Monday, December 13, 2010

'Tis the Season, By Mark Villacorta

I had a conversation with a student last week about her post-graduation plans. She was telling me how she was on the job market and looking to do some non-profit work. Even though some of the positions were excellent opportunities, she was resigned to the fact that she would not be making much money. This did not seem to bother her because money was not a primary value. I thought this was an interesting admonition for someone facing student loan repayments and health insurance premiums.

This got me thinking about the decisions we make about our career choices and financial well-being. As the semester winds down, it’s easier to reflect on some important fundamental questions. Given our nation’s economic woes, and a bleak employment situation it may be important for us to ask several important questions: What do I need to have a fulfilling life? And how much of it do I need? Which of my efforts are likely to have a lasting impact in society? Are they worth doing regardless of the outcome? I certainly do not have the answers to these questions, for we all responsible for finding our own paths to fulfillment and redemption. But in light of these questions, I would like to offer some thoughts for reflection as we drift into holiday mode.

Differentiating Equity and Equality

Equality is an often-loved concept, particularly in Greensboro. In light of this city’s rich history and deep connection to the Civil Rights Movement, it’s easy to think equality is always a good thing. However, blind faith in the principle of equality has the potential to create unfair and uninclusive social consequences.

Equality is the equal distribution of resources and opportunities for every member of society.  In applying this concept is becomes apparent that equal distribution is not necessarily fair for those who have been systematically prevented from participating in society to the fullest extent in the first place. Equity, on the other hand, takes into account notions of fairness in the distribution of resources in society. It recognizes that we are born into social systems where power is distributed unequally and that those inequalities are systematic and perpetuated by our institutions. Equity signifies that we all should have the opportunity to reach our full potential regardless of the social groups we are born into. Access to higher education, marriage, and religious freedom are a few of the domains in which it may help us to think in terms of equity in addition to equality. If we believe everyone has the right to freedom of religion (see Universal Declaration of Human Rights, 1948) it becomes important to recognize the diversity of religious practices rather than relying on gross generalizations. Juan Williams’ recent comments about fearing people at airports wearing “Muslim garb” created a frenzy in the media this past October. Most discussion centered on whether Williams should have been fired for his comments (an important discussion) as opposed to the validity of those comments. In a religion practiced by over 1.5 billion people, what exactly is “Muslim garb?” (Pew Research Center, 2009) First, are we assuming all Muslims wear the same clothes? Second, was Williams suggesting that Muslims who wear traditional or cultural attire should not be allowed in airports?  In terms of equity, we recognize that different traditions express belief in different ways but still have the right to be treated with dignity and respect. To remain inclusive we need to create spaces where there is room for different ways of being in the world and that we are able to recognize important differences within diverse groups of people.

Consider our school systems. If we want to retain the very best students on our campus, the most creative, experienced, motivated students, then we need to think of ways to help those with different needs succeed in the classroom. We want everyone to have an equitable opportunity for success. This may include the creation of mentorship programs to help historically under represented students feel like they are part of a community (Carey, 2008; Ballard et al., 2008) or developing programs to support students who are returning to school after extended leaves. Everyone has unique challenges. For those who are members of under-represented groups, or those who possess atypical learning abilities, we need to understand that giving them the same opportunities as everyone else puts them at a systematic disadvantage.. The provision of equity means recognizing and respecting specific needs, not assuming a one-size-fits-all approach.

So now that we know the difference between equity and equality, we can ask ourselves those critical questions, “What do I need to thrive? What personal development should I undertake in order to better understand the experience of others different from me? What is the role of financial prosperity in my journey?” The answers may differ markedly from the needs expressed by our friends, family, colleagues, pastor, mentor, or the many others in our lives.

Self-knowledge, Power and Privilege

Many models of identity development emphasize the importance of self-knowledge (Bennet, 1998; Cross, 1995). This includes knowing our values, motivations, learning styles and cultural lenses. In addition, as we learn about ourselves we learn about the different privileges and disadvantages we have based on aspects of our identity. If I am truly honest with myself I will also see the privilege I have as a heterosexual person, such as going through life without being labeled as “sick” or “immoral,” talking about my partner without being worried about losing my job, and using a public restroom without the threat of violence due to my sexual orientation.

Recognizing these privileges gives me deeper insight into my personal experience in society, and importantly, how I relate to others (Johnson, 1997). Power impacts the relationships we have with each other. It is essential that we attune ourselves to those dynamics so we may connect with others as authentically as possible. For example, if I ignore the fact that heterosexual privilege has opened doors for me throughout my life, then I immediately alienate a large group of people who do not have those same privileges (an estimated 14% of UNCG students identify as Gay, Lesbian, Bisexual, Transgendered, Queer, Questioning or Intersex).

If I don’t authentically connect with my experiences, I even alienate myself from myself. For example, I may try to hold on to my privilege, constantly trying to prove my worth as “a real man.” I may prevent myself from being vulnerable, or being physically or emotionally close to otherpeople. Eventually Imay lose touch and perspective with myself as well as with others. As a leader I must strive to practice empathy and humility, which helps me to have genuine, authentic interactions with people that I have power over.

As a continuation of our refection exercise then, let us ask ourselves: what is my power relationship with the different people in my life? What is my power relationship with those that I am trying to help? If I never received recognition from those communities, would I still do the work?

Our Role in the Global Economic Landscape

I recently led an experiential exercise and discussion on global citizenship at Ashbury Residential College. Students struggled with the concept of wealth redistribution; in particular, redistributing wealth in a society that had economic classes artificially placed upon it. One important point of our discussion was the fact that the different classes did not reach out to each other when determining a solution. I should note that the rules I provided did not prohibit such collaboration. Rather than engaging one another and listening to multiple perspectives, each group tried to determine what was best for the others by relying solely on their frame of reference. On a global scale, certain countries exhibit this tendency more than others.

As a nation, we must be informed about the effects of our country’s economic, political and military policies on the history of other countries. Our knowledge of such history and impact should not be colored by whether or not we voted for the extant leadership, or, whether we were alive when these events occurred. The country’s legacy of colonization and Western domination has set the stage for our prosperity. In today’s world, the transglobal institutions created by western nations establish a context for U.S. relationships in the international community. The World Bank and International Monetary Fund (IMF) have created conditions where developing nations have become impossibly indebted. The World Trade Organization has had a similar impact, regulating trade policies of indebted nations in order to increase markets for Western goods, often at the expense of these countries’ local farms and industries.
The increasing monopoly of fewer and fewer companies over the world economy reinforces these effects, leading some to refer to the current economic dynamic as the new colonialism (for an overview see Stiglitz, 2002; Wallerstein, I, 2003; and especially Sorrells, in press).

Whether we want this or not, we must recognize that our policies have spearheaded these developments and that we benefit from these policies at the expense of the world’s poor and disenfranchised. The global effects include increased inequality, poverty, family division, exploitation, feelings of inferiority and self-hatred, militarism, violence and death.

Yes, we all have our own problems in the U.S.; but it is worth acknowledging that many in the world would kill (sometimes literally) for our problems.

So, for reflection, consider: how do my actions impact the international community?

Final Thoughts and Leadership Implications

This article was more academic than I initially intended. Special thanks to Preston for editing the language to be more conversational. I also extend apologies to those looking to recover from final exams, papers and presentations. Yet despite the theorizing that happens in higher education, ultimately all of this reflection must lead to action. All of the educational degrees in the world, all of the debates we have with friends and teachers, all of the books we read are all for naught if at the end of the day we all juss do what we was gon’ do anyway. Leadership is not a product of thought—it is the result of action.
Therefore, it is important that we do something: to stifle oppressive speech and behavior, to educate our fellow brothers and sisters, to give back to those from which we have taken much. This is the ultimate aim of leadership.

Happy holidays!

Author:
Mark Villacorta, Ph.D.
Assistant Director
Office of Multicultural Affairs
The University of North Carolina at Greensboro (UNCG)

Edited by Preton Yarborough
Office of Leadership and Service-Learning
------------------------------------------------------------------------------------------------
References

Ballard, J., Gilmore, L., Keith, H., & Ore, B. (2008). Academic Achievement Amongst Minority Students. The College Student Experience (CNS 572). Paper 2.

Bennet, M. (1998). Intercultural communication: A current perspective. In M. Bennet (Ed.), Basic Concepts of Intercultural Communication: Selected Readings (pp. 1-34). Boston, MA: Intercultural Press.

Carey, K. (2008). Graduation Rate Watch: Making Minority Student Success a Priority. Education Sector Reports.

Cross, W.E. (1995). The psychology of nigrescence: Revisiting the Cross model. In J.G. Ponterotto, J.M. Cross, L.A. Suzuki & C.M. Alexander (Eds.), Hanbook of multicultural counseling (pp.983-122). Thousand Oaks, CA: Sage.

Johnson, A.G. (1997). Privilege, Power, and Difference. Boston, MA: McGraw-Hill.

Pew Research Center. (2009). Mapping the Global Muslim Population. The Pew Forum on Religion and Public Life.

Pharr, S. (1988). Homophobia: A Weapon of Sexism. Inverness, CA: Chardon Press.

Sorrells, K. (in press). Globalizing Intercultural Communication.

Stiglitz, J. (2002). Globalization and its discontents. New York, NY: W.W. Newton.

Wallerstein, I. (2003). The decline of American power. New York, NY: The New Press.

The United Nations and Human Rights 1945-1995, Department of Public Information, United Nations, New York (ISBN 92-110560-4).

Thursday, December 2, 2010

Leadership Anxiety, By Kendra Hammond

LEADERSHIP FREAKS ME OUT.

Seriously. Leadership is one of the most terrifying aspects of my life. This poses a problem, considering I am a student leader in several areas on UNCG campus. These areas include Outdoor Adventures trip leader, OLSL Edible Schoolyard student liaison, and University Speaking Center consultant. Just when I think I have a system worked out, am feeling confident to lead, and am ready to take on the greatest goal yet, I am ambushed yet again by the ever-haunting question to myself: “Who do you think you ARE?”

Funny I should ask. The “Who am I?” question is one that you cannot answer with A, B, C, or D. True or false is inadequate. Try looking it up in the library’s reference section, you won’t find it. It isn’t even one of those wishy-washy, open-ended essay questions we students love so dearly. It is the ever-evasive, mega-mysterious, impossible-to-answer question that will haunt leaders, and human beings, for that matter, until the end of time. Bits and pieces emerge, but forming a complete and accurate picture to answer that question is anything but fruitful.

Despite the fact that the inability to answer the “Who am I?” question is a shared experience among the majority of human beings, my personal inability to do so FREAKS ME OUT. It is one thing to ask oneself that question for speculative purposes, but when placed in the context of leadership, it gets a little complicated.

The original question of “Who do you think you ARE…?” continues on to ask “…leading these people? Why should they care what you have to say?” The burden of responsibility to be credible, honest, strong, and pure becomes heavier and heavier as you delve deeper and deeper into leadership.

When I first entered a leadership position at UNCG Outdoor Adventures, 95% of my energy was focused on my concerns regarding how I would be perceived by those who I was leading. The results of this misdistribution of energy were high anxiety, self-doubt, and an inability to relay even simple, fundamental information to participants.

It was not until I took a step back that I realized that my reason for being in that leadership role really was not about me. Sure, it was important to know myself as an individual and in relation to others, but what was most important in my role was catalyzing change for others. As soon as I shifted my focus from myself onto teaching participants and leading them by communicating my own passion for what I do, my anxiety dispersed rapidly.

So, yes, leadership can be REALLY scary, especially when you over-scrutinize yourself and find yourself paralyzed with self-doubt. The trick is to remember why you are in a leadership role in the first place. Let your passion fuel yourself and others. Who knows? Maybe you’ll be the first to answer that pesky question, “Who do you think you ARE?”

Author:
Kendra Hammond
Outdoor Adventures trip leader
The University of North Carolina at Greensboro (UNCG)

Tuesday, November 30, 2010

Happy 3-Month Anniversary LLP! By Katelyn Chapman


Where does time go? It feels like yesterday when OLSL introduced our new leadership blog, the Leadership Launching Pad, on August 26, 2010. Thanks to all the authors who have contributed insightful posts and made this an amazing community!


To explain more about how the Leadership Launching Pad came about, here’s some background information:
The Leadership Launching Pad was launched with the vision of connecting individuals interested in leadership—students, staff, faculty, and the broader
web community—and providing “food for thought” which readers can add to their leadership tool box. Many leadership groups exist in the community, so the hope is that the blog will be a place to connect and share ideas about leadership.

The Leadership Launching Pad serves as a hub for leadership information with leadership perspectives contributed by experts in communication, conflict and resolution, experiential learning, neuroscience, counseling, social entrepreneurship, multicultural affairs, web technology, ethics, government, and many more.
One new post is published here weekly (typically Thursdays). There are currently 14 posts published on various topics including definitions of leadership, team-building, time and relationship management, and leadership philosophy. You can check out these posts by using the right-hand tool bar for articles organized by month or typing key words (topics) in the search bar.

You are welcome to get more involved with the LLP by:
· “Following” the Leadership Launching Pad
· Adding comments on the various posts
· Letting us know what topics interest you for future posts
· Contributing your own post


Author:
Katelyn Chapman
Leadership Graduate Assistant
The University of North Carolina at Greensboro (UNCG)

Tuesday, November 23, 2010

Start with Yourself, By Ashleigh Musyt

How can I stand out as a leader? This question was posed to me during a recent online leadership conference. Leadership education and training is changing. Technology and social media has changed the way we learn about leadership and it increases our exposure as leaders. It can be a difficult concept to grasp for some people. For example, I just took part in an online leadership conference, my name can be “googled,” and don’t even get me started on Facebook. These items were never topics of discussion in leadership education until recently. With all these changes, I can’t help but think it’s time we took it back to basics.

How can I stand out as a leader? Two speakers stood out to me during this conference. One spoke on relationships and the other on honesty versus talent in leadership. How can I stand out as a leader? Be honest. Be authentic. Be a positive influence in your relationships. Leadership, at the very core, is all about relationships. The relationship with yourself and the relationships you have with others. What do we look for when looking for a life partner? Sure, everyone is different, but what I hear most often from my friends and family is that I want someone who cares, who is loyal, who is honest, and someone I can trust. What do you want in a leader? I want someone who cares, who is loyal, who is honest, and someone I can trust.

I also believe it does take talent to be a leader. However, we have more access to talent and exposure than ever before. With YouTube, Facebook, Twitter, we often feel like we are just 140 characters from our favorite band, singer, actress or Hollywood socialite. With the creation of YouTube, stars are born when they create a video in their bedroom. We have a crazy amount of access to talent. What I see is starting to fade in this world and in our leaders is honesty. Sometimes we worry that we do not have the talent to be a leader. This fear paralyzes us and stops us from fulfilling our full potential. But, when I think of leaders whom I admire most, it is not because of their skill set. I admire her because she is authentic. She has “done the work” to be honest with herself which then transcends to honesty with others.

When we meet our authentic self and understand why we think, feel, and act the way we do, we learn to love what we see. It is my belief that to reach your full potential as a leader, you must work on the most important relationship of all – the one with yourself. Before we can truly care for others, we must first care for self. In order to truly be loyal, honest and trustworthy, we must first learn to be loyal, honest and trustworthy with self. I did not fully understand the power of the relationship with self until recently. I finally realized that I spent so much time trying to change and control external factors that there was not enough energy to reach my full potential.

I learned the most about being a leader from myself. I have heard the cliché, “you can never truly love another until you love yourself,” many times throughout my life. However, it was not until I started to truly work on my relationship with myself did I realize the extent to which I could succeed. The most fascinating thing I’ve learned on this journey is how much easier it is to be a leader, a partner, a friend, a colleague, a person when I have a strong, healthy relationship with myself. Honesty and authenticity is a life-long journey. I do not assert that I have ‘arrived.’ What I do know is that I finally understand the cliché and how it relates to leadership and life.

So, how can I stand out as a leader? Be honest and build strong relationships – starting with yourself.

Author:
Ashleigh Musyt
Assistant Director for Leadership Education& Engagement
The University of North Carolina at Greensboro (UNCG)

Thursday, November 18, 2010

Leaders Change™ Principle 1, By Dianne Garrett

A leader’s job is change - to lead change in your organization and in yourself.

How do you lead change when change initiatives fail so often? John Kotter, Professor at Harvard Business School (known worldwide for his leadership expertise), tells us 70% of all organizational change initiatives fail. Ouch. Additionally, other research reports that 90% of individuals (in this study), who are in a life & death health situation fail to change, even when their life depends on it. Why is change achievement so hard?

How can you help others change successfully, as a leader of your home life, in your workplace, and the community. To answer these questions, we need to better understand our main decision-making tool - the brain. The more we understand our brain, the more we can work within our excellence and our limits to influence others. This article series, Leaders Change™, will detail brain principles and offer associated leadership strategies.

Principle 1: Threat is more powerful than reward.

Our brains are instinctually built to protect us; its primary job function
is to constantly and unconsciously scan the environment for threat. In
doing so, we make judgments regarding safety. Is that food edible?
Is that person going to hurt me?

Eons ago, identifying or not identifying a danger could be
life-threatening. Today we still have these threat systems in our brain
and we need them to help us live - to react fast to press the brake in the car
to prevent a crash, for instance. These perceived threatening situations
drive our behavior (our choices based on our perceptions). Sometimes
we fight. Sometimes we flee. Sometimes we freeze. Sometimes we
avoid or deny. As leaders, we need to understand our own threat
situations and how we express that energy as well as recognize threat in
others.

Leaders need to notice the emotional climates in their body at the time they experience them. I have an exercise called Emotional Inventory where I ask leaders to record their emotions twice an hour - as awareness is the first step to strategic expression. Once you are comfortable in knowing the feeling of emotional threat, take notice of the triggers (both internal and external) and when they occur. In order to effectively communicate, you need to be fully aware of your triggers and your emotional states in order to choose how to execute or not execute that feeling. It’s a leader’s responsibility to have cognitive control of one’s threat or uncontrolled energy will show up in your decisions. Remember, those that follow you are always watching and learning from your choices.

In your work with others, you need to be able to recognize when others are in threat states. As their leader you need to make smart language decisions, both verbally and nonverbally, to not add threat and provoke an increase in cortisol - the threat (increased arousal) brain chemical. Brain research shows that stress damages our ability to make smart decisions and interact with one another. A leader’s job is to create an environment that forwards people not one that causes negative stress.

Furthermore, research shows us that social threat is even more upsetting than a physical threat. Dr. David Rock, Founder of the NeuroLeadership Institute and creator of the SCARF brain model, helps us understand the social power in this question he poses audiences, “Which causes you more stress, getting a bruise on your upper arm from bumping into a wall or from a person using their fist and bruising your upper arm? The answer is a person; it’s much harder for us to get the social infraction off the mind.” Our socialness is part of our humanness.



In summary, leaders, I charge you with increased emotional awareness and increased responsibility of your language as to not create threat in yourself and in others. Remember your constituency is following your lead.

______________________________________________________________________________
The next Leaders Change article will detail Principle 2: The Power of Habit another brain principle that impacts our decision-making ability and our leadership.

Author:
Dianne R. Garrett
Co-founder, QLEAD Intl
http://www.qleadintl.com/

Wednesday, November 17, 2010

Relational Leadership, By Chris Ward

Six years ago I was struggling in one of my leadership roles. I was serving as a Team Leader/Social Service Designee/Life Enhancement Coordinator at an innovative retirement community, and having a hard time.

Let’s just stop right there and address some of the remarkable things about the last sentence. First of all, you may have noticed that my title was a long, ridiculous mash-up of roles. If you aspire to lead, you will at times find yourself carrying the burden of multiple responsibilities and roles that are tenuously connected. Accepting that reality and mentally preparing for adaptation and creative application of your leadership style will position you for greater effectiveness. Also, we don’t tend to think of retirement communities as “innovative,” but this one was extremely cutting edge. The leaders I met there were some of the most dedicated and skilled that I have worked with in eighteen years of practicing leadership. If you aspire to lead, you will find amazing leaders in the most unexpected places.

I was responsible for leading a team of multi-disciplinary caregivers as we served fourteen older adults who were living in our nursing care household. I was in charge of the daily operations of this household. I was responsible for inviting our elders to participate in social events, book clubs, exercise groups, trips to the movies, football games, etc. I was responsible for making sure their personal needs were met by helping them manage their finances, medical needs, support systems, psychological wellness, and social interests. This is where I struggled—try as I might, at the end of every week I would find that I had neglected to call an elder’s optometrist for a replacement lens for a pair of glasses, or to call a family member back with a piece of information about their loved one’s health status, or to play checkers with one older gentlemen who found interaction with peers stressful. I felt horrible when someone’s genuine needs were neglected—I was responsible, and I was always disappointing someone.

I will never forget plodding into my social service mentor’s office and sinking low in my chair as we began our bi-weekly supervision meeting one Monday afternoon. I was understandably frustrated, embarrassed, and discouraged, and ashamed to admit my continuing failure to this veteran, high-powered social worker.

By the way, don’t let yourself be so ashamed of failure that you prevent
yourself from asking for wisdom from those veteran leaders who can help you the
most!

She listened to my confession and seeing my stuckness, she took action. With a no nonsense tone, she said, “Come here.” I obediently walked around her desk to face her. She placed a legal pad on the desk in front of me and put a pen in my hand. “Show me how you write down your social service tasks,” she said calmly. Taking the pen, I kneeled down behind her desk, wrote the date, and began listing items I needed to complete for my elders that day—“phone calls, emails, doctor’s visits, library runs, bank deposits, checker games…” I paused, my pen hovering over the list. Seeing my brain searching for missing items, she waited patiently. After a few moments I finally turned to her, “I know there is something missing, but I just can’t bring it to mind.” I put the pen down firmly on the desk in defeat. She smiled, reached for the legal pad, tore my list off the top, and set it next to the clean page. Then she picked up the pen and raised it towards me expectantly.

If you aspire to lead there will be times when you feel as if you are at a
dead end. When you are at a loss, pause a moment, gather yourself, get yourself
a new piece of paper, and pick up your pen again…

I took the pen from her hand. “Now,” she said, “which of your elders is right next to your office; the first one on the east side of the hallway?” I looked at the ceiling to envision entering the doorway and approaching the residents’ rooms. “John, “ I said. “OK, write ‘John’ at the top of the page. Now, what does John need today, and what does he need this week?” I began to write, “Well, John is still recovering from hip surgery, and seemed to be getting around better this morning. But he did say he will be done with his first round of post-surgery antibiotics on Thursday and I need to get him a refill. He seemed a bit down though, and I should spend some time visiting with him later to see if he’s tired or feeling some post-surgery blues. That reminds me that I should ask him when his next therapy session is. Oh, and I need to call his sister with an update, because she left a message for me Friday afternoon as I was leaving.” My pen was flying across the page and I paused in astonishment. My new list was already as long as my old list and I had only begun thinking about one resident! I turned to my mentor, my mouth still hanging open, and she chuckled. “I have found it effective to think in terms of ‘people’ rather than ‘tasks’, and it looks like it will be effective for you too. See you next week.”

If you aspire to lead, you will have moments of insight that will pop up
quickly. If you don’t hook on to them immediately, they tend to fade into the
busyness of your day as fast as they emerged. Good leaders identify their growth
moments, grab them with both hands, and wrestle them to the ground like a cowboy
roping a calf.

I walked out of her office; my mind newly opened, and realized that I had been given a whole new lens for approaching my work. By thinking through the people I was serving and interacting with, I was able to access the actions I needed to take. I walked back to my office, sat down, and completed my “people list”. By Friday afternoon I realized that I had finally met everyone’s needs.

Since then I have discovered that “relationship” is a mental model that serves me well as I lead. By understanding my leadership responsibilities/duties and then creating a list of the people I am in relationship with, I am able to conceptualize important tasks and create plans of action that enable me to serve people well. I invite you to try this out. Make a list of all of your key relationships this semester—professors, advisors, the students sharing leadership with you in organizations, key family members and friends, your leadership coach, etc. By considering the nature of your relationship with each person/group, and connecting relevant goals and responsibilities to those relationships, you can see how you must take action now and in the future.
Author:
Chris Ward, M.S., NCC
Group Facilitator, TeamQUEST
Doctoral Student, Counseling and Educational Development, UNCG

Thursday, November 4, 2010

CREATE and ACHIEVE Your Personal Vision, By Katelyn Chapman

Huh? What’s a vision board? It’s your vision of what you want to have, be or do in your life plastered on a board. What does this do? It helps you (1) Identify what you really want in life (2) Visually remind you of your GOALS every day, and (3) Clarifies the process for achieving your goals.

How do I use a Vision Board? I’ll take you through my journey…

During my sophomore year at The University of Tampa, I attended a speech by Mr. Delatorro, an inspirational speaker. While speaking on the Anatomy of a Student Leader, Delatorro illustrated a connection between pictures, aspirations, and the power of visual reinforcement. He associated the anatomy of our eyes with the value of visual representation. He asked the audience, “What do you do if you live far from your family or loved one?” We answered, "We keep pictures of them around our house." Images help us feel the presence of those we love, even from great distances.

Ever notice how easy it is to forget about your goals when life gets completely crazy? Life's chaos and complexity can cause us to become distanced from our goals. This separation is one of the most common roadblocks impeding personal growth and development.

When I left Mr. Delatorro, I made a pledge to transform my life through identifying my goals and using visual reminders to reinforce their presence each and every day. How? I blocked off a period of “ME" time which I used to get creative. School work is important and I’m sure I had a test I could have been studying for. But this was something that could offer me long-term benefits. How awesome is that?! Investing a little time now can provide great dividends later. To set the appropriate vibe, I turned on some a cappella music that resonated positive and fun feelings. I then explored my goals and ambitions in a holistic fashion--not just School, but also Friends, Family, Career, and my general Well-Being. Balance is important for me. If I focus all my energy on school and career at the expense of quality relationships with friends and family, I won’t be happy. This exercise helps me maintain a positive and more realistic perspective. If one part of my life goes “bad" (like I got dumped by a boy), I can look at my Goal Sheet and realize many wonderful things going on in other parts of my life. Though I may feel lousy at the moment, the world isn’t going to end.

I've discovered each step of this process has it's own special value. After identifying goals (clarity of focus), I find a picture to reinforce each one (making the goal and reward easier to visualize). Next, I define the steps necessary to achieve it (establishing a plan and my priorities). I made goals for each semester but you can do anything that fits your fancy.

After identifying and illustrating your goals on the vision board, it is important to post your vision somewhere you pass every day. For me, this was usually behind my desk or on my closet door. For others, it’s on the door of the bathroom or in their personal planner. I used this concept throughout my undergraduate career to clarify my personal direction.

This process can be helpful for developing others as well. As a personal trainer, I found this exercise to be meaningful for my clients. I would ask them to (1) Identify a specific goal they had (i.e. lose 10 lbs), then (2) Find a visual reminder that reinforces them (i.e. old picture of them, magazine clip, bathing suit that they would purchase upon completion, etc.) and (3) Place that visual reminder where they would see it every day.

Recently I traveled back to The University of Tampa and visited some friends on campus. I was intrigued to see different applications of this Vision Board technique on book covers, compilations of magazine clippings, and collages on dorm walls right behind their desk. The Vision Board abides! In fact, it made me realize I hadn’t made my typical goal sheet for this semester. Darn! I let my second-year of MBA classes get so busy that I forgot one of the most important things in my routine. Upon returning home, I blocked off some “ME" time. I cranked a little classical music (yes, I know that sounds nerdy) and created a 20" X 40" vision board (see photo).
I included drawings and inspirational quotes that make me tick. (I wouldn't call myself a Picasso or anything, but check out the artful stick figures!) After investing an hour to create my vision board, I felt great! Seeing the “high bar” I set for every area of my life felt exciting and empowering. Now the only person stopping me would be me. I see that vision board every day. It’s a friendly reminder that gently nudges me to fulfill my potential and live my dreams.

We'd love to hear your thoughts on creating and achieving your personal vision. Have you used a goal sheet and/or vision board before? Are there other methods you use to motivate you? Add a Comment to share your thoughts.


Here are more examples of vision boards created by Leadership Challengers.

Author:
Katelyn Chapman
Leadership Graduate Assistant
The University of North Carolina at Greensboro (UNCG)