Leadership Program Reflection

Change puts us in the Neutral Zone, an in-between where old ways fade before new ones form; staying present grows self-compassion and leadership.

Leading with intention isn’t about doing more—it’s about being more deliberate in what you choose to do and how you show up.

Leadership thrives through small, consistent actions. Patient nurturing builds lasting growth even when change isn’t immediately visible.

Stepping back from the front lines lets you lead, manage, and build lasting relationships that shape a smarter, more strategic IT team.

Leaders must balance AI convenience with relationship-building; relying solely on AI risks losing vital human connections and network growth.

I’ve started pausing more often – not out of hesitation, but because I’m becoming more aware of my patterns, my impact, and my growth as a leader.

Applying the network OSI model, we explore how leadership aligns strategy, execution, and individual work as interconnected layers.

Setbacks, failures, and disappointments are unavoidable and often painful. Greater danger is in self-blame, rumination, and judgment that can follow.

Leading with kindness transforms teams, fosters growth and trust, and is a superpower that elevates leadership, coaching, and collaboration.

Today’s Tuesday Reading is from Christian Schmieder, Assistant Director for Data Governance at the University of Wisconsin-Extension and a MOR program alum.  Christian may be reached at [email protected] or via LinkedIn. A friend recently gushed about the benefits of incorporating cold showers into his daily routine. I was intrigued – and maybe a little envious. […]

I’ve learned that when I commit to doing MOR, I don’t have to do more. The tools and habits are part of the empowerment journey.

Whether responding to a question, making a decision, or a difficult conversation, pausing gives us time to think, breathe, and realign.

As leaders, we have the responsibility and the opportunity to lead with vision, empathy, and resolve in a complex and rapidly changing landscape.

I got feedback that I was “too nice.” I assume if they had given me advice, they would have said, “Be less nice!” My advice: embrace the nice!

I faced significant pushback from others when making changes. This confounded me until we studied Van Maanen’s three lenses on organizational change.

Transitioning from technical work to leadership involves coaching managers and aligning on context, philosophy, and goals.

Our teams want to innovate and improve our institutions. Our leadership responsibility is focusing on measurable, beneficial outcomes.

As I approach 25 years at Indiana University, I reflect on my values and how I made them uniquely me.

Today’s Tuesday Reading is from Ranna Farzan, Associate Director, Technology Strategy and Planning, Harvard University Information Technology and a MOR program participant.  Ranna may be reached at [email protected] or via LinkedIn. Last month, right around my first MOR workshop, I also started reading Adam Grant’s Hidden Potential as part of a book club with other […]

One of my biggest opportunities for growth is more effective delegation. Delegation is never one-size-fits-all.