Practical Wisdom for Leaders with Scott J. Allen, Ph.D.

Send us a textStretch your mind and explore the world of integral leadership! This quote stood out for me - I have a lot to learn! "Instead of looking at linear causality  ('well, we’ll have to figure out who’s to blame'), people can start to see that there are multiple considerations, multiple influences, systemic ways of looking at things. That has been one of the core elements of integral leadership."Dr. Jonathan Reams has an insatiable curiosity about the essence of human nature and how to cultivate this essence in the service of leadership. He is a professor at Norwegian University of Science and Technology, where he teaches and researches leadership development, coaching, and counseling. He serves as Editor-in Chief of Integral Review, A Transdisciplinary and Transcultural Journal for New Thought, Praxis and Research. He is also a co-founder of the European Center for Leadership Practice and the Center for Transformative Leadership. Jonathan’s Ph.D. is in Leadership Studies from Gonzaga University.Jonathan practices the cultivation of leadership through consulting and leadership development program design and delivery. He brings awareness-based technology to this work, focusing on how the inner workings of human nature can develop leadership capacities for today’s complex challenges. Learn More About Jonathan's WorkArticles by Jonathan Videos of JonathanJonathan's WebsiteQuotes From This Episode(On consciousness) "the simple four-quadrant map where there’s the interior subjective world, but there’s also the external behavior of individuals. Then there’s the collective interior of how culture shapes how we show up as individuals, but there are also external systems, institutions, rewards, and all those kinds of things. So all of this helped me see that there’s more to it than just consciousness. There are interdependencies between these things. And nobody was really talking about this in terms of leadership.""One that has been foremost in my thinking and work is really this developmental notion that we mature, as we grow older, and that the structures or forms or ways you can characterize that maturity, don’t stop just because our bodies stop growing.""In terms of leadership, I’ve seen some things that a friend of mine would call 'proto-integral' - you see people who are starting to put more pieces together."Resources Mentioned in This EpisodeFuture Trends in Leadership Development by Nick Petrie♻️ Please share with others and follow/subscribe to the podcast!⭐️ Please leave a review on Apple, Spotify, or your platform of choice.➡️ Follow me on LinkedIn for more on leadership, communication, and tech.📜 Subscribe to my weekly newsletter featuring four hand-picked articles.🌎 You can learn more about my work on my Website.

Send us a textThis quote will stick with me - "Who you are is how you lead." It's one of those phrases that says so much with very few words. Elegantly simple and powerful.  In this episode, Dr. Doug Lindsay and I discuss so many fun topics - Space Force, technology,  the intersectionalities of our work, and his role as Editor in Chief of the Journal of Character and Leader Development.Dr. Doug Lindsay is an experienced leader, communicator, team builder, and coach with a demonstrated track record working in the military, higher education, and consultation in different domains. He is skilled in organizational development and change, leader and leadership development, building high-performance teams, executive coaching, and assessment. He currently works as the Editor in Chief of the Journal of Character and Leader Development at the Center of Character and Leadership Development (United States Air Force Academy). Doug conducts research in leadership, applied psychology, behavioral science, and experimental psychology.Learn More About Doug's ProjectsDoug Lindsay at Google ScholarJournal of Character and Leader DevelopmentQuotes From This Episode"Character is not a task, your character is endemic to who you are.""At the Journal of Character and Leader Development...we love to be necessarily different. Because while we’re based out of a military service Academy, the Air Force Academy, we don’t want to be relevant just to the military, just to the Air Force, we want to be able to contribute to the large community of leadership and character development. And so we’re necessarily different in the fact that we tend to focus more on the applied side of things, the 'so what' aspect.""We talk about leadership in the military like it’s something totally different than leadership in higher education. There are differences...but maybe 70 to 80% of effective leadership is cross-domain. Do you communicate? Do you take care of your people? How are you making decisions? Are you inclusive? Are you building diverse teams?""So that 'who I am is how I lead' is not just a thought process, it’s about what I do. And when our intent and our actions align, that’s where we start to get into those ideas of authenticity. Am I who I say I am? Am I showing up how I intend to show up at work?"Resources Mentioned in This EpisodeThe Culture Code by Dan Coyle♻️ Please share with others and follow/subscribe to the podcast!⭐️ Please leave a review on Apple, Spotify, or your platform of choice.➡️ Follow me on LinkedIn for more on leadership, communication, and tech.📜 Subscribe to my weekly newsletter featuring four hand-picked articles.🌎 You can learn more about my work on my Website.

Send us a textThis is the quote that really stood out from my conversation with Dr. Jeanie Forray.  I love the notion of 'serendipitous transitions.' "My lived experience has been one of serendipitous transitions. And what I mean by that is that I can look back at moments in my life and say, 'Oh, that was a transition point. And they always led to an opportunity that I could not have foreseen if I had been thinking about what do I want to do next."Jeanie M. Forray is Professor of Management in the College of Business at Western New England University and Adjunct Professor of Leadership, Policy, and Organizations in the Ed.D. program of Peabody College at Vanderbilt University. Dr. Forray served as President of the Western New England University Faculty Senate from 2019-2021, chair of the Management Department from 2007-2015, founded and served as director of the Sophomore Experience Abroad Program from 2010-2014, and co-chaired the university-wide President’s Task Force on Internationalization from 2007-2008.  Dr. Forray received her Ph.D. from the University of Massachusetts, Amherst in organization studies (OB/OT). She is a Fellow of the Eastern Academy of Management and a Fellow and past President of the Management and Organizational Behavior Teaching Society. She has received the Erskine Teaching Fellowship from the University of Canterbury, New Zealand three times, where she conducted teaching workshops for doctoral students and collaborated with university faculty on new pedagogical approaches for active learning classrooms.Dr. Forray is the founding co-editor of Management Teaching Review, the founding editor of Organization Management Journal, and serves currently as co-editor of Journal of Management Education.Learn More About Jeanie's ProjectsDr. Jeanie Forray at Google ScholarSeneca ConsortiumQuotes From This Episode"We don’t always think about what leaving looks like.""I have found through my own lived experience that letting go is as important to the act of leadership or having made a contribution than maybe the contribution itself.""I’ve always liked the term of 'reinventing' because it makes those transitions...exciting. It’s a little scary, too.""If you don’t institutionalize things, they don’t stick. And institutionalizing is a different aspect of leadership than innovating. So if you do have time, you can innovate and institutionalize.""We say that leaders are mentors, but sometimes we have to learn how to step back. Our children grow up, our colleagues grow more mature, organizations shift and change. If we leave the leadership position...then we need to pay a little more attention to what that looks like."Resources Mentioned in This EpisodePod Save♻️ Please share with others and follow/subscribe to the podcast!⭐️ Please leave a review on Apple, Spotify, or your platform of choice.➡️ Follow me on LinkedIn for more on leadership, communication, and tech.📜 Subscribe to my weekly newsletter featuring four hand-picked articles.🌎 You can learn more about my work on my Website.

Dr. John Antonakis emphasizes the importance of going back to basics in research, leadership development, and leadership selection. The discussion covers topics such as the impact of charisma on adherence to guidelines, deliberate practice in leadership, integrating technology in leadership, innovative solutions in healthcare, and the necessity of sound research methods.

Send us a textIn this episode, Dr. Cynthia Cherrey discusses the past, present, and future of the International Leadership Association.  Her story of the founding is rich and descriptive - an experience of a lifetime.Cynthia Cherrey is President and CEO of the International Leadership Association (ILA), a global community committed to increasing quality research, teaching, and practices of leadership contributing to the common good around the world. As president of a multi-sector and global professional association, she promotes rigor and relevance of leadership at the intersection of theory and practice. Previously, Cynthia served as Lecturer in the Woodrow Wilson School of Public and International Affairs and Vice President for Campus Life at Princeton University. Dr. Cherrey speaks to non-profit and for-profit organizations around the world and writes in the areas of leadership, organizational development, and higher education. Cynthia’s interests and research explore new ways to live, work, and lead in a knowledge-driven, interdependent, global culture. Recently she did a podcast series for VoiceAmerica’s business channel on global leadership with Maureen Metcalf, host of Innovative Leaders Driving Thriving Organizations. A sought-after advisor, Cynthia serves on the editorial board of Asian Women and the President’s Advisory Group at Carnegie Mellon University. She is a Fellow at the World Business Academy, a Royal Society of the Arts Fellow, and a recipient of a J.W. Fulbright Scholarship. Quotes From This Episode"This was an experience of a lifetime to be sitting in the same room with James McGregor Burns, who was one of the founders of the ILA along with Georgia Sorenson. And, of course, the person who helped with the funding of that program was Lorraine Matusek, who was a program director at the Kellogg Foundation at the time.""So we had 100 professionals from across the country who came together to further this conversation. And I think one of the pivotal moments for me out of that conversation was...it was the first time that Warren Bennis and James McGregor Burns got together in person.""In the sense of Lorraine (Matusak) and Georgia (Sorenson), we lost to our founders. And when you think about what they did, in leaving a legacy that's going to echo for generations.""I think one of the things that we have learned in leadership, and especially with crisis leadership, is that it opens the opportunity for change."Resources Mentioned in This EpisodeThe Code Breaker: Jennifer Doudna, Gene Editing, and the Future of the Human Race by Walter Isaacson♻️ Please share with others and follow/subscribe to the podcast!⭐️ Please leave a review on Apple, Spotify, or your platform of choice.➡️ Follow me on LinkedIn for more on leadership, communication, and tech.📜 Subscribe to my weekly newsletter featuring four hand-picked articles.🌎 You can learn more about my work on my Website.

Send us a textWhat does it take to be a Collegiate Leadership Competition champion? Join the coaches and team members from The University of Delaware, 2021 CLC champions, for their observations on the experience and their thoughts on student leadership. Team Advisor - Susan Luchey is Associate Director, University Student Centers for Leadership Development. She's had a 30-year career in student affairs and created and directs the national award-winning Blue Hen Leadership Program. Susan consultants in the areas of higher ed program design, non-profit boards, and program development.Team Coach - Garrett Beau Currie is a senior and pursuing a degree in economics with a concentration in econometrics. He was named CLC "Coach of the Year" and a former CLC team MVP. He has experience working in prehospital emergency medicine for three years in Maryland and Delaware. Team Coach - Nishant Chintala is a senior pursuing degrees in honors computer science and finance. He's a former CLC competitor and MVP. He was recently named UD’s top male senior in the Class of 2021, winning the Alexander Taylor Award.  He is headed to work for Bloomberg in NYC after graduation.Team members include:Charlie Hannum - a senior honors computer science major while simultaneously pursuing a master’s degree in data science.Kyle Roberts -  a senior communication major with a concentration in interpersonal communication.Craig Klevan -  a senior environmental engineering major.Sean Friday - a junior construction engineering and management major.Matthew Weis - a sophomore honors computer science major pursuing minors in organizational community leadership and cybersecurity.Jacob Herz - a sophomore media communications major pursuing minors in history and journalism.Kathleen Knesek - a first-year art conservation major.What is the CLC?Collegiate Leadership Competition (CLC), a nonprofit founded in 2015, creates a digital practice field where students can actively apply what they learn via CLC’s global virtual competition. Colleges and universities identify a coach and recruit teams of six students. Any student interested in practicing leadership is welcome. Throughout the experience, each team member leads one challenge and receives extensive feedback based on their performance.The competition begins in January. Competition activities occur via Zoom. The top 25 teams with the highest cumulative point total after the first four challenges compete in the global head-to-head in April.CLC’s curriculum explores topics such as the attributes of effective leaders, leadership/followership styles, creative problem solving, and influencing others.Other Episodes About the CLCMeg U'Ren, Ashley Li, & Allison White - Leaders Developing Leaders at Western University♻️ Please share with others and follow/subscribe to the podcast!⭐️ Please leave a review on Apple, Spotify, or your platform of choice.➡️ Follow me on LinkedIn for more on leadership, communication, and tech.📜 Subscribe to my weekly newsletter featuring four hand-picked articles.🌎 You can learn more about my work on my Website.

Send us a textTherese Huston, Ph.D., is a cognitive scientist at Seattle University and the author of three books.  Her new book, Let’s Talk: Make Effective Feedback Your Superpower, was just published by Portfolio / Penguin Random House, and the New York Times called her last book, How Women Decide: What's True, What's Not, and Why It Matters, “required reading on Wall Street.”  Therese received her BA from Carleton College and her MS and PhD in cognitive psychology from Carnegie Mellon University. She’s currently enrolled in a graduate program in Organizational Leadership at Oxford University.  In 2004, she founded the Center for Excellence in Teaching and Learning at Seattle University.  Her first book, Teaching What You Don't Know, was published by Harvard University Press.  Therese has also written for the New York Times and Harvard Business Review and her last book was named a summer reading title by Oprah.com. Therese gives talks and leads workshops on how to create more inclusive workplaces.  Microsoft, Amazon, Cleveland Clinic, and TEDX have all asked Therese to speak on creating more inclusive workplaces.  Her favorite place to speak was Harvard Business School to a standing-room-only crowd, and her least favorite was a conference in Denver where no one showed up. To learn more, visit her Website.Quotes From This Episode"The three types of feedback that employees need are appreciation, coaching, and evaluation.""Carolyn Wiley looked at 50 years’ worth of data on different types of feedback and found that roughly 80% of managers think they give feedback and appreciation...Whereas only 20% of employees feel that they hear it frequently enough.""There’s a great team out of the University of Michigan that found the best performing teams get 5.6 pieces of praise for every piece of criticism""You want to state your good intentions when you’re giving feedback.""The specificity of the feedback women get is less specific praise and less specific coaching."Resources Mentioned In This EpisodeBook: Thanks for the Feedback by Douglas Stone and Sheila HeenProject Implicit: ♻️ Please share with others and follow/subscribe to the podcast!⭐️ Please leave a review on Apple, Spotify, or your platform of choice.➡️ Follow me on LinkedIn for more on leadership, communication, and tech.📜 Subscribe to my weekly newsletter featuring four hand-picked articles.🌎 You can learn more about my work on my Website.

Send us a textHow can the competition serve as a cornerstone for student leadership programming? I talk with Western University's CLC leaders about their unique approach to using CLC as a tool for student leaders developing other student leaders. Our GuestsMeg U’Ren began her career as a high school teacher and eventually found her way into student affairs. She leads Student Engagement Programs at Western University and works with students to develop their own leadership. Check out her podcast, 40 Things at 40!Allison White is a third-year university student pursuing an Honours in Business Administration degree at the Ivey Business School.  She got involved with the Leadership and Academic Mentorship Program (LAMP) at Western as a first-year committee member in 2018-2019 and remained involved as Leadership Chair in 2019-2020 and Leadership Student Coordinator in 2020-2021.Ashley Li is a third-year Neuroscience student at Western University. She has been involved with mentorship and campus leadership throughout her undergraduate career and is currently serving as the  Leadership and Academic Mentorship Program (LAMP) Leadership Student Coordinator in 2020-2021.What is the CLC?Collegiate Leadership Competition (CLC), a nonprofit founded in 2015, creates a digital practice field where students can actively apply what they learn via CLC’s global virtual competition. Colleges and universities identify a coach and recruit teams of six students. Any student interested in practicing leadership is welcome. Throughout the experience, each team member leads one challenge and receives extensive feedback based on their performance.The competition begins in January. Competition activities occur via Zoom. The top 25 teams with the highest cumulative point total after the first four challenges compete in the global head-to-head in April.CLC’s curriculum explores the attributes of effective leaders, leadership/followership styles, creative problem solving, influencing others, navigating difficult conversations, conflict resolution, delegation, stressors, and effective teaming.Academic Articles About CLCCLC WebsiteRosch, D. M., & Headrick, J. (2020). Competition as leadership pedagogy: An Initial Analysis of the Collegiate Leadership Competition. Journal of Leadership Education, 19(2).Allen, S. J., Jenkins, D. M., & Buller, E. (2018). Reflections on how learning in other domains inform our approach to coaching leadership. Journal of Leadership Studies, 11(4), 58-64.Allen, S. J. (2018). Deliberate practice: A new frontier in leadership education. Journal of Leadership Studies, 11(4), 41-43.Allen, S. J., Jenkins, D. M., Krizanovic, B. (2017). Exploring Deliberate Practice & the Use of Skill Sheets in the Collegiate Leadership Competition. Journal of Leadership ♻️ Please share with others and follow/subscribe to the podcast!⭐️ Please leave a review on Apple, Spotify, or your platform of choice.➡️ Follow me on LinkedIn for more on leadership, communication, and tech.📜 Subscribe to my weekly newsletter featuring four hand-picked articles.🌎 You can learn more about my work on my Website.

Send us a textDr. Kaitlin Wolfert is the Coordinator for The Center for Student Achievement at Penn State Abington and Adjunct Instructor at Cabrini University's Master of Science in Leadership. In May, she will be graduating from Eastern University with a Doctorate of Philosophy in Organizational Leadership. Dr. Wolfert's dissertation examined the influence of The Collegiate Leadership Competition and its three programmatic elements of action learning, coaching, and intrapersonal reflection on individual resilience. Dissertation: A Qualitative Study of the Influence of Action Learning, Coaching, and Intrapersonal Reflection as Simulated Leadership Development Activities within a Leadership Development Program on Individual ResilienceConnect with KaitlinInstagram: @krosew742LinkedinWhat is the Collegiate Leadership Competiton?Collegiate Leadership Competition (CLC), a nonprofit founded in 2015, creates a digital practice field where students can actively apply what they learn via CLC’s global virtual competition. Colleges and universities identify a coach and recruit teams of six students. Any student interested in practicing leadership is welcome. Throughout the experience, each team member leads one challenge and receives extensive feedback based on their performance.The competition begins in January. Competition activities occur via Zoom. The top 25 teams with the highest cumulative point total after the first four challenges compete in the global head-to-head in April.CLC’s curriculum explores the attributes of effective leaders, leadership/followership styles, creative problem solving, influencing others, navigating difficult conversations, conflict resolution, delegation, stressors, and effective teaming.Academic Articles About the Collegiate Leadership CompetitionCLC WebsiteRosch, D. M., & Headrick, J. (2020). Competition as leadership pedagogy: An Initial Analysis of the Collegiate Leadership Competition. Journal of Leadership Education, 19(2).Allen, S. J., Jenkins, D. M., & Buller, E. (2018). Reflections on how learning in other domains inform our approach to coaching leadership. Journal of Leadership Studies, 11(4), 58-64.Allen, S. J. (2018). Deliberate practice: A new frontier in leadership education. Journal of Leadership Studies, 11(4), 41-43.Allen, S. J., Jenkins, D. M., Krizanovic, B. (2017). Exploring Deliberate Practice & the Use of Skill Sheets in the Collegiate Leadership Competition. Journal of Leadership Education, 17(1), 28-34.Allen, S. J., Schwartz, A. J., & Jenkins, D. M. (2017). Collegiate leadership competition: An opportunit♻️ Please share with others and follow/subscribe to the podcast!⭐️ Please leave a review on Apple, Spotify, or your platform of choice.➡️ Follow me on LinkedIn for more on leadership, communication, and tech.📜 Subscribe to my weekly newsletter featuring four hand-picked articles.🌎 You can learn more about my work on my Website.

Send us a textAbout Meghan Pickett  & Dr. Bruce DeRuntzMeghan Pickett is the Leadership Academy Program Manager in the Center for Leadership Studies at Illinois Institute of Technology. She is also a Ph.D. candidate and a Scientific Advisor at Happy Spectacular.  Bruce DeRuntz is the founding Director of Southern Illinois University's Leadership Development Program. His mission is to prepare the next generation of technical leaders for our country. He's a professor with skills in leadership development, professional coaching, instructional design, quality management, and continuous improvement. Both serve as coaches for their university's Collegiate Leadership Competition team.What is the Collegiate Leadership Competiton?Collegiate Leadership Competition (CLC), a nonprofit founded in 2015, creates a digital practice field where students can actively apply what they learn via CLC’s global virtual competition. Colleges and universities identify a coach and recruit teams of six students. Any student interested in practicing leadership is welcome. Throughout the experience, each team member leads one challenge and receives extensive feedback based on their performance.The competition begins in January. Competition activities occur via Zoom. The top 25 teams with the highest cumulative point total after the first four challenges compete in the global head-to-head in April.CLC’s curriculum explores the attributes of effective leaders, leadership/followership styles, creative problem solving, influencing others, navigating difficult conversations, conflict resolution, delegation, stressors, and effective teaming.Academic Articles About the Collegiate Leadership CompetitionRosch, D. M., & Headrick, J. (2020). Competition as leadership pedagogy: An Initial Analysis of the Collegiate Leadership Competition. Journal of Leadership Education, 19(2).Allen, S. J., Jenkins, D. M., & Buller, E. (2018). Reflections on how learning in other domains inform our approach to coaching leadership. Journal of Leadership Studies, 11(4), 58-64.Allen, S. J. (2018). Deliberate practice: A new frontier in leadership education. Journal of Leadership Studies, 11(4), 41-43.Allen, S. J., Jenkins, D. M., Krizanovic, B. (2017). Exploring Deliberate Practice & the Use of Skill Sheets in the Collegiate Leadership Competition. Journal of Leadership Education, 17(1), 28-34.Allen, S. J., Schwartz, A. J., & Jenkins, D. M. (2017). Collegiate leadership competition: An opportunity for deliberate practice on the road to expertise. In S. Kempster, A. F. Turner, & G. Edwards♻️ Please share with others and follow/subscribe to the podcast!⭐️ Please leave a review on Apple, Spotify, or your platform of choice.➡️ Follow me on LinkedIn for more on leadership, communication, and tech.📜 Subscribe to my weekly newsletter featuring four hand-picked articles.🌎 You can learn more about my work on my Website.