Team Musings – Thunderbird Leadership Consulting

Reclaim Your Time: 5 Boundary Challenges Leaders Face (and How to Overcome Them)

Debbie Fennell on March 6, 2025

By Mary Lockhart, PhD, MS, ACC

As a leader, your time, energy, and attention are constantly in demand. You want to be accessible, supportive, and engaged—but without clear boundaries, leadership can quickly become overwhelming. Meetings fill every available moment, emails flood your inbox, and your workday extends well into your personal time. Over time, this takes a toll.

The good news? Strong boundaries don’t make you a less effective leader; they make you a better one. By setting and maintaining boundaries, you protect your ability to think strategically, make sound decisions, be an effective role model and be fully present when it matters most.

Research consistently shows that strong boundaries are not just good for your well-being – they are also good for your team, and for your organization. A leader’s ability to implement clear boundaries can improve team morale, reduce turnover, and foster a more productive work environment.

Here are five key types of challenges all leaders face with boundaries, along with specific strategies to overcome them.

1. Time Boundaries: Stop the 24/7 Grind

One of the biggest challenges for leaders is managing their time effectively. Without clear boundaries, your calendar can become overrun with meetings, leaving little time for deep work, strategic thinking, or even a moment to breathe.

Try this:

Block out dedicated “focus time” on your calendar and protect it as you would an important meeting.
Set clear meeting norms. You can do this by placing a limit on meeting times and ensure they have a clear agenda.
Build in buffer time between meetings to avoid running from one commitment to the next without reflection.

2. Work-Life Boundaries: Model What You Preach

Many leaders feel they must be “always on,” responding to emails late at night, taking calls on weekends, and sacrificing personal time for work. But when you blur the lines between work and personal life, burnout is inevitable for both you and for your team members.

Studies have shown that employees with better work-life balance are more engaged, focused, and less likely to experience burnout, leading to improved performance and reduced absenteeism. By role-modeling a healthier work-life balance, you empower everyone to thrive.

Try this:

Define and communicate your work hours to your team, and stick to them.
If you work outside normal hours, use “schedule send” for emails to send during standard work hours to avoid setting an expectation of 24/7 availability.
Establish a transition ritual, such as a walk or journaling, to help shift from work mode to personal time.

3. Decision-Making Boundaries: Letting Go of Control and Empowering Your Team

Leaders often get pulled into decisions they don’t need to make, leading to decision fatigue and a lack of time for higher-level priorities. If you’re frequently solving problems your team could handle, it’s time to redefine your decision-making role and trust your team.

Try this:

Use the RACI model (Responsible, Accountable, Consulted, Informed) to clarify who owns what decisions. This designates who is Responsible for executing a task, who is Accountable for the outcome (only one person should be accountable for each task), who needs to be Consulted before a decision is made, and who needs to be Informed of the decision. Using RACI can prevent confusion and ensure clear ownership.
When team members bring you a problem, ask, “What do you think?” and take their suggestions seriously before offering your opinion,
Delegate decisions that don’t require your level of expertise and trust your team to execute.

4. Communication Boundaries: Cutting Through the Noise

Emails, texts and “quick questions” can fill your day, leaving little room for focused work. Without clear communication boundaries, you’ll spend more time reacting than leading.

Try this:

Set expectations for response times—just because someone asks for an immediate answer doesn’t mean they need one.
Establish “office hours” for non-urgent discussions to prevent constant interruptions.
Decline meetings that aren’t necessary, and encourage concise, focused in-person and email communication.

5. Emotional Boundaries: Supporting Without Absorbing

Great leaders care deeply about their teams. However, when you take on too much of your team’s stress, it can weigh you down. Leaders who struggle with emotional boundaries by absorbing another’s problems often experience burnout and decision paralysis.

Try this:

Recognize what’s within your control and what isn’t. If an issue is draining you, ask yourself, “Is this something I can control?” If not, let it go.
When a team member shares a challenge, ask yourself, “Am I here to listen, advise, or take action?” Not every problem is yours to solve (even if you really want to).
Support your team members while maintaining perspective—being empathetic doesn’t mean carrying their emotional burdens.

The Bottom Line: Boundaries Make You a Stronger Leader

Setting boundaries isn’t about being unavailable, it’s about being intentional. When you protect your time, energy, and focus, you show up as a more strategic, present, and effective leader. And by modeling healthy boundaries, you empower your team to do the same.

What’s one boundary you need to strengthen this week?

Additional Resources for Leaders:

Dare to Lead: Brave Work. Tough Conversations. Whole Hearts (2018) Brené Brown emphasizes the importance of vulnerability and courage in leadership, offering tools to build trust and navigate difficult conversations.

Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity (2022) Kim Scott provides a framework for leaders to communicate effectively, fostering open dialogue while maintaining professional relationships.

Boundaries Updated and Expanded Edition: When to Say Yes, How to Say No to Take Control of Your Life (2017). Drs. Henry Cloud and John Townsend offer practical guidance on setting healthy limits in relationships, work, and personal life to regain control and foster emotional well-being.The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It (2021). In this timely book, workplace well-being expert Jennifer Moss helps leaders and individuals prevent burnout and create healthier, happier, and more productive workplaces.

Insights into the Dynamic World of Nursing

Debbie Fennell on February 8, 2025

Recently I sat down for a conversation with Kathleen Kaminsky, MS, RN, NE-BC. Kathleen is the Senior Vice President, Patient Care Services and Chief Nursing Officer for Englewood Health in New Jersey.

Rhonda Williams: Kathleen, thank you for sitting down with me today.

Kathleen Kaminsky: Thank you, Rhonda. It’s my pleasure.

Q: Kathleen, can you share a bit about your leadership journey at Englewood Health? It looks like you’ve had quite the impressive tenure here.

Kathleen Kaminsky: I’ve been with Englewood Health for 39 years. I started as a unit secretary prior to becoming a nurse. I began to advance and served as the Chief Quality Officer for nearly 20 years. Around 2015, I stepped in as Interim Chief Nursing Officer for under a year before returning to focus on population health and quality. In 2018, I officially became the Chief Nursing Officer, and quality remains a part of my focus.

When I transitioned into the CNO role, I immediately recognized challenges and opportunities for growth, particularly vacancies in critical specialties like the emergency department, ICU, and operating rooms. One of my first priorities was establishing support programs for new graduates, such as an emergency department residency program. We started with critical care and expanded to areas like the ED and L&D. This was all happening just as COVID struck, which significantly influenced the early-career experiences of new nurses. Many had more simulation-based training and fewer live patient interactions. Post-COVID, we faced retirements and turnover, but we’ve remained focused on developing excellent nursing professionals and fostering stability in our units.

Q: You mentioned developing a pipeline for nurses and new graduates. What specific initiatives have you implemented?

Kathleen Kaminsky: We’ve taken a multifaceted approach. For example, we added PCAs (Patient Care Associates) and BSN students. We encourage team members in other roles—like transporters—to pursue nursing. Tuition reimbursement has been critical in this effort.

We were also fortunate to receive a $10 million philanthropic gift from the Kaplen Foundation and its president, Maggie Kaplen in March 2020 dedicated to nursing, which allowed us to establish the Kaplen Institute for Nursing Excellence. The institute provides scholarships, supports professional development, and fosters innovation. This framework has been pivotal in our goal of developing a sustainable nursing pipeline and ensuring ongoing nursing excellence.

Rhonda Y. Williams: Your dedication to creating a structured pipeline for nursing talent is commendable and speaks to the importance of intentional leadership. It sounds like The Kaplen Institute not only addresses immediate staffing needs but also invests in the long-term development of future leaders in nursing.

Q: Generational differences are a growing focus in workplaces today. Many workplaces have four or five generations working together. How have you seen this play out across your team?

Kathleen Kaminsky: Generational differences have certainly shaped how we work. I’m from the last cohort of Baby Boomers, a generation known for its commitment to staying with one organization for decades. Today’s workforce is different. Many younger nurses prioritize work-life balance, flexibility, and career mobility.

We’ve responded. For example, we have moved to 12-hour shifts for most units because that’s what our staff wanted. We’ve also embraced flexible schedules, allowing nurse managers to choose between four 10-hour shifts or five 8-hour shifts. This has been well-received and helps accommodate varying needs.

However, this shift has changed team dynamics and continuity of care. If a nurse only works three days a week, they might not see the same patients or colleagues consistently, which impacts relationship-building and team cohesion.

To address this, we invested in mentoring programs. We encourage senior nurses to mentor newer staff. One of our units even partners with academic institutions, allowing nurses to mentor students who may later join the team. Having you join us for this presentation on intergenerational communication is also in alignment with our goal of fostering open communication across generations. It is critical and fosters a more connected, collaborative environment.

Rhonda Y. Williams: Generational differences aren’t just about work preferences; they shape how individuals communicate and collaborate. Training on generational understanding along with tools like DiSC personality profile assessments can help teams understand these differences and foster stronger relationships by identifying both generational and individual behavioral tendencies.

Q: Leadership development is a critical element of a healthy workforce. Can you share a little about your processes for managing this?

Kathleen Kaminsky: When I stepped into this role in late 2018, we identified a huge opportunity to revamp our leadership development processes, particularly for nurse managers. At that time, the structure of the program was still evolving, and the orientation process had room to better align with the needs of our workforce. We rebuilt it using the American Organization for Nursing Leadership competencies and framework, focusing on creating a more structured and intentional approach.

While COVID disrupted our progress for several years, we’ve recently started revisiting and enhancing these efforts. One area we’ve recognized as critical is providing consistent orientation—not just relying on preceptors but addressing knowledge gaps like operational rules and foundational processes.

Our workforce also takes advantage of development programs offered by Human Resources through the Englewood Academy’s Leadership Development Institute. These programs are designed to meet team members at different stages of their careers. Each session is carefully crafted to provide valuable insights and practical tools that align with the individual’s role and experience level.

Rhonda Y. Williams: Thank you for sharing that with us. Development of leaders is never an event, but instead it is a process. In our work at Thunderbird Leadership Consulting, we know how important that is, and we help organizations understand their leaders and teams at a deeper level using assessments. We firmly believe once you truly understand who they are as people, then we can enhance relationships, communication and overall workplace morale and productivity. Effective leadership development must address three key groups: new leaders, experienced leaders who need ongoing growth, and newly promoted leaders who may feel overwhelmed. Structured programs that include mentorship and continuous training are essential for building a resilient leadership team.

Q: Many nursing leaders are actively engaged in the practices you’ve shared here with us and I’m sure they’ll find value in what you have shared. Can you briefly speak to leadership burnout and what you are seeing on your team. It’s such an important topic for today’s workforce dynamics.

Kathleen Kaminsky: I think having flexibility, work life balance and fostering a healthy work environment are essential to reducing the risk of burnout in our leaders.

All team members have access to wellbeing resources. For instance, we have a Team Wellness Primary Care Access Center designed exclusively for Englewood Health employees and their immediate adult family members. Englewood Health offers confidential mental and emotional health resources to our team members.

Available services are visible on our employee portal, promoted during employee wellness fairs, and we have presentations and information that goes out regularly for the team. Leaders are educated to ensure that if team members express a need or would benefit from referral to team wellness services, those referrals are made.

Rhonda Y. Williams: Thank you, Kathy. Just as each organization is unique, challenges around stress and burnout are similar but different. I appreciate hearing about Englewood’s comprehensive approach.

Q: What’s your vision for the future of leadership at Englewood Health?

Kathleen Kaminsky: My hope is to see our leaders continue building their skill sets and toolkits. It’s essential to provide nurse managers with the resources and support they need to succeed. Succession planning is also critical. By focusing on strategy and mentorship, we can prepare our leaders to navigate the evolving challenges of healthcare.

I also want our team to feel like they have work-life balance. That’s important because it was something they asked for.

Finally, I want to thank my executive team. I have a lot of support to lead in the way that is best for our team.

Rhonda Y. Williams: It’s not easy leading a dynamic healthcare workforce today. Thank you for recognizing the importance of flexibility and strategic development so you team can provide the best possible care to patients, families and each other.

I realize you are incredibly busy, and I thank you so much for your time today.

Final Thoughts

This conversation with Kathleen Kaminsky highlights the importance of intentional leadership, adaptability, and continuous development in today’s healthcare environment. From addressing generational differences to creating structured leadership pipelines, Englewood Health’s initiatives serve as a backdrop for the evolving needs healthcare teams experience today. For leaders across industries, the lessons shared here are universally applicable: understand your people, invest in their development, and adapt to meet their evolving needs. That is a recipe for success.

Balancing Optimism with Realism: How Leaders Can Counteract Toxic Positivity

Debbie Fennell on February 7, 2025

By Tresha Moreland, MBA, SPHR, Fellow (FACHE)

In the modern workplace, leaders often emphasize the importance of staying positive, especially when navigating tough times. However, when optimism becomes excessive and dismisses legitimate concerns, it turns into toxic positivity—or “glossing.”

Glossing is the tendency to mask challenges with relentless positivity, creating an environment where employees feel unheard and their struggles minimized. Leaders who recognize and address this tendency can foster trust, empathy, and open communication.

Understanding Toxic Positivity

Toxic positivity is the compulsion to react to distress with superficial assurances, such as “Everything will be fine” or “Look on the bright side,” without acknowledging the real challenges at hand. While a positive outlook can motivate, consistently brushing over problems stifles open dialogue and invalidates emotions. The result? Teams may feel pressured to hide concerns or adopt a “just keep smiling” attitude, which erodes trust and authenticity.

Leaders must balance optimism and realism to create a supportive, truthful, and productive environment.

Why Glossing Is Detrimental to Trust and Team Dynamics

Glossing can erode trust and team cohesion in subtle but damaging ways:

It suppresses open communication: When leaders ignore or downplay difficulties, employees may feel discouraged from voicing concerns or offering feedback. This can create a culture of silence where critical problems are overlooked until they escalate.
It fosters disconnection: Employees must feel that their leaders understand and empathize with their experiences. By glossing over challenges, leaders risk appearing out of touch or insincere, damaging their credibility.
It undermines problem-solving: Productive teams thrive on tackling problems head-on. Toxic positivity prevents teams from discussing obstacles and finding real solutions, ultimately hindering growth.

Practical Strategies for Leaders to Avoid Glossing

Recognizing tendencies toward glossing is only the first step. Leaders need actionable strategies to maintain a healthy balance between optimism and realism. Here are some practical approaches:

1. Embrace Transparent Communication

Transparency is the antidote to glossing. Leaders should be clear and upfront about challenges without being defeatist. For example, during periods of organizational change, it’s more effective to say, “We’re facing a difficult transition period, but I’m confident we have the resilience to navigate it,” than to say, “Don’t worry; it’s all going to be perfect.”

Practical Tip: Share facts and context. Discuss what’s going well and acknowledge what isn’t. This builds a culture where employees know they’re getting the full picture and can trust leadership to be honest.

2. Encourage Empathetic Leadership

Empathy allows leaders to connect with their teams on a deeper level. When employees feel understood, they’re more likely to engage openly. Empathetic leadership means acknowledging stressors, asking questions, and listening without judgment.

Practical Tip: Practice active listening during meetings and one-on-ones. Instead of moving quickly to solutions, pause to acknowledge what’s being shared. Phrases like “I hear you” or “That sounds challenging” can create a safe space for honest communication.

3. Create a “Safe-to-Speak” Environment

One of the best ways to counter toxic positivity is to clarify that constructive criticism and honest discussions are valued. Employees should feel safe sharing their concerns without fear of reprimand or dismissal.

Practical Tip: Establish regular feedback sessions where teams can discuss both wins and challenges. Implement open-door policies that encourage employees to voice their thoughts outside structured meetings.

Balancing Positivity with Realism

Optimism can still play a significant role in leadership—when used correctly. Positive reinforcement motivates teams and helps maintain morale. The key is to balance optimism with realistic acknowledgment of the current situation.

How to Balance:

Acknowledge the struggle and celebrate efforts: “I know this project has had its difficulties, but I want to recognize the effort everyone’s put in. We’ve overcome some major hurdles, and I believe we can keep pushing forward.”
Model vulnerability: It’s okay for leaders to share that they don’t have all the answers. Saying, “This is tough, and I’m still figuring out the best path forward,” can make leaders more relatable and inspire confidence.

The Long-Term Benefits of Avoiding Glossing

By counteracting toxic positivity, leaders foster a work culture that prioritizes transparency, empathy, and trust. This, in turn, creates:

Stronger team morale: When employees know they can be honest without repercussions, morale improves. They feel valued and seen, which boosts overall job satisfaction.
Better problem-solving: Transparent dialogue allows teams to identify challenges early and develop solutions collaboratively.
Sustained resilience: Teams that face challenges head-on are better prepared for future uncertainties. They develop resilience by learning to adapt, pivot, and support each other through change.

Wrapping it Up

Leaders don’t need to choose between positivity and realism—both can coexist in a healthy balance. By recognizing and counteracting glossing tendencies, leaders build trust and foster an environment where open dialogue thrives. The result is a workplace where employees feel empowered, engaged, and equipped to navigate challenges together.

Teaming to Drive Organizational Change

Debbie Fennell on November 7, 2024

By Teresa Ong

At the League’s 2024 Innovations Conference, Chancellor Lee Lambert from Foothill-De Anza (FHDA) Community College District and Dorothy Sisneros from Thunderbird Leadership Consulting (TLC) presented a session on teaming and context-based coaching as a method for executive leaders to cultivate and sustain high-performing teams. FHDA is actively implementing teaming and context-based coaching as part of its leadership professional development initiatives. This article provides a first-hand narrative of the use of this approach with two college leadership teams.

College Context

FHDA is a two-college district with two college presidents who report to the chancellor. In 2023, the district welcomed a new president at Foothill College followed by a new chancellor, all within a span of five months. Within his first 100 days in office, Chancellor Lambert brought in TLC to facilitate teaming sessions for the new Executive Leadership Team. It was imperative that he quickly grasp the lay of the land and immerse himself as part of the college team. Shortly thereafter, President Whalen at Foothill College invited TLC to do the same with the college-based Senior Leadership Team; she had already been working with the Foothill team for several months and wanted to accelerate their work.

Purpose of Teaming

Generally speaking, a team can be defined as a group of individuals with various expertise working together for a common purpose. Simply putting people together does not, however, equal creating a team, nor does it ensure that the group is effective or high performing. How one builds a team is essential to its success.

Teaming is the intentional shift from leaders thinking as separate and distinct individuals to seeing themselves as members of the organizational team (Stein binder & Sisneros, 2024). A great way of explaining teaming is that it is a verb, not a noun (Harvard Business School, 2012). Teaming is a dynamic set of behaviors as well as a mindset anchored in shared values and expectations. And while teams and their goals may change, teaming does not.

Assessment and Alignment

TLC facilitators worked with FHDA’s chancellor and president to prepare and design sessions that were geared toward understanding each team member and their individual roles, followed by expectation setting. What did members of each team expect from each other? What did they expect from their leaders? Conversely, what did each leader expect from their respective teams? This process sets up team norms and defines how leaders treat each other; the right norms reinforce organizational alignment and create a cohesive culture (Duhigg, 2016).

For the team at Foothill College, this process began in early 2024 with monthly teaming sessions. Over the course of these sessions, the Senior Leadership Team engaged in deep conversations about shared values, individual work, and communication styles and how that might impact others. The team considered and learned how to have confidence in each other’s leadership and in themselves as a team. This does not happen in one or two team-building sessions, but over multiple facilitated gatherings.

Aside from cultural cohesion, another outcome from these sessions is a physical playbook that serves as a guide to which current and future leaders can refer. The playbook guides behavior and expectations and clearly spells out team values. It also presents clear frameworks for responding to difficult situations or new challenges, similar to playbooks used by professional sporting teams. During facilitated sessions, leaders role-play and practice various scenarios in a safe space so that when a situation arises, it is not everyone’s first time figuring out what they ought to be doing. In other words, teaming is to leadership teams as spring training is to baseball players. You have to practice playing together in order to work cohesively and deliver high performance.

Self-Awareness

An important aspect of teaming is for each leader to understand their inherent strengths, communication styles, and motivators. Every leader completed a personality profile and used it to improve their awareness of how their style could be dialed up or down to be more effective. Continuing with the baseball analogy, consider each leader as a pitcher on a baseball team facing a batter. The pitcher can adjust their fastball or curveball depending on which batter they face to garner three strikes. Similarly, a leader might adjust their work style in varying situations to be more effective.

FHDA used Everything DiSC (https://www.everythingdisc.com/).® by Wiley as its personality assessment tool and platform. What was most helpful was the ability to see each leader’s profile and compare how one aligns with others and where areas of tension might arise. The president’s executive assistant was offered the opportunity to take this assessment as her role supported the Senior Leadership Team. The awareness of her own personality coupled with a more granular understanding of the executive leaders she supported greatly improved her efficacy and leadership. This executive assistant is now leading the charge for other administrative assistants to take the assessment to help them excel in their work.

Everything DiSC has had a cascading impact at Foothill. It is a desired practice, not a mandated one. Aside from the administrative assistant team, three other divisions are slated to use this self-assessment tool to spark conversation. We should soon be able to see DiSC profiles across the college and district. Collectively, this has also resulted in a common language on work styles.

Context-Based Coaching

Context-based coaching, which is very different from typical executive coaching, is a key component to TLC’s teaming process. TLC coaches meet with TLC facilitators who provide context and meaning to the challenges leaders might face. Coaches are aware of the organizational culture and are updated on major issues that might be at the forefront of leaders’ minds. Each college leader works with a coach to build on their strengths and modify behaviors that impact the team or their efficacy. They help leaders build behaviors and perspectives that will enhance the success of the team first, which in turn creates success for the leader (Steinbinder & Sisneros, 2024).

One leader on the chancellor’s executive team describes coaching this way:

Coaching helps me as a leader when I am stuck on something. The coach is someone who understands the organization but is not in the organization. They have the context, dynamics, and know the other team members. Thus, they are able to quickly hone in on the issue. More importantly though, they help you grow as a leader.

Unlike a friend or colleague, a coach will really tell you the hard stuff. It could be a place of discomfort. In my first two sessions, my coach asked me to try something I would normally not do. It was uncomfortable. I was skeptical about it. I thought “really?” But after I reflected more on it, I gave it a try. It was very uncomfortable but it actually helped. That’s valuable. Those are not things we get from other sources.

Practicing Infectious Positivity

Working in higher education can often feel like you are on a losing team given the volatility of state budgets, student demands, and public pressures. Rituals of appreciation and celebration can help leaders to take themselves out of a sea of negativity and fear, and to rethink and reframe ideas and situations. This is similar to the practice of experiencing awe. Recent research suggests multiple psychological benefits to triggering awe on a daily basis, including decreased heart rate and deeper breathing (Reese, 2023). There is a sensation that you are part of something vast, bigger than yourself; it also quiets the negative self-talk. One of the best ways to practice awe is by witnessing the goodness in others.

In the first facilitated session at Foothill College, leaders were initially hesitant to show glee over a family birthday or to commend a colleague for a small gesture. Perhaps it is conventional thinking that leaders should only be wrapped up in serious thoughts, multi-tasking, and making tough decisions about budget cuts or managing difficult personnel. The practice of awe gives leaders permission to share and celebrate with others their moments of joy. Just the 5-10 minutes taken at the beginning of each weekly huddle to share appreciations and celebrations resets the tone and perspective of leaders. Taking the time to notice the goodness in others, to share someone else’s happiness, triggers joy and wonder, and reminds leaders of the good they originally set out to do.

At Foothill College, this practice is currently being deployed beyond facilitated teaming sessions. It is practiced at Instructional Leadership Team and Administrative Leadership Team meetings. This practice of infectious positivity is a daily reminder of each leader’s personal desire to be a force for good in this world. More importantly, though, when the organization can share in one’s own personal joy, leaders can see themselves as part of the organization and not separate and distinct individuals. The culture shift is quite palpable.

Expanding Teaming Efforts

FHDA would like to scale efforts in teaming across the district. We are at a nascent but promising stage. Department teams have heard about it, and there is a groundswell of requests for such facilitation. There are skeptics, of course. Some of the push back received includes privacy concerns (“I don’t want my personality profile on a shared platform”), disbelief in the evidence for teaming (”This isn’t evidence-based”), and general cynicism (”This is academia, not corporate culture”).

To the naysayers, I offer this: Consider the Monday morning email from a colleague that starts with, “Hello team!” Do you cringe and say, ‘What team”? Or when you are at a meeting and no decision can be made, so more people are invited to the next meeting. Or perhaps you’ve been asked to go to a meeting, and you have no idea why you are there. Are you rolling your eyes yet? My personal favorite was being in a meeting whose task it was to understand why we had so many meetings. These are all symptomatic of being a team-in-name only. Work may be completed, and goals may be met, but at a much higher cost. At the core of such an organizational culture is dysfunction because there is no real team.

Conversely, teaming is about getting to a space where leaders can disagree, but still commit fully to decisions (Startup Archive, 2023). It is not a rah-rah team-building exercise, but, rather, a paradigm shift. Leaders across the organization have space to disagree, but they do not subsequently second guess that decision, snicker at it, or say “I told you so” when it fails. They move forward and execute the plans just like it is set out in the playbook. When this happens, the organization can begin to tackle more complex problems, and at a much greater speed, instead of simply reaching for the proverbial low-hanging fruit and settling for titanic speed. Many would agree that the problems community college leaders face are much more complicated and volatile than in years past, and that the role of community colleges is more essential now than ever before given the skyrocketing costs of higher education. Imagine if community colleges could pivot quickly and nimbly to deliver student-centered results. Doing so starts with investing in teams that drive organizational change. Teaming should be every community college executive’s number one priority.

References

Duhigg, C. (2016, February 25). What Google learned from its quest to build the perfect team. The New York Times Magazine. www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html (http://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html).

Harvard Business School. (2012, April 25). The importance of teaming. Working Knowledge. https://hbswk.hbs.edu/item/the-importance-of-teaming (https://hbswk.hbs.edu/item/the-importance-of-teaming).

Reese, H. (2023, January 3). How a bit of awe can improve your health. The New York Times.

Startup Archive. (2023, December 18). Jeff Bezos explains what it means to disagree and commit [Video]. YouTube. https://www.youtube.com/watch?v=Afoh23PHVP0 (https://www.youtube.com/watch?v=Afoh23PHVPO).

Steinbinder, A, & Sisneros, D. (2024). Creating a vibrant organization using the dynamic leadership model and a teaming approach. Nursing Administration Quarterly, 48(2), 139-150.

Teresa Ong is Associate Vice President, Workforce and CTE Programs, at Foothill College in Los Altos Hills, California.

Opinions expressed in Leadership Abstracts are those of the author(s) and do not necessarily reflect those of the League for Innovation in the Community College.

Volume: 37, Number: 7 / July 2024 / Leadership Abstracts

Harmonizing Workplace Dynamics: The Transformative Power of Community Music-Making

Nathan Bachofsky on February 22, 2024

By Nathan Bachofsky, M.Ed.

Embracing community music-making offers a distinctive approach to nurturing a vibrant workplace culture. Beyond typical team-building activities, it fosters cohesion, boosts morale, and enhances well-being while reducing stress. This innovative approach also sparks creativity, fortifies your organization’s image, and deepens community engagement. Supported by research, this unique initiative equips your workforce with essential skills for success, positioning your organization as a pioneer in fostering a harmonious and productive workplace environment. Let’s explore why your organization should consider tuning into the transformative power of music within the workplace.

1. Enhanced Team Cohesion and Morale

Engaging in community music-making fosters a strong sense of team spirit and camaraderie among employees, breaking down barriers and facilitating better communication. A study by Clift and Hancox (2010) on choir singing revealed that group music activities significantly improve team cohesion and morale, enhancing workplace harmony and productivity.

2. Boosted Employee Well-being and Stress Reduction

Music activities offer a creative stress outlet and enhance well-being, essential for reducing workplace burnout. Coulton et al. (2015) found that community singing had a positive impact on mental health and stress reduction, highlighting its potential as a low-cost, accessible intervention for improving employee well-being.

3. Improved Creativity and Innovation

Music making stimulates creativity, crucial for innovation in the workplace. Hanna-Pladdy and Mackay (2011) demonstrated that musical activity enhances cognitive functions related to creativity and problem-solving, suggesting a direct link between music engagement and innovative thinking.

4. Positive Image and Community Engagement

Implementing music programs showcases a commitment to social responsibility, ultimately attracting and maintaining talent. Hargreaves, Miell, and MacDonald (2012) discuss how music initiatives can enhance corporate social responsibility efforts, attracting like-minded talent and customers.

5. Leadership Development and Team Building

Music making is an effective platform for leadership and team-building, promoting essential workplace skills. A study by Southgate and Roscigno (2009) on music education and leadership skills found that musical group activities improve leadership abilities and teamwork, directly applicable to professional settings.

References:

Clift, S., & Hancox, G. (2010). The significant effects of choral singing on community cohesion and well-being. University of Music and Performing Arts, 22(3), 323-343.

Coulton, S., Clift, S., Skingley, A., & Rodriguez, J. (2015). The effect of community group singing on mental health: A systematic review. Journal of Mental Health, 24(1), 40-53.

Hanna-Pladdy, B., & Mackay, A. (2011). The impact of sustained engagement in musical activities on cognitive functions in older adults. Age and Ageing, 40(4), 478-486.

Hargreaves, D.J., Miell, D.E., & MacDonald, R.A.R. (2012). Music and social bonding: Benefits of group music activities in building social cohesion. Social Psychology of Music, 42(2), 191-206.

Southgate, D.E., & Roscigno, V.J. (2009). The impact of music on childhood and adolescent achievement. Social Science Quarterly, 90(1), 4-21.

Unlocking Harmony: The Transformative Benefits of Workplace Mediation

Nathan Bachofsky on January 17, 2024

By Nathan Bachofsky, M.Ed.

In the dynamic landscape of today’s workplaces, conflicts are inevitable. Whether it’s a clash of personalities, disputes over responsibilities, or miscommunication, workplace tensions can adversely affect employee morale and hinder productivity. This is where the role of a workplace mediator becomes pivotal. In this blog post, we’ll explore the transformative benefits of bringing in a workplace mediator to foster a harmonious and productive work environment.

Early Conflict Resolution

One of the primary advantages of involving a workplace mediator is the ability to address conflicts at their earliest stages. Mediators are skilled in identifying and resolving issues before they escalate into more significant problems. By nipping conflicts in the bud, organizations can save valuable time and resources that would otherwise be spent on prolonged disputes.

Improved Communication

Workplace mediators excel in facilitating open and effective communication between parties in conflict. They create a safe space for individuals to express their concerns, ensuring that all perspectives are heard and understood. Improved communication is a cornerstone for building stronger team relationships and preventing future conflicts.

Preservation of Relationships

Unlike adversarial approaches, workplace mediation focuses on collaboration and finding mutually agreeable solutions. Mediators work towards preserving relationships rather than perpetuating a win-lose scenario. This approach fosters a positive and cooperative atmosphere, allowing employees to continue working together harmoniously.

Cost-Effective Conflict Resolution

Litigation and legal battles can be exorbitantly expensive for organizations. Workplace mediation offers a cost-effective alternative, saving companies substantial legal fees and resources. Resolving conflicts through mediation is often quicker and more economical, contributing to the financial well-being of the organization.

Increased Employee Satisfaction

When employees witness proactive conflict resolution measures being taken, it boosts their confidence in the organization’s commitment to a healthy work environment. Mediation empowers employees by involving them in the resolution process, leading to increased job satisfaction and a positive workplace culture.

Tailored Solutions

Workplace mediators understand that every conflict is unique. They tailor solutions to the specific needs and dynamics of the individuals involved. This personalized approach ensures that resolutions are not one-size-fits-all but rather crafted to address the intricacies of each situation.

Enhanced Productivity

By resolving conflicts swiftly and effectively, workplace mediation contributes to enhanced overall productivity. Employees can focus on their tasks without the distraction of ongoing disputes, leading to improved workflow and a more efficient workplace.

The benefits of bringing in a workplace mediator extend far beyond conflict resolution. Mediation fosters a culture of open communication, collaboration, and understanding, ultimately creating a workplace where employees thrive. By investing in mediation services, organizations not only save costs but also lay the foundation for a harmonious and productive work environment. The transformative power of workplace mediation is a strategic choice that paves the way for long-term success. If you’d like more information regarding our mediation services, reach out to Nathan Bachofsky (nbachofsky@thunderbirdleadership.com).

Your Team May Need a “Reset”: Recognizing the Need for Change

Nathan Bachofsky on November 16, 2023

By Nathan Bachofsky, M.Ed.

In the ever-evolving landscape of business and project management, it’s crucial for teams to adapt and grow continuously. Sometimes, however, even the most cohesive and high-performing teams can hit a roadblock or face challenges that necessitate a “reset.” A team reset is not about starting from scratch but rather about recalibrating and revitalizing the team’s dynamics, goals, and strategies. In this blog post, we’ll explore some common signs that indicate your team may be in need of a reset.

New Team Members or Team Growth

Sign: An influx of new team members or significant team growth.

Reason: Team dynamics can shift dramatically when new members join the group. Established routines and communication patterns may no longer be effective. Integrating new team members seamlessly can be challenging, and it may be necessary to reset team expectations, roles, and goals to ensure everyone is on the same page.

Our Tbird Approach: Our experienced, certified facilitators create teaming workshops to clarify roles, image, expectations, responsibilities, and more. Participants learns about their personal and colleague’s DiSC work styles and how to use it to improve communication and understanding.

New Challenges on the Horizon

Sign: The team faces new, complex challenges or tasks.

Reason: As your organization grows, it’s likely to encounter more intricate problems that require fresh perspectives and strategies. If your team’s existing methods aren’t effective for tackling these challenges, a reset can help you brainstorm innovative solutions.

Our Tbird Approach: Our facilitators are artists at crafting action-planning workshops that not only tap into the collective wisdom of the entire group, but also support the organization in its implementation.

The Need for Innovation

Sign: Stagnation in creative output or lack of innovative ideas.

Reason: Teams can become complacent, relying on tried-and-true methods that may no longer be effective. If you’re not seeing the creative spark or innovative solutions you once did, it’s time for a reset to reignite that passion for innovation.

Our Tbird Approach: An Innovation Summit made be just the initiative to bring the greater community together to collaborate on new possibilities. Our Creativity Workshop series may also jump start your organization’s creativity to think of new and innovative ways to address needs and challenges.

Strengthening Team Dynamics

Sign: Erosion of trust, increased conflict, or reduced collaboration among team members.

Reason: Over time, team dynamics can deteriorate due to miscommunication, differing priorities, or unresolved conflicts. A reset can help rebuild trust and foster healthier relationships among team members.

Our Tbird Approach: Our teaming workshops and team retreats can help members to practice team-building activities, open communication where team members can voice concerns and find common ground. Mediation services can also be provided to help manage conflicts.

Decline in Motivation and Productivity

Sign: A noticeable drop in team motivation and productivity levels.

Reason: When team members lose sight of their purpose or become disengaged, it can have a detrimental effect on productivity. A reset can reignite enthusiasm by revisiting the team’s mission, setting achievable goals, and offering support and recognition.

Our Tbird Approach: Organizational assessments help to identify successes and opportunities for growth. They include 1:1 interviews with leadership, focus groups, and staff surveys.

Employee Burnout and High Turnover Rates

Sign: Increased instances of employee burnout or high turnover rates.

Reason: When team members are consistently overwhelmed or disengaged, it can lead to burnout and attrition. A reset can help identify and address the root causes of these issues.

Our Tbird Approach: In addition to all of the mentioned above, a Reflect, Rejuvenate & Thrive workshop can help your team focus on their own

Recognizing the signs that your team may need a “reset” is the first step towards achieving greater efficiency, collaboration, and innovation. Teams that are willing to adapt and evolve in response to changing circumstances are more likely to achieve long-term success. Embrace the opportunity to reset your team’s dynamics and strategies, and watch as it grows stronger and more resilient in the face of challenges. Remember, a reset is not a setback; it’s a chance for your team to thrive in the ever-changing world of business.

Thunderbird’s Dynamic Leadership Model: Empowering School Leaders for Success

Nathan Bachofsky on June 30, 2023

By Nathan Bachofsky, M.Ed.

As school leaders, the responsibility to shape the educational landscape extends beyond the individual classroom. To navigate the ever-evolving challenges and drive positive change within their institutions, school leaders must embrace the concept of Dynamic Leadership. Dynamic Leadership comprises several crucial elements, including self-awareness, deep listening, curiosity, empathy, and decisiveness. Dynamic Leadership skills are foundational and empower school leaders to foster growth, collaboration and excellence within their schools.

Self-awareness:

Do I sense and adjust my emotions based on the situation?
Do I respond in a thoughtful way?
Do I self-correct to keep communication flowing?

Dynamic school leaders understand the significance of self-awareness in their leadership journey. They possess a deep understanding of their strengths, weaknesses, and values, allowing them to lead authentically. By continuously reflecting on their leadership style and its impact, school leaders can align their actions with their vision and values. Self-awareness enables them to model integrity, build trust, and inspire their staff to strive for excellence.

Deep Listening:

Do I maintain eye contact and face the person(s) directly?
Do I adjust the environment and limit distractions?
Do I suspend judgment on what’s being said?

Deep listening is a transformative skill that sets dynamic school leaders apart. By engaging in deep listening, leaders create an environment conducive to open dialogue and effective communication. They actively seek out the perspectives of their staff, students, and community members, suspending judgment and valuing diverse viewpoints. Deep listening enables school leaders to identify strengths, challenges, and untapped potential, fostering collaboration and fostering a culture of continuous improvement.

Curiosity:

Do I ask questions to stimulate new thinking?
Do I make space for new ways of thinking?
Do I encourage innovation and respect mistakes?

Curiosity plays a vital role in dynamic school leadership by stimulating new thinking, creating space for innovative ideas, and respecting mistakes. Effective leaders ask thought-provoking questions, embrace diverse perspectives, and foster an inclusive environment that encourages innovation. They understand that mistakes are opportunities for growth and learning. Cultivating curiosity empowers school leaders to inspire creativity, challenge the status quo, and drive positive change within their institutions.

Empathy:

Do I connect first before focusing on the output or results?
Do I listen and acknowledge the feelings of the other person?
Do I support others with caring and compassion?

Empathy is a fundamental attribute of dynamic leadership. Effective school leaders recognize the diverse needs and perspectives of their staff, students, and community members. By cultivating empathy, leaders create an inclusive and supportive environment, fostering trust and collaboration. They actively listen, understand the challenges faced by others, and make informed decisions that prioritize the well-being and success of all stakeholders.

Decisiveness:

Do I gather information that leads to great decisions?
Do I make course corrections as new information is presented?
Do I engage and trust others’ input in decisions?

In an educational landscape characterized by complexity and rapid change, decisive leadership is essential. Dynamic school leaders make informed decisions by considering multiple perspectives, analyzing data, and staying abreast of research-based practices. They embrace innovation and change while staying focused on their school’s mission and vision. Decisiveness inspires confidence, providing clear direction and purpose, and driving collective progress toward organizational goals.

For school leaders, embracing dynamic leadership is crucial to fostering success, growth, and collaboration within their institutions. The components of self-awareness, deep listening, curiosity, empathy, and decisiveness provide a strong foundation for effective leadership. By cultivating these attributes, school leaders can navigate challenges, inspire their staff, and create a vibrant educational community. Embracing dynamic leadership requires continuous self-reflection, learning, and collaboration. Together, let’s embark on this journey, empowering ourselves and our schools to thrive in an ever-changing educational landscape.

For more information on how Thunderbird Leadership supports educational leaders and leadership teams, please visit THUNDERBIRDLEADERSHIP.COM or email info@thunderbirdleadership.com

Moving Forward: Healing and Innovating Schools

Nathan Bachofsky on May 13, 2022

Just the other day, I was sitting in a meeting with a team of teachers and administrators. The theme of our school year has been centered around courage, and we were discussing ways in which we can celebrate this at our end of the year faculty/staff convocation. As we discussed how we wanted to honor the staff after the immense challenge of teaching during this pandemic, it hit me. In all this time since the pandemic started, we had never truly taken the time to reflect on how these past two years affected our faculty and staff. Schools have much to process after dealing with the trauma of this disruption to everyday life and work. I have spent the past 8 months speaking with teachers and administrators from around the country from diverse schools and backgrounds to process the effects of the pandemic and political climate on schools.

As I reflect on my own work as a teacher and leader and from the conversations with other professionals in education, I decided to attempt to answer the questions: How can we begin the process of healing and start the conversations needed to move our schools from a space of disruption to innovation? Below are some considerations and a call to action for all superintendents, school boards, and those in school leadership positions.

Pause and Process

Before we can move forward, we have to pause, check-in, and take inventory of our emotions, thoughts and feelings. Teachers, administrators, and staff have been in crisis mode since March 2020, and many haven’t left that space. We immediately pivoted to teaching online, using new technology, and trying to also meet the social-emotional needs of our students, while taking care of our own families. Before we can move forward at all, I’d charge schools to create space for teachers, administrators, and staff to process everything we’ve been through. Bring in mental health professionals from outside the organization to guide these often difficult conversations. School leaders don’t need to have all the answers, but they can create space in team meetings to demonstrate deep listening and empathy. With the nationwide need for more social-emotional learning in schools for students, how might a social-emotional support program look for the adults in the building? No time is wasted when faculty and staff can pause and reflect on thoughts and feelings. Through the sharing of each others’ stories we can begin to see the commonality in our experiences and begin the process of healing and moving forward.

Teachers and School Leaders Need Support

If you haven’t been paying attention, I have some troubling news. Teachers and administrators are leaving the profession in droves. Teacher burnout is worse than ever as evidenced by the teacher shortage that has been highlighted in the news. We need brave leaders and policy makers to advocate for our school systems that are quite literally under attack. We have officially come to a crossroads in which the passion for changing lives no longer balances out the poor policies and working conditions that are squeezing the joy and heart from a profession so near and dear to many. Many states and local school districts are still running schools in the same way that they have been for decades. We forge on advocating for fair teacher pay, reduced standardized-testing, fair and equitable access to education, and all other vitally important issues facing our field that deserve the forefront of our attention. While we work to advocate for these tough issues, we can still adjust our organizational practices and lead schools into a space of growth and innovation.

Every Voice Matters

Once we begin to process our past and current realities, it’s time to collaboratively build the future of our schools and districts and steer toward new possibilities. Take this crucial time to invite all stakeholders to the table to share their vision for the school or district moving forward. Organize your conversations with stakeholders around the following questions:

What issues did the pandemic and our current social-political climate shine a light on in your district/school/organization?
What new practices/lessons from teaching during the pandemic are we holding on to?
What practices & policies are no longer serving us?

It’s important that everyone has a voice in this process. This conversation can occur with the greater school community as whole, or it may happen at the department/team level. Streamlined communication and transparency in sharing the results of these conversations is a vital step in the process of moving forward towards change.

Real Change Takes Time

Once new opportunities and directions are revealed and identified through these discussions, it’s time to create actionable steps towards change. It’s helpful to bring in an outside organization to help facilitate the discussion and strategic planning so that school leaders can be fully present and part of these important conversations. Having a separate, unbiased set of ears to synthesize the discussions and support the steps forward is vital to the process.

Change can make us uncomfortable at first. Showing up with honesty, openness, and good intention nurtures growth and makes way for new possibilities. As we learned in preschool from the story of the tortoise and the hare, slow and steady really does win the race. Any changes and decisions that are made must be approached through the lens of “why.” I’m always reminded by a colorful magnet on my classroom white board that, “Great things take time.” It’s so true – real, quality change, when done correctly, is slow, methodical, and purposeful. Be patient in the implementation stage of the process, remain open to feedback, and make adjustments accordingly.

Leadership at All Levels

Everyone has the ability to be a leader no matter what role they possess in the organization. The stakes are too high and the work is too great in education for administrators to call all the shots. To truly change the culture of a school and empower its community, the top down approach must be dismantled and a shared, collaborative approach to leadership must be embraced. Not all teachers and staff have formal leadership training, but by nurturing the skills of self-awareness, deep listening, empathy, curiosity, and decisiveness, a new and positive culture and climate can emerge. When we approach leadership as a shared practice, we can suddenly make time for the tasks, projects, and practices that are more impactful. All of a sudden, principals can be more visible, teachers can have meaningful collaboration, and all stakeholders can feel heard and involved.

Moving Schools from Disruption to Innovation

After 12 impactful years of service in public and private schools as an educator and leader, I am answering the call to support schools in moving forward and achieving dynamic outcomes. I decided to leave my classroom position and team up with Thunderbird Leadership to support schools on their journey toward healing and innovation. The Disruption to Innovation in Schools program through Thunderbird puts relationships and teaming first. Founded in the principles of Caring Leadership, our programming builds a culture of self-awareness, deep listening skills, empathy, curiosity, and decisiveness in both administrators and staff. This is a time for districts to step back and refocus on the people and relationships that make learning happen. When we do, morale improves, teams are more efficient, and students have a more supportive environment to thrive. Thunderbird truly partners with schools to ignite teams and environments that excel through leadership coaching, teaming, community building, and various professional development topics to promote Caring Leadership in your school. Reach out by email (nbachofsky@thunderbirdleadership.com) to find out how we can help transform your school and join this movement!

Tip of the Month, December 2019 – Reflections II – TIPS from this year’s Summit

Rory Gilbert, M.Ed., SPHR, SHRM-SCP on December 17, 2019

Jill began to highlight the events at this year’s Summit in her last post. I thought I’d format the second part of our Summit reflection as TIPS. What did we learn, what can we take away?
I really appreciated the balance of evidence-based information as well as the exploration of personal renewal at this year’s Summit. Here are some highlights.

When dealing with multiple generations in the workplace, first and foremost, see your employees as individuals.

Dustin Fennell talked about managing multiple generations in the workplace and ultimately concluded that we are not that different after all. He emphasized a wise, long-standing leadership practice: see your employees as individuals, learn about them – what excites them, motivates them and affirms them, and use that information to support and encourage them. His personal strategy is to:

Value each employee’s perspectives, talents, experiences, ideas and uniqueness
Make caring visible through your presence, your appreciation and your acknowledgement of their feelings
Provide them with something to believe in – provide vision, purpose and their part in it
Know what makes each employee tick
Enable their success

I would also add that learning about general tendencies of different generations may help you understand why people approach things the way they do. When people behave contrary to our personal expectations and norms, it is easy to discount them as rude, uncaring, insensitive, unmotivated, unprofessional, etc. When we understand different cultures, generations, DiSC styles, personality types, etc. we gain insights that can help us override our own personal preferences and assumptions.
So, absolutely yes, to learning about and valuing our employee’s unique needs, drives and perspectives as Dustin recommended…and when you get lost in your own assumptions, you might want to research how someone might see things another way.

Confidence and self-assurance are critical to success. How they present may be gender linked. There are strategies to strengthen one’s confidence and self-assurance.

Mara Windsor presented on issues of confidence and gender and brought compelling research that suggests that women may not be as confident as men because of differences in genetics. Check out The Confidence Code by Katty Kay and Claire Shipman. Whether confidence is genetically or socially influenced (or both!), there are things we can do to strengthen our sense of confidence. Her suggestions include:

Know that you are not alone – find safe places to share your concerns about confidence.
Stop attributing your success to luck.
Take credit for your accomplishments.
Don’t get caught up in perfectionism (over-preparing, over-rehearsing)
Take action, take risks, fail fast and keep going!

We choose how we respond to situations and people’s actions.

Another theme emerged numerous times during the Summit recognizing that we have the ability to manage our emotions and reactions to things…nothing “makes us” angry. We interpret input and choose how we respond. This message came through in our “café conversations,” (brief small group opportunities exploring different themes about leadership) as well as in Noushin Bayat’s presentation about Leading from Within.
I trained as a therapist in a former career life and relate these concepts to cognitive-behavioral therapy. We receive input, interpret it (in a nanosecond) and then respond with feelings. Several of the groups in our café conversations wandered into that arena. Colleen Hallberg’s topic stands out as it stated it the most clearly, “It is only information.” Wow!
Think about meetings where things feel uncomfortable. Rather than getting lost in the emotion, what can we ask ourselves? What is happening here? What can I learn from this? I can step back and assess the data I am receiving. What is it telling me? When we recognize that we have a choice in our interpretation and response, we are empowered to take control of our role in the situation.
At a previous Summit, Noushin quoted Rumi, “Out beyond ideas of wrongdoing and rightdoing there is a field. I’ll meet you there.” Those words continue to resonate in her presentation – finding space outside of right or wrong, win or lose to breathe, reflect and reconnect with what and who is important. As leaders, finding this space and time is essential to our effectiveness. Noushin’s gentle words belie a powerful way of being.

Use an Appreciative Leadership approach to respond effectively to complex work environments by identifying and building on what is working.

Kathy Malloch provided a preview to her recent work with partner, Tim Porter-O’Grady, on their new approach to leadership. (We are waiting for the book to come out.) Some key learnings from Kathy’s presentation include five core strategies of Appreciative Leadership. Consider how you could shift your mindset to be a more appreciative leader and how these approaches could change your organizational culture and results.

Inquiry rather than inquisition
Illumination (strength finding rather than fault finding)
Inclusion (intentional strategies rather than just an invitation to participate)
Inspiration (envisioning a greater future)
Integrity (setting personal boundaries)

Kathy asked a series of provocative questions that are beyond what we can list here.
We’ll continue to share what we learned in future posts. There was enough to help us plan our 2020 topics! So, count on us to revisit confidence, generations and appreciative leadership. We really appreciated all the inspiration we received from the day and are already looking forward to next year. Mark your calendars for Friday, November 13, 2020.
We also continue to appreciate the generosity of our participants who contributed over $2,500 in our Silent Auction. Proceeds will be split between the National Alliance to End Homelessness (https://endhomelessness.org) selected by the Summit planning team and the Yarnell Regional Community Center (https://yarnellcommunitycenter.org) selected by a drawing of organizations recommended by our participants.
And finally, I want to recognize the work of Carla Rotering and Kevin Monaco who provided an amazing time of meditation and reflection. Kevin shared his music with us (https://kevinmonacomusic.com), and I want to conclude our reflections and the year with words from a magnificent poem Carla shared with us during the meditation. At this time of year, may we all celebrate, reflect and appreciate our own gifts and the gifts of those around us.
From WINTER TREE
For my mother Rosemary
November 14, 1930 – November 14, 1965
Aruba, August 2002.
Carla J. Rotering, MD ©
Is there any way I’ll have enough time or enough courage or enough whatever I need enough of
To take the grace of the ordinary and recognize holiness?
To just come into agreement….
And allow one breath,
One single diastole
To solemnly be splendid?
To magnify the simplicity of my heart that moves and shifts everything into the world of sanctity?
If there is, I’m ready for it.
I’m ready to bring forth my heart, in its small, red roundness
To be pierced with utmost tenderness
And there stand open and revealed
Without the shield of my terrible fears to frighten away the gods.
To stand in the light of who I am
And to sit in the power of my own Presence
For one single moment
Even if everyone….or no one….ever notices.