students seek your advice and counsel regarding their career goals. In building your own confidence through a track record of success, you can tell and show students how to move forward with confidence.

Students you don’t even know are watching you. You will want to show them The Confidence Effect.

Got to Be REL

This past week I had the privilege of speaking with a group of up-and-coming leaders who were participating in an institute for leadership development. When I was first asked to do this several months ago, I put it off because these kinds of requests always cause me some amount of anxiety.

I have to admit that I was surprised to see it pop up on my calendar this week because I thought that the roster of speakers would certainly fill all the spaces before they got around to asking me again. The planners had forethought and placed it on my calendar several months ago, so I had to do it.

It’s not that I did not want to participate, Unfortunately, I tend to think that people who talk as if they know what leadership is might be charlatans because who really knows what this fascinating concept is?

As I ruminated about why I didn’t want to speak on leadership, I found fault with the title the planners had given the talk: Building Relationships: A Leader’s Tool. Though I understood the point that was intended and the spirit of the title, the idea of relationships being a tool to be used seemed manipulative to me and insincere. Then I worried myself with the question, “What can I say about leadership that they have not already heard and that they don’t already know?”

To prove my thoughts in this question about what they already know, I asked them at the very beginning of my talk to share what they think leadership is, and sure enough, they all seemed to have some well-formed ideas about leadership.

After seeing the group and hearing their thoughts about leadership, I was truly happy to be with them. I told them that I had written articles, co-edited a book, served in several positions of leadership, and I had made numerous speeches on leadership. But, what I would share with them would not necessarily be based on anything I had done previously. I was going to talk with them about what I thought about leadership and relationships at this particular time on this day.

First, I told them what I think leadership is not:

  • Leadership is not a static condition or role.
  • Leadership is not something that you own and can put in your brief case or designer bag and take with you to the next place.

Leadership implies working with others, and together, you and the group form a tacit mutual agreement to work toward common goals.

When leadership occurs, there is an understanding among all in the group that each person in the group has a role that contributes to the attainment of something. The person who wants to be an effective leader must insure that everyone sees that the leader is also a worker bee whose responsibilities are often different and not better than or more important than any other workers. The group should easily see that all roles are important and all are valued for what they bring.

Sometimes the person who has the ultimate responsibility for goal attainment fears failure. Having the responsibility for the accomplishments of the entire group can make one who wants to be the leader anxious and afraid.

When I have felt this way, I behave in ways that I always regret, and wish I could take back those moments, but the moments are like feathers in the wind and gone forever. Unable to have a “do over,” I vow to do better and, for me, doing better proves the old tried and true adage that we have all heard. Everything will be all right, “Just be yourself.”

In other words, be authentic. I think that being authentic is the one way of being that one can control, count on, and take to every situation. Being authentic often allows one to hold the magic orb of being a leader. The orb is heavy. It is beautiful in its own way; it’s a painstaking fine work of art, and it’s extremely complex. The orb demands a lot from the one who holds it, and it does not promise that it will always work its magic in your favor. Because leadership depends on the cooperation of others and relationships, the orb of leadership can be finicky, fleeting, and short-lived.

So how do I retain authenticity and how does it help me build relationships that are invaluable in supporting my desire and efforts to be a leader? In thinking about my experiences and how I want to be everyday with the people with whom I work, I have created this mnemonic for ease in remembering. Being authentic is being REL (real):

  • R is for the respect I strive to demonstrate by appreciating what everyone brings to our efforts;
  • E is for empathy as I put myself in the place of others in our group and treat them as I would want to be treated; and
  • L is for love. Yes, leaders who want to be successful have to love the team and be there for each of them.

Being REL (real) builds relationships. Relationships can be the coin of the realm in effective leadership. Being REL with my groups has tended to result in relationships that allow me to hold the orb of leadership in a number of administrative jobs. I am grateful for those fleeting and short-lived moments.