Mountain State University LeaderTalk

Leaders Who Listen

by Vanetta Phifer
Often leaders spend a great deal of time communicating visions and objectives, creating agendas, facilitating meetings, engaging in conversations, responding to emails, developing important letters and documents, giving directions, providing motivational speeches and responding to questions. After all this, many leaders are frustrated when these communications receive verbal responses of support, yet turn out the "same old" results. This behavior is common in many organizations. The effectiveness of communication is evaluated by the end result; consequently if a leader is not experiencing intended outcomes, communication style must change. At what point does the leader take the time to listen? How much time will a leader spend preparing the message instead of hearing the message?

A leader can build an entire new world off of what is communicated but not said. Some leaders get used to followers stroking egos and telling them what they want to hear yet become aggravated when intended communication doesn't bring about a change. Margaret Wheatley, in Leadership and the New Science (McGraw-Hill, 1994), states that it is beneficial to positive change to let go of a present form so a new one can emerge in a form better suited to the demands of the present environment.

What connections of communication do you need to let go? What is your organization telling you? Are you listening to early warning signs of where change is needed? Do you spend more time talking with the same people and expecting different results? Leaders who listen will hear not only what is being said, but what is not said. Your universe is speaking ---

L = Look for those quiet or unknown
I = Interact with these individuals in an informal dialogue
S = Seek for sincerity and truth
T = Truth breeds freedom
E = Expect challenges
N = Necessitate change

Vanetta Phifer works as the program coordinator for MSU's Organizational Leadership program and is currently finishing up her first semester in the Doctor of Executive Leadership program.  

Leadership Breeds Character

by Nicole Greer, PPCC

Myrtle Clara Catherine Charlotte Wittkop Hehl raised me. Grandma Myrt was named after every single one of her grandmothers for a reason. As a child, I marveled at the length of her name. It delighted me to say it, tell my friends about her unique moniker and to hear Grandma's stories time and time again of the women who led her in many different ways to become the woman she was.

Why would my great grandmother, Sadie Wittkop, give her only little girl of six children this name? To make certain no one missed the love, lessons, and a legacy for being a strong woman of character.  In this name is a call to awareness. Awareness that I too must lead and leave an imprint on those I touch.  Leadership is influence. It's the ability to motivate someone to learn, to grow into his or her ordained potential.  Influence must be approached with our whole being.  As leaders, we must use our head, heart, gut, and spirit to affect others.  We must demonstrate character. These are traits that can be celebrated for generations.

Leaders are wise.

Grandma Myrt shared her hard- won lessons.  Every task we worked on together was full of tips, shortcuts, and best practices. She would always say, "Let me show you how to do it. Watch me." Here's how you can embody wisdom:

• Embrace your unique viewpoint, give a new perspective.
• Make clarity your aim, have temperance.
• Be disciplined to stay with a task until you master it, be diligent.

Leaders embrace humanity.

Grandma Myrt loved deeply. With six children of her own and twenty-one grand "babes," she embraced the beauty and the unpleasant side of individuals. Her heart overflowed through a life of dedicated letter writing, package sending, and birthday celebrating! Her greatest gift was her counsel around relationships. When I would lament about the behavior of other kids at school or the cruelness of my brother she would always say, "Honey, kill 'em with kindness." Here's how you can influence with high regard to humanity:

• Always be yourself, authenticity creates trust.
• Be nice, understand your behavior has consequences and be considerate.
• Build friendships wherever you go, be a diplomat.

Leaders are courageous.

Grandma Myrt had a sense of urgency.  There was never any time to waste. She knew problems didn't fix themselves and she would always say, "Get on with it." Grandma led with her gut and showed me courage. Here's how you can demonstrate courage:

• Take a stand on a conviction and demonstrate confidence.
• Boldly and bravely explore unchartered territory.
• Commit to your work and complete what you start…have integrity.

Leaders are spirited.

Grandma Myrt was enthusiastic. She was in touch with the idea that she was not in this life alone. She had an inner spark that shed light on what was possible.  If she didn't know how to do something, she would always say, "God willing, we can make it happen." And we did. Here's how you can lead with spirit:

• Love to learn and be receptive.
• Engage the future to be inspired.
• Invent new ways of doing things and be creative.

Nicole Greer, PPCC, is a professional life and business coach, as well as a student in Organizational Leadership at MSU.

 

Celebrating Forgiveness

by Dr. Penelope Gladwell

Memorial Day began at the close of the Civil War, when families torn apart by that horrific struggle sought to honor all those who died on both sides by visiting their graves and often decorating them with American flags or other symbols of unity. It was important as a nation to admit that such an extreme loss of life was wrong; that the effects of the war devastated North and South alike; and that whatever excuses history might offer could not erase what was done.

In our nation we take time out each year, on the last Monday in May, to commemorate that human need to apologize, to remember our incivilities, and to be agents of reconciliation in our society.

Asking for forgiveness is part and parcel of leadership character. In his book Choosing Civility (2002) P. M. Forni says as we go through life we are bound to offend someone, upset others, and cause feelings of anxiety or stress. Leaders will take their businesses through change that requires retraining, relocations, or layoffs. Organizations will require extra efforts from members on occasion. Parents will make tough choices that impact the lives of their children. And apologizing is the decent thing to do. It is a most valuable resource for those who seek to be fair and considerate.

It is not an easy thing to do, however. If we ask for forgiveness in earnest, we have to struggle with our own pride. We would like the other person to make the first move so we could add, "Me too." But it really is up to us to own our actions and understand the impact of our choices on others.

Apologies may not always be received graciously, much as we may want to have a clean slate. But that cannot deter us from the practice.  Gestures of empathy are noticed. Regretting that we have been the source of hurt keeps our spirits pliable. Being aware of the feelings of others and the risks of injuring another person from our position of authority keeps us humble as leaders.

What does your organization need to remember and then say, "I owe you an apology"?

How is your leadership a source of reconciliation?

Dr. Penelope Gladwell, associate professor for leadership at MSU Martinsburg, is a lifelong learner, having degrees from several seminaries and universities. She is a teacher/facilitator with experience at the elementary, high school, undergraduate, and graduate levels. A consultant, public speaker, counselor, and workshop developer, Dr. Gladwell is happy to share the secrets of her resilience with all comers!

Wow, what an experience: Reflections on LeadershipLink 2011

By Dr. Jimmy Arthur Atkins

I attended the first annual LeadershipLink conference in the spring of 2009 at Mountain State University in Beckley, WV. In fact, I still have the T-shirt that came with the registration. Although the T-shirt is a little faded now, my experience at the conference is still fresh in my mind. LeadershipLink, now in its third year, continues to provide rich opportunities for scholars, practitioners, and students to contribute to new and emerging paradigms of leadership. 

This year's conference focused on leading self with character. The opening keynote address by Dr. Glenda Simms on women and leadership caused moments of reflection as I considered the many important women in my life — my wife, mother, sisters, and grandmother who have encouraged me to pursue my dreams.

The conference offered diverse sessions related to leading self with character including emotional intelligence, integrity, ethical decision making, leading with purpose, and personal brand loyalty. A consistent thread of discussion that ran through each session was the need for leaders to be true to themselves and others. Moreover, it was clear from the onset that leadership is inside out rather than outside in, a view of leadership that I find consistent with my own values and beliefs.

On the last day of the conference, I had the opportunity to present on the importance of courage and resiliency for leaders. In my mind, the two are not mutually exclusive. I also discussed the "f" word — failure — and what we can learn from it. It takes resiliency and courage to bounce back from disappointment, pain, and feelings of inadequacy.

On the drive back to Charlotte along the picturesque mountains of West Virginia on I-77, I felt a renewed sense of purpose and passion. The conference helped me to refocus on two important questions: Who am I, and for what purpose was I created? I am looking forward to participating in LeadershipLink 2012. A special thank you to everyone who participated and shared presentations, ideas, gifts, and talents to make the conference a success. 

Dr. Jimmy Arthur Atkins is an Associate Professor in MSU's Charles H. Polk School of Leadership and Professional Development and is based at MSU's center in Hickory, N.C. He is the founder and managing partner of The Atkins Leadership Group and speaks regularly on the topic of leadership with corporate, non-profit, and faith-based groups.

What They Aren't Saying About Leadership

by Dr. Elisebeth VanderWeil
 
I attended the Chick-fil-A Leadercast 2011 conference last Friday at their remote offering in Beckley, WV. This little, one-day conference, with the theme of "Voices of Change," was packed with engaging speakers, entertainers, and interactions that leveraged technology to make virtual feel more satisfying than merely watching a big screen TV.

Somewhere midway through the day I noticed something, a pattern that was underlying every presentation and most of the interactions around leadership. It was in every presentation, but no one said it overtly. Now, I don't mean to offend by using this f-word, but leadership in the 21st Century is becoming more and more feminine.

To be clear, feminine and masculine are not linked exclusively to anatomy, nor is leadership the pre-destined realm of one or the other. Our culture recognizes certain behaviors, values, and traits as emerging from one of these binary realms. Masculine tendencies include hierarchal positioning, aggression, directness, and an orientation toward outcomes. Feminine tendencies include equanimity, passivity, nurturance, and an orientation toward processes. We need all of these at different moments and in different spaces; however our culture has been dominated and out of balance for a long time. Happily our leaders, women and men, are recognizing the need for the dynamism available beyond cultural ideals and barriers.

John Maxwell's five levels of leadership outlined this new trajectory beautifully: masculine position-based leadership evolving to feminine permission-based leadership which further evolves to masculine production-based leadership which keeps moving into feminine people-development and reaching the pinnacle of respect-based, balanced leadership. Seth Godin, that guru of the geek world, emphasized how much we need artists ("difficult button-pushers") to innovate and inspire smart organizations to move away from treating people as machine parts on an assembly line.

Jeremie Kubicek declared "leadership is dead" because leaders need to "give yourself away to others," a feminine trait that has been toxic for women who take it to the extreme and the absence of which has led to the toxification of many, many organizations. Coach Mack Brown emphasized the experience of success in sports being a moment in the process of practicing for greater success in life. Sir Ken Robinson reiterated the importance of creativity as a means to put imagination into practice, as well as declaring, "Do what you love and you'll never work again." (Listen to that statement from both a masculine and a feminine stance.)

Erin Gruell, one of only three women presenting, emphasized the power of stories and how "leaders pay it forward" through teaching others. Frans Johansson proclaimed "diversity drives innovation" and how 21st Century organizations need to tap into the power of intersections. He also brought up the truly frightening fact that exemplary leaders try out far more ideas than other leaders. Seems like a good thing, not a scary thing, until you think about the fact that this means experiencing a lot more failure and making far more mistakes while finding all those ideas that really work. Suzy Welch asked us three questions to discern our deep values around legacy, character, and authenticity as the means to making better decisions – even the decision to risk failure.

Alison Levine, who led the first women's team to the summit of Mt. Everest, showed us that reaching the summit necessitates a lot of backtracking, acclimating to hostile environments, listening to yourself, remembering your responsibility to others, patience, and focus. Her declaration that, "Fear is okay. Complacency will kill you," really crystallized what every speaker had shared that day.

Every speaker – ten men and three women - at Chick-fil-A Leadercast 2011 stressed the importance of the feminine values and behaviors - caring for others, attending to the process of achievement, artistry, acceptance of failure as learning, and integrating diverse perspectives into powerful effect. Women have shown the capability of embracing and activating masculine traits, behaviors, and values for centuries. I am delighted to see evidence that leading men and women of the 21st Century are embracing their subtle, feminine "voices of change" to revitalize these traits, behaviors, and values to bring our culture into balance for everyone's gain.

VanderWeil works as the Director of Organizational Leadership at Mountain State University and holds a PhD in Leadership Studies from Gonzaga University. Her seemingly disconnected yet thematic work experience has provided her with the skills and experience to remain curious, flexible, decisive, and knowledgeable in many realms.

Leadership from the Inside Out

by Dr. Wayne Wormley

Leadership is just as much about the inside, or the internal world, as it is about the outside and external world.

As we prepare for the LeadershipLink Conference next week, with the theme "Leading Self with Character," I've been reflecting on the comments and experiences of many of our current and prospective doctoral students. I want to share some of the difficult and necessary internal work required of anyone wanting to be an effective leader. 

Our students complete three self-assessment instruments—the Myers-Briggs Type Indicator (MBTI), the Emotional Quotient Inventory (EQ-i) and the Extended DISC personality assessment, and are presented the results during their first residency. Many express surprise that so much emphasis is placed on their emotional intelligence, personality type and behavioral style, rather than just their IQ. They are surprised at the expectation that they will disclose and discuss some of their most private and personal experiences with classmates and facilitators, although they do consider these as being formative in their overall personal growth and development. 

It becomes clear that our students, and many others, view leadership as something that is done "out there somewhere" (external to the leader), to those who want to be led, by those with certain skill sets and personal qualities. Regardless of one's definition of leadership, it is essential that the leader knows him/herself very well. There appears to be a disconnect between the level of self-awareness and knowledge of self required to be an effective leader and what these aspiring leaders think is necessary. Instead, they believe that developing one's leadership skills and abilities is simply a matter of reading, discussing and writing about enough books and articles on leadership, in combination with prior experiences, and opportunities to practice leadership both on and off the job. Of course becoming a leader, and being an effective one, is not quite that simple. It requires a great deal more, beginning first with the self. 

Is it even possible to be a successful leader, without being aware of and knowledgeable about yourself? I would suggest not and here is why: Without the insights gained through self- examination and reflection, one is unlikely to be able to recognize and separate one's own stuff from that of others. It is important for a leader to understand how this stuff may be or is affecting the dynamics of their interaction with followers, and adjust their behavior accordingly.  It also is important for the leader to understand his/her interpersonal strengths and weaknesses, an understanding that also results from self- examination and reflection.  Thales, the Greek philosopher and scientist, is quoted as saying: "Know thyself." I believe no truer words have been spoken about an essential component of leadership development, which begins on the inside of all of us.

Dr. Wayne Wormley is Associate Dean of the Doctor of Executive Leadership Program in the Charles H. Polk School of Leadership & Professional Development at Mountain State University.  He also teaches leadership courses in the doctoral program and serves as a mentor to doctoral students.   

 

LeadershipLink 2011

by Jenni Canterbury

I clearly remember my first week as a Mountain State University employee. I joined the MSU marketing team only days before the 2nd Annual LeadershipLink conference and was fortunate to be able to take part in the event. Participating in the event allowed me to learn more about leadership studies through interacting with MSU's students, faculty, and alumni. Almost a year later, we are preparing for our 3^rd Annual LeadershipLink conference.

This year's LeadershipLink conference is Sunday, May 15^th, through Tuesday, May 17^th, at the Resort at Glade Springs, Daniels, W.Va. This year's theme is "Leading Self with Character" and will focus on the following aspects of leadership:

• Emotional Intelligence
• Authenticity
• Courage
• Integrity
• Sense of Purpose
• Lifelong Learning
• Health and Well-Being
• Resilience

Event speakers include dynamic leaders from a wide spectrum of organizations and disciplines:

Glenda P. Simms, Ph.D., LL.D., is founder and first director of St. Elizabeth Women (SEW) Ltd., Jamaica, and CEO of Simms Consulting. Simms has served as senior advisor on gender and development to Portia Simpson-Miller, prime minister of Jamaica. Prior to serving for Jamaica, Dr. Simms was Chairperson for the Commission the Status of Women in Canada and a consultant on women's issues at the United Nations.

She holds a Doctor of Philosophy in Educational Psychology from the University of Alberta, Edmonton; an Advanced Management Program Certificate from the Canadian Centre for Management Development; and a Executive Program for Leaders in Development Certificate from the John F. Kennedy School of Government at Harvard University.

Garrett D. Hinshaw, Ed.D., became the third president of Catawba Valley Community College, Hickory, N.C., in August 2006.  In 2010, Hinshaw received the IE Ready Distinguished Leadership Award from North Carolina State University and the Outstanding Service Award to the African-American community at CVCC's multicultural celebration in honor of black history. He holds a Doctor of Education in Adult and Community College Education from North Carolina State University and earned both his master's and bachelor's degrees from Appalachian State University.

Major General James A. Hoyer assumed the duties as the Adjutant General, West Virginia Joint Forces Headquarters, in February 2011. As the Adjutant General for the state of West Virginia, he provides command guidance and vision to the West Virginia Army and Air National Guard of more than 6,000 citizen soldiers and airmen. The West Virginia Army National Guard was named the winner of the 2011 Army Communities of Excellence of Award for the second time. The West Virginia Guard attributes its educational partnership with the Charles H. Polk School of Leadership and Professional Development as a primary contributor to winning this award. General Hoyer received his undergraduate degree from the University of Charleston and holds a Master of Science in management and public administration from West Virginia Graduate College.

Charles H. Polk, Ed.D., began his career as college and university president with his appointment as president of Daytona Beach Community College in 1974 at the age of 31, making him the youngest college president in the country at the time. In 1990, he accepted the presidency of Beckley College, now Mountain State University. His commitment to leadership is unyielding. Polk holds a doctorate in adult education and college administration from North Carolina State University and earned both his bachelor's and master's degrees in sociology and psychology from Stephen F. Austin University. He is also an accomplished writer of two books, Apex Thinking: A Guide to Long-term Leadership for the Rising CEO and What Leaders Believe.

William M. White, Ed.D., comes from an extensive executive background and draws on years of personal leadership working with such companies as AT&T, Texaco, and Amgen Corporation. He is the first dean of Mountain State University's Charles H. Polk School of Leadership and Professional Development and serves as interim dean for the School of Graduate Studies. Additionally, he was the lead researcher for the development of the first doctorate for Mountain State University, the Doctor of Executive Leadership. His publications include co-authorship with Dr. Charles H. Polk of two books, Apex Thinking: A Guide to Long-term Leadership for the Rising CEO and What Leaders Believe.

Roslyn C. Artis, J.D., Ed.D. is an active member of the West Virginia State Bar Association, the Mountain State Bar Association, and the American Bar Association and practiced law from 1995 to 2003 before embarking on a career in academia. She currently serves as Mountain State University Executive Vice President and Chief Academic Officer responsible for oversight of all academic deans and faculty as well as all academic courses and programs for all Mountain State University locations and modalities. Dr. Artis served on the 13-person advisory committee on the development of the Doctor of Executive Leadership and serves as a faculty member for the program.

For more information on this year's event, visit the conference website.

Canterbury currently serves as the marketing coordinator for Mountain State University's Charles H. Polk School of Leadership and Professional Development. She holds a Master of Arts in global marketing communication and advertising from Emerson College and a Bachelor of Arts in public relations and advertising from Concord University.

Roots of leadership

by Elisebeth VanderWeil, PhD

I recently visited Washington, D.C., for the first time with my 14-year-old daughter. The atmosphere of the city felt "thick" with intensity and diversity. My daughter's highlights were the National Zoo and the Air and Space Museum – both parts of the Smithsonian. My highlights were the National Archives and the Library of Congress. To stand amidst the documents and recorded thoughts of those who shaped our nation was awesome – breathtaking in the most primal sense. What I learned about the people and processes involved resonated with many of the emerging theories and practices of leadership in the 21st century.

Both the Charters of Freedom (collectively the Declaration of Independence, the Constitution, and the Bill of Rights) and the seed of the Library of Congress (Thomas Jefferson's personal library) are far more diverse and "messy" than what I'd been taught to believe.

Some of the men directly involved with creating and ratifying the Charters of Freedom vehemently disagreed with the final documents and wouldn't sign them. All of the women who were indirectly involved are FINALLY being recognized in the contextual and supporting documents surrounding the development of these ideas and their expressions. Collaboration and humor played vital roles in accomplishing the Charters. There were multiple copies that were sent around and only one set of them is now on display in the sepulcher-like room of the National Archives rotunda. The building itself is just a few decades old; the documents have been shuffled around and show some damage due to various exposures.

The Library of Congress was founded in 1800 with the mission to serve the research needs of congressional representatives. However, a few years later, a war cost us that library and the seed for the new one was Thomas Jefferson’s donation of thousands of titles from his personal library (all non-fiction; I think he kept the "stories" for himself). There was some controversy around his donation; it contained works in other languages, particularly French and Russian, and works from very diverse disciplines which were deemed extraneous to the endeavors of the American congress. Jefferson countered this view with the assertion that there is not an area of human thought or endeavor about which the American representatives should not be aware. Thus, the new mission of the Library of Congress emerged from the flames of attack to collect and provide one of the most extensive and diverse collections of library materials in the world. And, yes, the building itself is literally a temple of knowledge – with an inner sanctum and everything!

Learning about the "messiness and beauty" (a phrase from Margaret Wheatley describing life in Leadership and the New Science) that inseminated and gestated our nation has brought me renewed pride and deeper appreciation for what it is to be American. The roots of our nation are deep in the complex soil of European political thought, beer hall humor, "women’s work," natural history, Iroquois democracy, and medicine.  The maintenance of this rich soil is necessary to continued vital growth; we must continue to learn from many areas that do not seem directly applicable to our task, to consider the unheard voices and peer through the lenses of those who disagree.

Current theories of transformational, sustainable, and chaotic leadership support what these founders did over two centuries ago. The emerging scholarship and focus on leadership that looks beyond and beneath the "great man" have unearthed rich validation for what we know to be some of the best ways to accomplish great things that last. Sadly, we have neglected for too long the wisdom of these generalists, agitators, and learned men AND women. Without nourishing our roots of collaboration and diverse knowledge, Americans and our representatives jeopardize the health and well-being (not to mention the "general welfare," "domestic tranquility," "blessings of liberty," and "pursuit of happiness") of the United States of America and her citizens.

VanderWeil works as the Director of Organizational Leadership at Mountain State University and holds a PhD in Leadership Studies from Gonzaga University. Her seemingly disconnected yet thematic work experience has provided her with the skills and experience to remain curious, flexible, decisive, and knowledgeable in many realms.

Leaders are ambitious

by Nicole Greer

The question is not: "To be or not to be?" The question is: "To do or not to do?"

We stand in choice. Each and every day life provides a plethora of opportunities for us to engage. How do you decide what to say "yes" to and what to say "no" to? Asking yourself this powerful question puts you in the driver's seat of your own life. It creates that longed-for state of balance. Saying "yes" or "no" appears to be a simple process but you must examine the motives behind your decisions. You may decide to engage with something out of guilt: "I should do it." Or you may decide out of habit: "I've always done this." Or you may decide out of ambition: "I really want and desire to do this." Your best choice will always be when you decide from your ambition.

Ambition is defined as a cherished desire to serve the world with the highest form of ourselves. It's a mysterious force that emanates from deep within you. There is a magnet that draws you toward certain ideals, activities, and organizations. I believe this is a gift. Pay attention to your ambition and identify it.

You will move throughout life with high efficiency saying yes when your ambition is being fed. Behavioral scientists have identified seven distinct ambitions that drive us to perform. Take a look at these ambitions. Which one resonates with you? Which one motivates you to say "yes"?

 1. Economic Ambition: a drive to create value and focused on results

 2. Altruistic Ambition: a drive to serve people, highly compassionate

 3. Theoretical Ambition: drive to understand and learn

 4. Authoritative Ambition: drive to be true to convictions, tenacious

 5. Creative Ambition: drive to use imagination and think outside the box

 6. Individualistic Ambition: drive to be unique and independent

 7. Political Ambition: drive to compete and advance position

Identifying your ambition is a powerful tool for deciding your next right step. Is ambition good or bad? The answer is it is how you use it. Growing up, many of us were warned about the consequences of being overly ambitious and as a result many of us have simply turned off this valuable gift. We'd rather be safe than sorry. The next time you must make a decision, invite your ambition to be part of the discernment process. Ambition can be used for good or it can be used for evil; test your ambition with these questions:

If I say "yes," will I increase the resources available to move a worthy cause forward?

If I say "yes," will I deliver a message that motivates others or give a warning that creates safety?

If I say "yes," will I right a wrong?

When you engage your ambition, and test it, you'll find yourself doing amazing things.

Keep away from those who try to belittle your ambitions. Small people do that, but the really great make you believe that you too can become great. –Mark Twain
 
Nicole Greer, PPCC, is a professional life and business coach. At its deepest level, working with a coach frees you to indentify your birthright gifts, discern your deepest passions, and fulfill your highest purpose. A coach can pry you off dead center. As Principal Coach for Vibrant Coaching and Workshop Leader for The Lydia Group, LLC, a collaboration of individuals focused on work, life, and spiritual growth, Nicole is on a mission to impact, energize, and influence people to lead a Vibrant Life by engaging the possibilities. As a life and business coach and workshop leader, Nicole views her role as a conduit to release all that you want to achieve. Join her on the PATH to move forward with authenticity, skill, and confidence.

Brainstorming for leaders

by Dr. Shauna Fitzjerrall

It is no secret that most workplaces today are affected by the current economic situation. A few sayings come to mind: When the going gets tough, the tough get going. Desperate times call for desperate measures. When life gives you lemons, make lemonade. While these quotes may be inspirational, they cannot alone help leaders motivate themselves or their followers to action. What is needed in addition to an inspirational or motivational quote is creativity.

Through creative thinking, leaders can promote innovation in organizations and in their employees by utilizing various techniques. One such technique is brainstorming. This can be an excellent tool for leaders looking for creative solutions to problems. However, brainstorming is not just forming a group and asking for suggestions. To encourage creative thinking and the free flow of ideas, leaders must create a nonjudgmental environment where all feel they have a voice.

Isaksen, Dorval and Treffinger (2000) suggest four guidelines for generating options while brainstorming:

• Defer judgment. Do not critique ideas until all have been presented.
• Strive for quantity. Generate as many options as possible.
• Freewheel. Look for unique, imaginative, and original ideas.
• Seek combinations. Build on the ideas presented.

When used effectively, brainstorming can be a helpful tool for leaders looking for creative solutions to problems in uncertain economic times. It might just help you make lemonade from those lemons.

Isaksen, S. G., Dorval, K. B., and Treffinger, D. J. (2000). Creative approaches to problem solving: A framework for change. Dubuque, IA: Kendall/Hunt.    

Shauna Fitzjarrell, Ph.D., has been an online facilitator for the Organizational Leadership program at Mountain State University since 2004. A former police officer, she holds a Ph.D. in postsecondary and adult education. She advocates practical application of adult learning theories while helping learners develop critical thinking and leadership skills.