Today’s Tuesday Reading is from Carly Struna, Manager of University Data and Analytics at University at Pepperdine University and a MOR Program participant. Carly may be reached at [email protected] or via LinkedIn.
I recently hit that predictable slump where the latest workshop energy collided with reality, my planning and reflection rhythm slipped, and the daily whirlwind took over. As I spoke with others in MOR, I realized I wasn’t alone. Many of us encounter moments where the challenge isn’t a lack of resources or knowledge, but simply getting out of our own way. Looking back, I realized that one of the biggest barriers to leadership growth wasn’t external at all. It was the comfortable, reactive habits I’d fallen into.
As I pause to look beneath the surface of that slump, I realize that the real work of growth isn’t about perfectly executing a new checklist of traits. It’s a deeper, internal shift in how we choose to show up when the pressure is on. It is so easy to fall into the trap of measuring our worth purely by project volume or sticking to the comfort of our old, execution-focused routines.
Lately, I’ve been trying to break out of that comfort zone and step into true strategic ownership, and a few core insights have challenged my old script:
I’m My Own Biggest Roadblock
The resources, the tools, and the frameworks are all at my fingertips. The bottleneck is often just my own willingness to break out of comfortable, reactive habits and intentionally choose to lead.
The Power of Reciprocity
In my roles, my natural default has always been to serve. I want to be the person others can come to for answers, training, and making sense of the technology because I genuinely love helping others with what they need. MOR has challenged me to also look at the value of reciprocity within my broader network.
I’m realizing that true leadership isn’t just about how much we can give and facilitate from our side; it’s about effectively engaging the broader organizational landscape around us. This means embracing the vulnerability of stepping out of that familiar “helper” role to build alignment with other leaders who share our vision, inviting them to actively advocate for us and champion our initiatives. Shifting from purely providing support to inviting strategic reciprocity feels somewhat foreign, but incredibly powerful.
Shifting from Consensus to Directing the Narrative
I’ve been thinking a lot lately about how we communicate during decision-making. Often, our instinct is to continuously facilitate consensus, which can leave groups circling in place. I’ve been looking into the neuroscience of persuasion, which reminds us that the human brain is hardwired for clear narrative, not just information gathering.
When we lean into intentional language, shifting from passive facilitation to making clear, confident recommendations, we don’t just share information; we build agreement. That small linguistic shift from coordinating to recommending is where we begin to drive direction.
The Richness of Community
Realizing the potential of these shifts becomes even more exciting when I look at the community around us. We are fortunate to be part of a network that extends far beyond our individual institutions. Through MOR, we gain access to peers, mentors, and relationships across higher education and beyond.
We are surrounded by an incredible wealth of experience, perspective, and support, but that ecosystem only functions when we actively engage it. The opportunity is not simply to benefit from the community around us, but to contribute to it as well. When we step onto the balcony, build connections, and share what we’re learning, we create the conditions for meaningful change together.
Nudging Myself to Change
Neuroscience tells us that reflection rewires our neural pathways, moving us from reactive habits to intentional leadership. So, my nudge to myself this week, and perhaps to anyone else who feels like they are standing in their own way, is to give yourself permission to challenge your own boundaries, step onto the balcony, and make your growth a priority.
I’ve come to believe that many of the barriers to leadership growth aren’t found in a lack of opportunity or ability. More often, they’re the habits and assumptions that quietly keep us standing in our own way. Growth begins when we give ourselves permission to step beyond what’s familiar and intentionally choose how we want to lead.
Which insight from today’s reading was most helpful to you right now?
Last time, we asked how you feel about the current momentum of your leadership habits:
- 88% said they are serving you well.
- 10% are looking to make some small changes.
- 2% are looking to make some big changes.
The results of our last survey are absolutely delightful! 11 in 12 of us feel the current momentum of our leadership habits serves us well. This is a sign of this truly exceptional community. The key is to find the habits and practices that work for you. If you are looking to make a change, what is one small place to start? Start where you can make that change consistently. Today’s reading provides us with some ideas on where to get started.