John Holloway
Multiplying Life By The Power Of Congruence and Harmony
"Our interconnectedness with other people moves us to great service, to a more profound understanding, appreciation, and tolerance of one another; to an honest self-examination of our own attitudes, and behavior; and to the building of community." Robert Greenleaf
Hi, This is my story...
Thank You for exercising a bit of curiosity around my journey.
What you have encountered is a humble attempt to catch a few highlights and milestones in my time in the Organizational Leadership Program at Gonzaga University.
Changing careers, owning a small business, and relocating 600 miles back to North Carolina from Indiana have served as the underpinning of an unintended yet life-altering examination of who I am, where I have been and where I am going.
I can safely say that I strive to be a positive contributor to all of the dynamics I find myself. I like to have fun and appreciate teams as an essential key to success. I cherish those folks who help me take life a little less seriously. As a challenge-driven business executive valued for developing and directing across-the-board programs, action plans, and strategies to help organizations achieve ambitious revenue and growth goals, always remind mindful of how I land on others.
I work with others developing effective partnerships to promote an organizations’ success. I utilize strong diplomatic skills with a natural affinity for cultivating durable relationships. I find that I provide some of the greatest value to group dynamics and decision making through persuading, convening, facilitating, and building consensus. I hope that I can be a trusted servant leader for building and directing high-performance management teams while empowering and directing staff to achieve ambitious goals.
My story is still being written, one opportunity to grow at a time!
John
Personal Leadership Philosophy
With the opportunity to contribute through a leadership role, I endeavor to bring an abundant mindset and positive perspective to serving people and organizations. I recognize the value of others and myself in regards to the health of an organization. I honor lessons learned throughout a dynamic journey. My choice to model a healthy mindset, engage curiosity and listen with empathy enables me to know the privilege of durable relationships. If I can say that I have left someone or something better than I found it, I will have known success in this world.
Introduction
Looking back at my original work regarding the concept of leadership and my leadership philosophy, I recognize the point of departure from which I have followed this journey. I see the essential paradox of who I was striving to be a man and my understanding of how that impacted who I would be as a leader. Without any camouflage, my greatest strength and biggest weakness glared back from the page. Three years ago I explained that I was committed to “being the best for those I was privileged to serve.” Starting with this sentiment, I can recall with great clarity that my focus was so unabashedly directed externally, striving to sacrifice for the benefit of others. I underscored my appreciation for Parker Palmer’s assertion that the relevant pieces of organizational life are the lives and experiences of the people that serve the organization. The evolution for me has come in integrating all of my identities, perfectly imperfect. I have learned that as a leader serving an organization, my sense of self-worth, and the degree I can recognize interconnectivity with others has critical importance for me.
As this opportunity with Gonzaga has unfolded self-worth, self-esteem, and self-acceptance have been the essential additives to being a whole person. Thankfully, my experiences this past summer, leading into this seminar allowed me to finally break down the walls of fear I had inside, truly embracing my strengths and weaknesses and emerge from Mount Adams able to respect and honor my importance to others as an individual. Gilligan (1996) touches on this deep internal fear of exposing one’s weakness and the level of shame that it creates when he states, the family of painful feelings called shame and humiliation, which, when they become overwhelming because a person has no basis for self-respect, can be intolerable, and so devastating as to bring about the collapse of self-esteem and thus the death of the self. (p. 64)
Starting with Why
I recognize a preconceived notion that I initially carried on this journey with me; I was looking for quick, clear and direct answers. Like trying to fit a square peg into a round hole, I have experienced so much in my life where I depleted every ounce of optimism and hope in the nonsensical pursuit of absolutes. I consider my time in law enforcement, my time as an executive of an international nonprofit with a collegiate membership of 12,000 men. My authentic-self shuttered in my soul because I wouldn’t fit the expectations hegemonic masculinity impressed upon me. No matter how much I wished that I was fine, I struggled to identify pure happiness and the joy of connecting with others. Role models implied that complicated things and uncertainties are ineffective, dangerous and ill-advised, especially for a leader hoping to make a difference. I proceeded for so long believing that a real leader, who was serving others, somehow could rattle off a mission and vision in less than ten words. The brevity, passion, and discipline were supposed to have nurtured and sustained others. But the words, ideas, and feelings that come between yes and no are the places where servant leadership exists. My truth is that my greatest service as a leader now exists in the space between, with my choice to be authentic and vulnerable.
My Approach
As a matter of process, I am looking at where I have been, where I am at, and where I am going. I am leaning into the strengths I am identifying in myself. Frankl (2000) writes of our desire for meaning and connection through self-transcendence, “…he knows he is actualizing himself precisely to the extent that he is forgetting himself, and he is forgetting himself by giving himself, be it in serving a cause higher than himself, or loving a person other than himself” (p. 138). McGee-Cooper describes the role of servant leaders as "growing people," explaining the power of servant leadership in that it helps "individuals see their broader calling in life and begin to find meaning in that." I choose to focus on the strengths I have developed. I am an optimist by nature, and optimism is a tool I have that can lift and inspire others. I am personable and outgoing, and I am regarded as having the innate ability to connect with people and listen actively. At several points in my life, friends and co-workers have explained that I am well respected and can be highly influential, regardless of position. Beyond forgiving myself, there is an opportunity to embrace and enjoy the support and loyalty that has emerged with my real identity. For as long as I can remember, I built structures, invested in experiences and sought roles that would ensure that my needs could be masked or ignored. As a result of being a more authentic man and leader, I am enjoying the results of embracing all parts of me and celebrate those people who contribute in my life and welcome me into theirs. These characteristics, in part, reflect applying the universal ethic of empathy, forgiveness, honesty, trust, healing, community (Bowman, 2005; Sendjaya & Sarros, 2002; Smith, Montagno & Kuzmenko, 2004)
Pursuit of Healthy Thought
When considering the ideas of the servant leader and considering the ideas that I have around interpersonal dynamics; Greenleaf provides insight into what he describes as one’s attitude. “Is our basic attitude, as we approach the confrontation, one of wanting to understand? Remember that great line from the prayer if St. Francis, ‘Lord, grant that I may not seek so much to be understood as to understand’ (Greenleaf, 1977).” The willingness to intentionally embrace an innate curiosity to explore reasons and motives without presumption is a critical component of healthy thinking. Attitudes, according to Boone and Makhani (2012) are essential as determinants of the behaviors that result in positive outcomes for leaders and the organizations.
I am mindful to validate everyone in my organization; as mentioned by Northouse, “be attentive to the concerns of their followers, empathize with them, and nurture them” (Northouse, 2012).
I am mindful to avoid manipulation, political, self-centered agendas, and exploitation because they lead to the deterioration of a healthy mindset. Such leadership models are experienced far too often for many in organizations, and they fragment, and even destroy relationships and whole groups.
Daily, I approach dynamics with an abundant perspective and curious attitude. For me, this type of leadership goes far beyond having a cheery disposition as a means to pretend there aren’t challenges and struggles. Rather, the attitude I recognize as critical is one that acknowledges fears and elevates the aspirational and positive outlook in every engagement through an interest in understanding more. Taking a breath to be conscious of how I am "landing" on someone else is the manifest of values-based decision-making. Many servant leadership scholars contend that the attributes of servant leadership originate from the core beliefs and personal values of leaders (Covey, 1990; Russell, 2001; Russell & Stone, 2002).
Values are evident in attitudes and behaviors that form the essence of servant leadership (DePree, 1992; Kouzes & Posner,1995; Schein, 2010). Making decisions that illustrate an open and transparent set of values allows others to develop their understanding and appreciation for my decision-making. Far from being merely transactional, I am dedicating energy to ensuring that the values that serve as the foundation of a decision are anticipated, appreciated and hopefully inspirational. “A leader does not elicit trust unless one has confidence in his values and his competence (including judgment) and unless he has a sustaining spirit (ethos), that will support the tenacious pursuit of a goal (Greenleaf, 1977).” My core values have crystallized. For me, I am much clearer on behaviors and beliefs that I find unacceptable. Ambivalence in group dynamics has become intensely frustrating in a way that I can finally articulate.
My Goals
Developing a strong capacity for empathy is essential for the growth and development and success of those they serve. “Empathy: Servant leaders identify with and show concern for the needs of followers. In this way, they model respect (Spears, 2010).” I understand empathy through defining it as the intellectual identification with or vicarious experiencing the feelings, thoughts or attitudes of another. For some individuals, this skill comes naturally while others must work to develop it. “The servant always accepts, never rejects. The servant as a leader always empathizes, always takes into account the person but sometimes refuses to accept some of the individual’s effort or performance as good enough (Greenleaf, 1977). According to research, benefits of empathy in the workplace are many. It improves emotional well-being, deepens relationships and may provide insight into poor job performance or issues with co-workers. It can lead to further awakening during an interaction. Modeling empathy provides a deeper understanding and insight into the individuals and the organization as a whole. I have come to understand it as my best opportunity to fulfill my goal of being a true servant leadership. Empathy is a crucial practice for the servant leader – and also a responsibility. It entails honoring the emotions of the other person and doing so without judgment and criticism. My leadership begins with listening – truly being present in the moment with someone and listening with your whole self to them and to myself.
References
Boone, L. W., & Makhani, S. (2012). Five Necessary Attitudes of a Servant
Leader. Review of Business, 33(1), 83-96.
Bowman, R.F. (2005). Teacher as servant leader. The Clearing House, 78:6, 257-260.
Covey, S. (1990). Principle centered leadership. New York: Simon and Schuster.
DePree, M. (1992). Leadership jazz. New York: Dell Publishing.
Frankl, V. (2000). Man’s search for ultimate meaning. New York, NY: HarperCollins.
Gilligan, J. (1996). Violence: Our deadly epidemic and its causes. New York, NY: Grosset/Putnam Book.
Greenleaf, R. K. (1977 [2002]). Servant leadership: A journey into the nature of legitimate power and greatness. Mahwah, NJ: Paulist Press.
Kouzes, J. M. & Posner, B. Z. (1995). The leadership challenge: How to keep getting
extraordinary things done in organizations. San Francisco, CA: Jossey-Bass.
Northouse, P. G. (2012). Leadership: Theory and Practice (6th ed.). Thousand Oaks:
SAGE Publications, Inc.
Russell, R. F. (2001). The role of values in servant leadership. Leadership &
Organization Development Journal, 22(2), 76-84.
Russell, R. F., & Gregory Stone, A. (2002). A review of servant leadership attributes:
Developing a practical model. Leadership & Organization Development Journal,
23(3), 145-157.
Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). New York, NY: Wiley.
Sendjaya, S., and Sarros, J.C. (2002). Servant leadership: It’s origin, development, and application in organizations. Journal of Leadership & Organizational Studies,9:2, 57-65.
Smith, B.N., Montagno, R.V., and Kuzmenko, T.N. (2004). Transformational and servant leadership: Content and contextual comparisons. Journal of Leadership& Organizational Studies, 10:4, 80-92.
Spears, L. (2010). Character and Servant Leadership: Ten Characteristics of Effective, Caring Leaders. The Journal of Virtues & Leadership, I(I), 25-30. Retrieved October 14, 2015, from
http://www.regent.edu/acad/global/publications/jvl/vol1_iss1/Spears_Final.pdf
A Leadership Experiment
My intention is to continue my journey from independent academic study to a healthy interdependent exploration of servant leadership amongst good people
The Walk About:
An un-conference in leadership
A multiple day hike on the Appalachian Trail for leaders seeking the opportunity to engage and reflect on social, emotional and academic facets of leadership with good people.
Collaboration
In January 2019 I reached out to good people I had the privilege of experiencing Mt Adams with through the ORGL program.
Originally testing the concept, the enthusiasm around the opportunity for good people to come together for ongoing growth opportunities around the concepts we have learned through Gonzaga was immediate and contagious.
Seven students from the 2017 Mt Adams trip quickly grew. The original invitees began communicating with fellow leaders from outside the Gonzaga bond, and four more folks wanted to share in the experience.
We now utilize Basecamp.com as our virtual "basecamp to prepare.
Outcomes
How do groups with varying degrees of familiarity and connection intentionally navigate the complexities of group dynamics to achieve goals?
Showing up and participating in this unconference is the first step. Participants will be encouraged to set down their "Voice of Judgment" and open their minds; set down their "Voice of Cynicism" and open their hearts; set down their "Voice of Fear" and open their will to the work together over the course of the three days in the backcountry on the historic Appalachian Trail.
-
There will be time to pause, reflect and share where folks find themselves on their professional and personal journey.
-
The participants will draw upon a range of tools and skills amongst the group to support the experience. This will be. critical, as complex and varied environments will shape every step.
-
As a result, participants will have the opportunity to share the foresight developing within them and begin to formulate strategies for application going forward.
Assessment
To assess the impact of attending the Walk About, we will start with answering the question of why we are doing this.
From that point of departure, we will:
-
Provide opportunities for the learning to happen.
-
The journey will be infused with moments for:
-
Critical Thinking
-
Journaling
-
Exercise curiosity; providing chances to listen for the purpose of understanding
-
Problem solving and decision making
-
Effective and professional oral and written communications
-
Use of information and communication technology
-
Principles of servant leadership
-
Complex decision making and associated harm reduction
-
Employing values to situations and choices
-
-
-
Assess participant Learning
-
Use an Assessment Inventory
-
Have we established learning outcomes for experiential learning in the experience?
-
Have we provided opportunities for participants to engage in learning through sequential exposure to challenging, compelling, and enriching activities in appropriate settings?
-
What assessment data do we already have?
-
How have we used the assessment results we currently possess?
-
-
Practice sharing observations and document the highlights.
-
Individual and Shared Reflection consistently at the beginning, middle and end of the Walk About.
-
Conduct an interview with each participant 30 days after returning from the experience.
-
What were you most excited about when you arrived?
-
What is one thing that surprised you during the Walk About?
-
Was there a point where you felt uncomfortable amongst the group? Were you able to resolve the situation?
-
Identify something that you heard from another person that you have incorporated into your own approach to leadership?
-
Would you participate again? Could you name two additional leaders who you feel would benefit from the experience?
-
-
Use the results to shape the next Walk About
-
My Past
Leadership Experiences
Background & Expertise
As a professional in my field, I’ve had the opportunity to hold a variety of roles in many different companies throughout the years. Take a look below to learn more about my background and experience.
Executive Director,
Pisgah Astronomical Research Institute
Leverage servant leadership and strategic vision for collaborative field study and educational programming that embraces the full range of disciplines represented by the organization while developing its national profile, driving national recruitment, and cultivating partnership development.
Spearhead the overall organization’s assets worth more than $18M at the Institute, along with $10.7M+ of public support, and developed private donations of more than $6.5M+.
Source and render resources to strengthen and manage the organization and its portfolio, including directing opportunities for research and learning experiences and building multidisciplinary collaboration across sectors.
Devise a holisitic organizational change model with associated financial operational planning by working closely with the Board of Directors, allocating resources through clear objectives, targets, and associated measurements.
Mentor and guide staff and volunteers to achieve income generation targets from research funding agencies while enhancing organizations's programs by capitalizing on funding initiatives from the state, federal, and foundation sources.
Steer the organization and its members to ensure compliance with accepted policies for research quality and conduct, in addition to the requirements of all relevant regulatory bodies.
Coordinate and manage regulatory relaitonships, loan agreements and grants with the National Science Foundation, The National Aeronautics and Space Administration, The NC Space Grant, The NC State Musuem of Natural Science.
Attract, lead, and retain faculty and staff to promote academic learning and research excellence within the Institute ensuring the availability of development opportunities for all staff and volunteers.
Foster and maintain external relations by promoting the Institute to external bodies and organizations, enhancing organization’s reputation, profile, and influence at all levels; with a passionate commitment to the mission.
Encourage the development of new operational areas consistent with the organization’s evolving focus, captivating unique aspects of the campus, instruments and commitment to learning.
President & Chief Collaboration Officer
GrowthGuiders, LLC
Render executive leadership and corporate vision onorganizational consulting, coaching and curriculum design while directing the development of corporate strategy, goal setting, operational management, program design, and facilitation.
Oversaw and directed a team of four staff with an annual budget of $125k ensuring the development of comprehensive programs with optimal allocation of resources.
Successfully designed 85+ customized coaching programs targeting unique organizational needs.
Increased the revenue by 35% per year in the second and third year by cross-selling to 5 key clients.
Generated 85% of total leads worth $80k through social media and website with a conversion ratio of 16%.
Augmented profits by 45% through negotiations for extension and increase of contracted services.
Coached and mentored 475 staff and volunteer leadership of the multi-million dollar nonprofit organizations.
Supported client organizations with strategy, stakeholder analysis and preparation for change through coaching and consultations.
Designed 8-week curriculum for Indiana University’s Student Life and Learning Office, “CEO/CAE Bootcamp” for Indiana Society of Association Executives and 36 other programs (full list at resume’s end).
Delivered presentations on organizational leadership, program implementation, talent management, operational effectiveness and regulatory compliance to notable clients.
Director Of Chapter Services / COO
Lambda Chi Alpha International Fraternity, Inc.
Spearheaded the strategic, change management, program design, andrisk management functions while directing a team of 30 members and 650+ volunteers with an annual budget of $1.7M.
Developed strategy and measurable KPIs for performance monitoring in conjunction with 200+ North American chapters.
Grew international conference attendance by 31% while reducing expenses by 23%; boosted member involvement by 20%, increased member recruitment and retention rates at chapters by 5% - 25%.
Led the design, implementation, and monitoring of training and development change initiative for 10,500+ users and 200+ leaders per year.
Redesigned 25+ education and training programs and modules and 50+ manuals, guides and resources for program facilitators and participants.
Created training programs for 28 staff members and 600+ volunteers.
Slashed employee turnover rate and increased number of applicants for vacant positions through changing of reporting and monitoring practices.
Reported to one operational and two governance board committees; instituting new ways to share data and analysis.
Headed a team of 6 to redesign organizational insurance premium allocation model for chapters and individual members; conducted 400+ annual training and educational presentations for 20 to 700 attendees in the process.
Vice Detective & Emergency Response Team Crisis Negotiator, Spanish Translator, Accreditation Officer
Gaston County Police Department, NC 1998 - 2004
Police Officer & Patrol Division – Hispanic Community Officer & Spanish Translator
Charlotte-Mecklenburg Police Department, NC 1995-1998
Correctional Treatment Coordinator III, Circuit Court Spanish Translator
Prince Georges County Dept. of Corrections, MD 1993 - 1995
Key Programs Designed & Facilitated
-
Creating Recruitment and Retention Strategies for Membership-Based Organizations
-
Designing, Staffing and Empowering Leadership Dynamics for Successful Teams
-
Applying Behavior and Communication Styles for Interpersonal Success
-
Leadership Transition Retreats for Nonprofit Leadership Cohorts
-
Rites of Passage, Ceremonies, and Ritualism for Relationship-Based Organizations
-
Men’s Retreats for Washington State University, University of Tennessee, University of Kentucky
-
Rites of Passage / Designing Appropriate Ceremonies
-
Social Norming / Men Coming of Age 2-Day Retreats for Men’s Organizations
-
Social Norming / Advanced Team Building for Experienced Professional
-
Effective Communications and Strategic Thinking for Boards of Directors
-
3 Phase Workshop on Facilitation Skills Training for Engineers
-
What to Expect In ORG Change, based on the ADKAR model
-
Making Informed Decisions About Choosing the College Experience For You
-
Developing and Managing Volunteer Programs for Non-profits
-
Presentation and Facilitation Training for Field Consultants
-
Applying Active Listening Skills to Interpersonal Dynamics
-
Designing with The End in Mind Workshop for Curriculum Writers
-
8-week New Member Orientation and Skills Development Program and Facilitator Training Program
for Indiana University’s Student Life and Learning Office
-
Developing Personal Core Values and Applying Them to the Larger Organization
-
Indiana Society of Assoc. Executives CEO/CAE Leadership Bootcamp
-
Volunteer Skills Training and Interpersonal Skills Development
-
Techniques for Creating and Using Case Studies to Educate Professional Teams
-
Applying Motivational Interviewing Techniques to Managing Teams
A chance to say Thank You
I was humbled by the chance to share my feelings regarding the profound impact this program and these people have had on me.
SKILLS DEVELOPED
No matter the role or project, I’m confident in how my education influences these professional skills
Organizational Leadership
-
Organizational Strategy & Vision
-
Grant Proposals/Management
-
Stakeholder/Donor Engagement
-
Community Outreach/Development
-
Budget & Resource Management Curriculum / Program Design
-
Leadership & Team Development
-
Workforce Planning / Talent Management
-
Educational Programming Management
-
Consulting/ Coaching
-
Facilitation / Presentations
-
Marketing & Promotion
GONZAGA UNIVERSITY
MA, Organizational Leadership
Organizational Leadership 500
TAKE AWAYS
There is a particular piece that remains with me since the beginning, Palmer discusses that the greatest asset is the people within the organizations. I whole-heartedly agree. He goes on to discuss the habitat/environment that needs to be nourishing and supportive and empowering. Specifically, he mentions that many feel like they have to go to battle many times to uphold and sustain their integrity and values. If there were two key strategies that address the feeling of "combat," and encourage higher understanding and appreciation for the folks as individual leaders and followers with purpose and importance; I have come to understand that everyone wants to be respected and to trust those they work with.
KEY TEXT
Kouzes, J. M. & Posner, B. Z. (2008). The leadership challenge. San Francisco: John Wiley & Sons.
Palmer, P. J. (2007). The courage to teach . San Francisco: Jossey-Bass.
Wheatley, M. J. (2006). Leadership and the new science:Discovering order in a chaotic world, (3rd ed.). New York: Barrett-Koehler.
Yukl, G. A. (2009). Leadership in organizations, (7th ed.). Paramus: Prentice Hall.
Methods of Organizational Research 501
In my progression plan, somehow ORGL 501 seemed to be a continually missed opportunity because I was active in other courses. While it may seem odd to include this in the frame of interdependence, yet I came to appreciate that I was connected to the individuals who have endeavored to understand and study the concepts I formulate my approach to leadership around.
Being exposed to this curriculum was a critical additive in understanding the research that is presented in the ORGL journey. For me, the process of selecting articles to focus on was a surprise. I ended up thinking about the process because, on the first two articles, I chose an article, read it through and hit repeated roadblocks in my mind when it came to making sense of things. Inevitably, each time I paused, read the other articles and then found the motivation and drive to explore the material and the concepts.
Imagine, Create, Lead 502/605
Leadership and Interdisciplinary Arts
I attached a summary of how I used the movement rubric in my facilitation of a staff retreat for a client. I continued to fine tune the application of the rubric and use it with groups that need a more interactive approach. I found a degree of resonance with that activity as a facilitator, while I did run into a few objections from participants that I didn't feel completely comfortable addressing in the moment.
Leadership and Mindfulness
In the matter of Leadership Mindfulness, I found resonance with the work I had been doing coaching the Executive Director of the Indiana Canine Assistance Network (ICAN). The executive is a warm, stabilizing personality named Jillian. My firm was hired three years ago to begin working with the organization and at this point; we were collaborating on a three-step strategic planning effort. A particular matter became evident to the civic leaders who joined the executive in a focus group that I facilitated. Through the dynamic of being the facilitator of the process and thought partner afterward, I found an opportunity to use the four questions that Katie provides.
ICAN was the dream of its founder back in 1999. The founder is a Ph.D. from the University of Indiana who realized a passion for bringing together the developmental work within correctional facilities with offenders training dogs and then bringing those dogs to individuals that need to be certified service dogs to have better lives. The founder has extensive talent and skills when it comes to training the dogs. On her own, she began the fledgling organization that has continued to grow and evolve it a robust nonprofit in Indiana.
As I reflect on implementing Byron Katie’s Four Questions with Jillian, I am drawn to the power of the fourth issue. The first three questions follow a process that in some ways appear to be somewhat intuitive. The final question seems to guide the speaker to an even deeper reflection that seems to transcend the dynamics of the specific question and causes a second and possible even third look back at the context the question has to one’s greater journey. After working through the process, I appreciate the safety that coaching the process rather than actively using it myself allowed. It won’t be long till I find the opportunity to sit with intention and use these questions to hopefully increase my mindfulness.
The Four Questions from Byron Katie:
1. Is it true? (Yes or no. If no, move to 3.)
2. Can you absolutely know that it’s true? (Yes or no.)
3. How do you react, what happens, when you believe that thought?
4. Who would you be without the thought?
Leadership Metanoia
As I reviewed the list, I was struck by the number of Colorado-based companies there are on the list. My hypothesis is that the environment plays into the dynamic most assuredly. I thought that was interesting.
For me selection of a company, I chose a group that I have an affinity for and is local to me. I have met several staff and guides in Asheville in my last year from NC Outward Bound, and while they are acquaintances, upon reflection I can identify some common characteristics that are common threads and resonate and inspire me.
I felt an instant degree of respect from each person when I have met him or her. They are typically smiling, engaging, and they convey a sense of altruism. In the local community that I am a part of, the organization distinguishes itself in the realm of experiential learning. Additionally, my dialogue with a guide from the group several months ago centered around the critical aspects of debriefing their activities. From my own life’s journey, the importance and impact of reflection can be an academic notion that is not practiced with commitment. In every interaction, these folks seem to walk the walk that they talk about.
I think that it is also important to identify that every time I hear conversation about Outward Bound, they are known for positivity, responsible behaviors, and a commitment to being a part of the greater community of Asheville. This seems to convey that the culture of the group trancends the written marketing and logos.
Outward Bound expeditionary learning can occur nearly anywhere, with almost anyone: in the classroom; on a grueling mountain ascent; in the post-course debrief, or in the days following a return from the wilderness.
Creativity & Personality
My time with the MBTI was not the "destination," but rather; a point of departure. So if I look and look again at the MBTI, I always saw my bias against the proverbial box that I always felt it put people in. There seemed to be little accommodation for significant shifts in one's life based on any number of reasons. I have found that these watershed moments have certainly altered my categorization. Which lead to my additional way of looking at the MBTI that depicts it as a place to start our individual work and personal development. As servant leaders, they are characteristics of those we serve, that make a roadmap to assist us in moving from a simple second or third order understanding to actually embracing the 4th + mindset? I came to see MBTI as a passport of sorts; serving as a way of understanding where folks would like to go on our journey of growth and development.
Leadership and Transcendentalism
I do want to state right off the bat that I did not find a great amount of comfort in the initial class time around the topic. I can see that I had brought a lot of baggage and personal experience to that "party." That being said, I left my initial focus on how privilege impacted the process these thinkers set out to navigate in rural New England. A new way of thinking about it opened up for me and I think that I just might have been able to pick up on the key themes despite my own inclination to discredit the approach. I walked away musing on how much serendipity there really is in this world.
Leadership Improvisation
As I stitched together my artifact/project to summarize and conclude my work in the course, the true impact of the course work has distinguished itself. While I originally could have reached a completely different set of takeaways, it wasn’t until I allowed myself to passionately create the project, that a healthier way of being percolated to the forefront.
My project was focused on a community initiative that sought to empower and foster personal growth through interpersonal dynamics, most similar to mentors and mentees. It was critically important to establish some expectations for the space that exists amongst the pairs of individuals who hopefully exchange perceptions, beliefs, hopes and fears. In other words, I wanted to provide "fertilizer" that could foster positive growth individually and collectively. I drew directly from our work around improvisation. I think that it was the earnest and sincere ways in which fear is dispelled, hope is exercised and love is realized. These pieces are now components of the curriculum for the first five modules of work that the mentors/mentees will review and work on.
-Establishing and Ensuring A Positive- Space To Grow
• “Yes, AND…”
In conversations between the mentor and mentee, everyone accepts what is in front of them and they choose to build on it.
• TRUST
Trust between the mentor and mentee is foundational and when not present, spontaneity and creativity are diminished. -Establishing and Ensuring A Positive-Space To Grow
• ACCEPTANCE
The mentor and mentee agree and commit to practicing the skill of being present to what is happening. The duo will hopefully operate in the world that is, as opposed to a fictional reality; asking “if this is true, what is also true?”
• LISTENING
Both the mentor and mentee should begin with the skill of listening to respond, with intention and effort to move to a place of listening to understand. -Establishing and Ensuring A Positive-Space To Grow
• STORY TELLING
Everyone has compelling and dynamic stories that contribute to knowledge and wisdom. The vast majority of stories told are boring. A highly collaborative and creative relationship will be evidenced by the sharing of stories that contain vulnerability and authenticity.
• “AND...” versus “BUT.”
“But” is a dream killer, a conversation-ender and creates defensive feelings. Instead of “But,” mentors and mentees should be using “And.”
KEY TEXT
Tharp, T. (2006). The creative habit: Learn it and use it for life. New York, NY: Simon & Schuster.
Brown, T. (2009). Change by design: How design thinking transforms organizations and inspires innovation. New York, NY: Harper Business.
Burkus, D. (2014). The myths of creativity: The truth about how innovative companies and people generate great ideas. San Francisco, CA: Jossey-Bass.
Organizational Ethics 503
TAKE AWAYS
1) Lewis writes: “If no set of moral ideas were truer or better than any other, there would be no sense in preferring civilized morality to savage morality, or Christian morality to Nazi morality.” When I explored this concept of addressing different personal moral codes in an organizational setting, I echo Collins (2001) sentiment that “Leadership must be about creating a climate where the truth is heard and the brutal facts confronted (p. 71). Real transformation requires genuine honesty (Freire, 2000). Rather than brushing the ethical divergence under the rug, the leader must make it a priority to address directly the conflict.
I found it very impactful to consider how Juror #8, Henry Fonda’s character from 12 Angry Men (1957) as a model for working through several ethical conflicts. Filled with humility, poise, respect, and courageously seeking the truth, I saw a tempered and healthy way to explore the factors at play in a situation. I was moved by how others were enabled to voice their opinions and perspectives.
Once learning the ethical, moral codes of the individual’s involved, it is imperative that the moral codes must hold within the ethical standard of the organization. I would want to be humble enough to listen without bias and receptive enough to examine myself; however, if a personal moral code is clearly incongruent with the organization’s moral code then some decisions need to be made. If the personal moral code falls into a "gray," non-distinct category, then it provides an opportunity for further dialogue on the issue. From this, the organization should either add or refine their established moral standards.
It was also challenging to look at both Freud and Lewis, as they experienced pain, suffering, loss and disappointment in their adult life. The key difference is their world views influenced their perception of these events. The trials and tribulations that I have faced during this course study ended up being blessings in disguise because they kept me humble and still help me have empathy for understanding others. In the Bible, God called great people to do amazing things. To prepare them for their great calling, God used trials, tribulations, and victories in their lives to develop not only their skills but also their character for leadership. Without experiencing suffering, how then can I show empathy to someone who is struggling? In writing this, I was reminded that the trials I face can be a blessing in disguise. In the Bible, in the book of James 1:2-3 (NIV) says, "Consider it pure joy, my brothers, and sisters, whenever you face trials of many kinds because you know that the testing of your faith produces perseverance. Let perseverance finish its work so that you may be mature and complete, not lacking anything." Currently in my professional role, I am focused on building and evolving the culture of organizations through many aspects. For the majority of my time, there has been a deeper frustration, which longs for something more and an opportunity to be a more integral, consistent part of a team. This is an ongoing trial for me because I see clients that have so many great people but need further guidance in the area of leadership, culture, and taking care of employees. I know it is best if I embrace my role today (these things are truly not hardships in comparison to so many others), but I can't help but believe I have been placed there for a bigger reason than I see.
KEY TEXT
Collins, J. (2001). Good to Great. New York, NY: HarperCollins Publishers.
Fonda, H., & Rose, R. (Producer), & Lumet, S. (Director). (1957). 12 angry men. (Motion picture). United States: Orion-Nova Productions.
Freire, P. (2000). Pedagogy of the Oppressed. New York, NY: Continuum.
Organizational Communication 504
TAKE AWAYS
People always default to "communication" as the answer to everything. It is the solution to all problems. In debriefings, after action reports, conflict and frustrartion, the answer to all questions and/or issues raised is "communication", and the idea that "better communication" is the silver bullet . For example the company where a classmate worked, conducted a survey of all employees regarding a myriad of topics and issues - ranging from benefits issues to supervisor/subordinate relationships. As the CEO reviewed the results with the company, one of the findings was related to how subordinates perceived their communicational relationships with their supervisors, which is directly related to communications. However, as the meeting continued it seemed as though the solution, or partial solution, to every other finding was that communication needed to be more clear, delivered in agreed upon ways, and received and trusted. Every matter, issue, and problem that companies, organizations, leaders, managers, and employees face is tied to communication, not necessarily solved by it.
Downs and Adrian (2004) state, "communication is one of the most interesting organizational phenomena to investigate precisely because it is so complex and multifaceted" (p. 4).
As I read completed the course, worked on the communication audit of my chosen organization, and reflected on
my personal experiences as a leader and consultant for that group, I found this statement by Downs and Adrian to be spot on. Communication spans all aspects of an organization, is more complex than we probably realize, and is one of the most important things we do.
KEY TEXT
Downs, C. & Adrian, A. (2004). Assessing organizational communication: Strategic
communication audits (The Guilford communication series). New York:
Guilford Press.
Organizational Theory 505
TAKE AWAYS
The "ability to build coalitions is a basic skill for those who wish to attain and maintain power and influence."[1] Through coalitions, weaker parties to a conflict can increase their power. Coalition building is the "primary mechanism through which disempowered parties can develop their power base and thereby better defend their interests."[2] Coalitions may be built around any issue and at any scale of society, from neighborhood issues to international conflict.
The formation of a coalition can shift the balance of power in a conflict situation and alter the future course of the conflict. People who pool their resources and work together are generally more powerful and more able to advance their interests, than those who do not. Coalition members may be able to resist certain threats or even begin to make counter threats. Generally, low-power groups are much more successful in defending their interests against the dominant group if they work together as a coalition. This is certainly more effective than fighting among themselves and/or fighting the dominant group alone.
I appreciated the need to honor and appreciate the role of politics, the critical need to form coalitions, alliances and support systems, and not to take for granted other's investment in relationships within an organization.
I understand
that there will always be a direct dependency on the leadership's perceptions and beliefs about customer service which will have implications on the choices the leadership makes when challenged. I do like the comparative to the "parents" because in actuality that degree of supervision and support is associated.
KEY TEXT
Bolman, L. G., & Deal, T. E. (2008). Reframing organizations: Artistry, choice and leadership. (4thed.). San Francisco, CA: Jossey-Bass.
Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Currency Books.
Leadership and Diversity 506
Hegemony influences power relations quite often. A classmate illustrated this statement with a focus on her experience in a corporate work environment. Acknowledging this environment has become more progressive over the past several decades in the US, there are still many instances where more egalitarian behaviors are still misunderstood by men and women alike. Raising the family, while trying to advance up the corporate ladder serves as a glaring example because the advancement into high profile leadership roles are reserved for the most dedicated, ones who are accepted into the "Old Boys Club" by demonstrating their commitment to the organization specifically through time. Setting reasonable boundaries and accommodating the needs of raising children is assumed to have an adverse impact on the commitment to the organization. So getting the kids to school, taking care of a sick child, and creating a barrier between work and personal, for many, demonstrates that women are not committed to the company. In respect to culturally, those family tasks still are more likely to fall into the female domain for responsibility. Women often assume the responsibility to be everything at home and meet the expectations at work, with the unspoken message that family “excuses” can be detrimental to one's advancement.
Within this same corporate domain, ideology also plays a role. The ideology of a male dominated environment is still pervasive in the US business world. The production line activity in measured in man hours, there is still a Chairman of the Board, and even our own mental models play into the ideological expectations. The first picture that will likely come to mind for most when given words like engineer, mechanic, and stock broker are likely male. The power dynamic is reinforced by words and symbols that drive the mental models we all possess
Allen (2011) writes, “To explain the complexities of power, Foucault introduced the concept, ‘discipline’… As Foucault conceived it, discipline refers to ‘elements of social relations that control, govern, and normalize individual and collective behavior’… in most organizations discipline helps to produce ‘regular, recurring, functional behavior” (p.26). The entirety of the course offered the chance to sit in the intersection of culture and leadership; a place that was often uncomfortable, and always humbling.
KEY TEXT
Bordas, J. (2007). Salsa, soul, and spirit: Leadership for a multicultural age. San Francisco: Berrett Koehler.
Caputo, J.S. Hazel, H.C., McMahon, C. and Darnels, D. (2002). Communicating effectively: Linking thought and expression (3rd. Ed.) Dubuque, Iowa: Kendall-Hunt Publishing. Chapter 12: “Interpersonal Communication in the Global Village: Issues of Culture and Gender.”
Law, Eric (1993). The wolf shall dwell with the lamb: A spirituality for leadership in a multicultural community. Danvers, MA: Chalice Press
Servant Leadership 530
I came to understand how actions and choices indicate the presence of the Servant Leader's heart. I found an awakening in some specific areas, most unexpectedly with how often they exercise imagination as it relates to innovation. The word innovate comes from Latin roots related to renewed or altered. From the very source of the word, innovation is primarily based on improving something, which is essential. Imagination goes further because it is based on thinking of something that is not yet real. Servant leaders can embrace the idea of something that does not yet exist. I am of the opinion that innovation moves us forward, and imagination leaps us forward.
I also found a clarion call in the notion that for the servant leaders to be effective, the servant leader has to know where the followers need to go. From that ability to imagine success and the victory of achieving those outcomes, leaders influence followers to accomplish a goal.
In reflecting on my actions as I continue my journey of personal growth and development, I actively consider my perceptions and beliefs as a man and an aspiring servant leader. I believe that the ability to appreciate the experiences and feelings of those you interact with is critical. Through the course, I thought of specific times when I had associated with individuals who are unwilling to exercise empathy, and I can recall the frustration I felt when that other person seemed reluctant to appreciate where I was coming from. In that same train of thought comes the recognition that those I communicate with are entitled to the same understanding that I had needed. Much like a muscle, the ability to employ empathy gets stronger every time it is exercised.
A perception changed for me was the notion that what I have to share is the most important thing to focus on when I communicate with others. That has been a challenging thing to admit because I had been classically trained as a crisis communicator by the FBI, and active listening is critical. In the numerous hours of intensive training, I learned the concepts and for many years as a crisis negotiator used them in high-stress situations. Then after leaving law enforcement, the intensity of the situations where I exercised those skills seemingly diminished. With humility, I could see that my leadership style devolved in such away that I focused more on expressing my thoughts and feelings instead of focusing on those I interact with. As I have progressed with my studies, I have spent time considering those times where I may have been able to reach a better outcome because I didn’t take enough time to allow merely open space to listen. As a consultant and facilitator who is paid to engage groups and coach individuals; I can most assuredly appreciate the critical need for that pause. With levity, I can offer that one of my favorite prayers; “God grant me bigger ears and a smaller mouth.”
The last piece of assessment I consider, as necessary for the servant leader are intentionally included because it is where I have the greatest opportunity for growth. The idea of imagination and envisioning success and achievement has lacked attention. Many of my role models and influencers in my life were problem solvers. These individuals spent much more time looking at the practical components achieving a goal as opposed to imaging what the goal could be and what its achievement would feel like. In the course I discovered how envisioning the future with imagination can bring to life even more than could be initially anticipated.
KEY TEXT
Boone, L. W., & Makhani, S. (2012). Five Necessary Attitudes of a Servant Leader. Review of Business, 33(1), 83-96.
Covey, S. (1990). Principle centered leadership. New York: Simon and Schuster.
Ferch, R. S., Spears, L. C., McFarland, M., & Carey, M. L. (2015). Conversations on
Servant-Leadership: Insights on human courage and work. New York: Suny Press.
ISBN13: 978-1-4384-5508-2
Greenleaf, R. K. (1977 [2002]). Servant leadership: A journey into the nature of legitimate power and greatness. Mahwah, NJ: Paulist Press.
Greenleaf, R. K. (1998). The power of Servant Leadership. San Francisco: Berrett-Koehler. ISBN-10: 1-57675-035-3.
Kouzes, J. M. & Posner, B. Z. (1995). The leadership challenge: How to keep getting
extraordinary things done in organizations. San Francisco, CA: Jossey-Bass.
Sipe, J. W. & Frick, D. M. (2009). Seven pillars of servant leadership: Practicing the wisdom of leading by serving. Mahwah, NJ: Paulist Press. ISBN # 13: 978-0-8091-4560-7.
Thompson, M. C. (2000). The congruent life. Hoboken: Jossey-Bass. ISBN: 0787950084.
Leadership, Justice & Forgiveness 532
TAKE AWAYS
Through the course, I found myself reflecting on the concept of the strength of the soul, and that was opened up when Dr Ferch talks about all of us having inherent worth and dignity. I have had many times in my life where I can recall the collapse of dignity and worth in interpersonal dynamics for the individual and for each other. I was left contemplating the internal struggles everyone goes through with their sense of self worth and how it shows up in what we cast upon others. There have been times where I have felt that individuals have engaged me without acknowledging or honoring my sense of dignity. I reflect on how that was simply an outward expression of the fear they had regarding their own dignity not being understood or acknowledged. The fascinating thing is that often we give others the ability to diminish our sense of dignity and self-worth. If we give away these things; does that impact our ability to forgive, to own our personal responsibility and ability to grow?
I also came away with a deeper understanding of how the act of facing things we'd like to forget, it helps us to resolve past conflict and move forward. I wholeheartedly think this is part of the human condition and allows us to grow.
It is essential to forgive and be self aware, that's how we ultimately grow in life.
KEY TEXT
Ferch, S. R. (2012). Forgiveness and power in the age of atrocity: Servant leadership as a way of life. Lanham, MD: Lexington Books.
Foresight and Strategy 537
I took this course in hopes of further developing my disposition to follow in the mindset of a servant leader. The immersion was an invitation to see the characteristics of servant-leadership vividly and intentionally honor that spirit in the space I share with others and most importantly, with myself. We explored the art, science and methods leaders use to appreciate, nurture and further develop the capacity of foresight within ourselves. Leading by example, Dr Horsman encouraged us to engage in macro-system perspectives and practiced working with a global systems view, utilizing strategic thinking in conjunction with intuition and empathy, we considered introducing creative vision into the reality of complex organizational and community systems. Our time together focused on nurturing and enhancing our foresight, knowledge and capacity. A safe space was provided so that we could practice applying foresight intentionally in micro-, meso-, mundo system frameworks. With each exercise, we enhanced and further integrating our servant-leader philosophy. Being a servant-first, developing consistent elements of our character, clear communication, compassionate collaboration, and developing moral authority within ourselves fueled the growth of our foresight and systems thinking. We set out to 1) demonstrate familiarity with general theory, utilize practices and processes of forecasting and generating foresight, 2) show the competent application of that foresight in creating methods, 3) applying our new found vision strategically using a global systems framework, 4) demonstrating integrated knowledge of the Servant-Leadership philosophy.
Within the curves of the room, the natural light permeating the room, the solitude of the room; the Rare Book Room at Gonzaga University's Foley Library became our safe space to engage in exploring our self-awareness, our self-esteem, altruism and empathy. Finding us somewhere between fear and curiosity, our guide invited us to introduce ourselves and state what we need to leave behind to be fully present. Atop the typical stressors of life, I heard the voices of fear and shame because I had failed to participate in the immersion component the semester before; so it took several hours of presenting exercises to engage fully within the course pedagogy. As individuals and as a whole class we trusted the experiential learning in situational clinics, activities to facilitate foresight, the role of a solo walk and specific tools to help facilitate individual and organizational breakthrough for growth and development. After the profound work of the immersion, I found myself in a state that I can only describe as a "growth hangover;" with so much evolution and transformation, it took me a few months to be able to be in a position to begin integrating the lessons truly. The course presented terrific tools, and I acknowledge it took a bit of time to build the muscle capacity to utilize the try and use the tools with proficiency.
As a leader, I am now working with groups beginning with presencing work, by inviting participants to set aside their work outside of the room and enter into this space on purpose. I do my best to "show up" and encourage folks to set down their "Voice of Judgment" and open their minds; set down their "Voice of Cynicism" and open their hearts; set down their "Voice of Fear" and open their will to the work we'll be doing. An additional takeaway has been the opportunity to use the four-step breathing exercise from class, and I have personalized the intentional breathing into my facilitation style. I utilize a three-step breathing exercise that includes: 1) taking a deep breath in, to honor the faith we have in ourselves, in those we are with, those who came before us and those who will follow us; 2) taking a deep breath in, giving the concept of hope an opportunity to lift our aspirations; 3) taking a deep breath in, purifying the toxic energy in their heart for their community and breathing out as an expression of love for ourselves and our presence being an expression of love. This exercise has had a profound impact on preparing folks to engage actively and authentically in the work at hand.
KEY TEXT
Briskin, A. (2009). The power of collective wisdom and the trap of collective folly. San Francisco: Berrett-Koehler.
Greenleaf, R. K., Frick, D. M., & Spears, L. C. (1996). On becoming a servant-leader:. San Francisco, CA: Jossey-Bass.
Jaworski, J., & Flowers, B. S. (2012). Source: The inner path of knowledge creation. San Francisco: Berret-Koehler.
Scharmer, O., & Kaufer, K. (2013). Leading from the emerging future: From ego-system to eco-system economies. San Francisco, CA: Berrett-Koehler.
Team Building and Leadership 550
The immersion provided experience, and the reflection of the experience by other servant leaders, and underscored the challenges of ineffective leadership of our organizations and the people who are more networked and yet more isolated. I saw first hand how teams that are adaptable and cohesive and celebrate cross-functional collaboration thrive. Personal growth was nurtured and fostered because the personal abilities were emphasized as strengths that led to everyone on the team growing.
This course required transparency and affirming the "Why" of every activity, while shifting the physical spaces and individual behaviors that establish trust and foster shared purpose. The capacity of leaders create, embrace, and enable a safe space or environment where decentralized power empowers choices to act. Leading and managing are not synonymous terms.
Leadership Seminar 680
Journey
Dust slowly cascades from the binding
as a bittersweet history of a learner's journey is revealed;
yellowed pages, snapshots of moments, the memories unfurl...
It was a time when myths, lies and legends dictated the steps that influenced the start. The serpents ruled the uncharted water
and vicious beasts claimed the darkened caves. Pooh frolicked in the pasture
and ghosts danced upon the graves. And we were OK, standing amongst the servant leader's heart.
It was the journey where dreams came true, when laughter sprung from tears,
and the most important things
could be held in the heart and mind forever.
Leadership and Hardiness 689
"Beyond this place of wrath and tears, Looms but the horror of the shade, and yet the menace of the years finds and shall find me unafraid."
For me the journey to embracing a deeper and my most authentic understanding of hardiness required the painful stripping away of previous thoughts about it’s essence. As I grew up, I developed and adopted a perspective on hardiness that was far less than what I now know to be accurate.
My role models and examples of strength, resilience and hardiness were individuals that exhaustively ensured that there were perfect veneers and little to no evidence of fracture or flaw. I saw glimpses of what I would consider as humanity, the drop of a tear, the expression of frustration, exhaustion or fear. And those were unscripted occasions that felt authentic, but were almost immediately dismissed, denied and never spoken of again. Imperfection was admonished, not in an overt statement but in the subtle ways that children see clearly. Asking for help was unheard of, though offering support to others through external acts of generosity were a common part of the journey as well.
Growing up without a direct and acknowledged relationship to faith and spirituality, I did not experience any direct conduits to exploring the concepts of imperfection, human frailty and how to be true to that very deep sense of self. I don’t share this as a matter of placing blame, these are things that are a part of my truth. Through a passing Christmas hymn or infrequent prayer shared by a grandparent; I did not establish a sense of divine connectivity and the idea of being created perfectly imperfect.
I knew I was different, I felt a different truth than the social norming that I was experiencing. I made the choice to begin a story that persisted most of my life, it is the story that included my being was a fault, a frailty that I must always try to marginalize and ignore. Only then, only with that truth buried and hidden from view, would I have any hope for being like my role models, hardy, strong, and resilient.
I always wanted clear expectations with vibrant opportunities to provide service and support to others. It was also the literal and figurative professional uniform that ensured no one could see the ugliest truths. Not only did I embrace and celebrate the traditional hegemonic masculinity of the profession, I convinced myself that I was thriving. All the while, there was a truth that I exhaustively worked to hide. The more I looked inside myself, the more I grew in my connection to the divine and to my creator. And with every pursuit of personal growth, I found it harder and harder to silence and obscure what I saw in the mirror. I sought more and more opportunities to be even more “perfect,” with service to tactical specialty teams, SWAT and deep undercover assignments that even the regular officers aspired to be and emulate. I was promoted and found more and more ways to help others and assist folks, while the walls inside grew deeper and more insulated against receiving support and assistance.
These formative years of my twenties and thirties solidified so much in regards to how I saw myself in relation to others. I carried that with me all the way to Mt Adams. While there is connective threads regarding physical and mental preparation for the demands of the trip, I believe that it was my specific and individual journey that required me to have been necessarily challenged by equipment and physical ill-preparedness. For me, I know in my soul that on that ascent I needed to physically hit the “wall” and stare at the face of exhaustion, fear, frustration and “imperfection.” Without that, I would never really have the vital component of hardiness that I pushed away so long ago. The ability to understand and embrace the grace and beauty of asking for and receiving support and assistance is a newfound skill.
I tie this into Frankl’s thoughts of self-determination. As that I have the ability and right to give assistance as much as I do to receive it without condition. “Man is not fully conditioned and determined but rather determines himself whether he gives in to conditions or stand up to them. In other words, man is ultimately self-determining. Man does not simply exist but always decides what his existence will be, what he will become in the next moment (Frankl, 2006, p. 131).”
By not giving undue power to the past, those circumstance and conditions that brought us to the place we are today, we can determine our existence now and going forward
There have been many moments, lessons (implied and explicit), and choices that stifled my true embrace of hardiness. Now that I have been to the mountain, humbled and the lifetime of mental and emotional walls collapsed; I can choose to invest in being truly hardy in an authentic life going forward. I know better now, and it is my pledge to do better and always work to honor the hardiness it took to get me here.
KEY TEXT
Maddi, S. R. & Khoshaba, D. M. (2005). Resilience at work: How to succeed no matter what life throws at you. New York: Amazon
Frankl, V. (1997). Man's search for meaning.Boston, MA: Washington Square Press.
