Special Events Lead Team

Part of the protocol for the Leadership Advancement Scholarship I am a part at Central Michigan University of we have to be a part of a Lead Team. There are various Lead Teams such as planning for competition day ,which is when we get to meet the possible incoming cohort, and a Lead Team that plans a service trip in Detroit. I was a part of the Special Events Lead Team. When I first received the email about which team I was in it was called the “Fun” team, and it truly lived up to that description. We are in charge of planning the various events that bring the different cohorts together throughout the school year for just a way to blow off steam and just have fun. We’ve put together various events such as a minute to win it competition and LEAD on ice. From the very beginning we had decided that the common goal between the events was to bring the cohorts together and also so that we knew people outside of our cohorts and our “families”.

I think that we have done a great job for what we have had to work with. We have had successful events and I think that this is something that will just continue to improve as the years go on. I think that there is always room for improvement and that the team will continue to improve for as long as it’s a team. The team this year definitely kept out goals in mind and we were also very open to what everyone had to say during the planning process and I think that speaks for how successful our team was able to be.

I am proud to say that I am able to carry on the goal of connection between the cohorts as co-chair of the Special Events Lead Team. I think that this is going to be a great experience to have. I feel so honored to have been chosen to be put in this position so I can then carry on the goals that were set in place from this past year. I can’t wait to plan new events and to carry out the “traditional” events that are a staple for our team and that the other cohorts look forward to.

 

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Leadership Lecture

During the Connections Conference I was able to hear Erin Smith-Gaken speak. Erin spoke about ‘The Dirty Dozen’ or in other words ethics. I truly enjoyed listening to this and getting another perspective of things I was doing that were ethically incorrect. For example, taking extra things from the cafeteria that were not really allowed to be taken out. I mainly talked about this in my blog from the actual Connections Conference but I am going to go over it again.

Turns out most people are on the same page when it comes to making ethical decisions. It sounds like the best thing to do and we try to make them but there are some that slip under the radar of being ethical. There was an example of accidentally forgetting to pay for a vitamin water that was only $3. Should you go back and pay for it? I personally said no because it was an accident and I didn’t wouldn’t want to go back and pay for it since it was only $3. It’s decisions like these when we are supposed to go back and pay for that drink. It’s morally and ethically correct.

As leaders, we are supposed to be making these ethically correct decisions. People look up to us and if they see us making those wrong decisions they either might question our motive or they are going to decide to make those same decisions and think “if they’re doing it, why can’t I?” But we should want to put out the best example of how to be. We want to put our best foot forward and be prepared to make ethical and right decisions.

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Psychology Reflection

PSY 100 was one of my favorite classes this semester. I got a better grip on how the mind works and how other people think. Throughout the class our professor, Matthew Pruitt, related what he was teaching back to leadership. On top of now being able to see how certain peoples minds work, I now have a better understanding on how to work with people and what their thinking processes are.

Relationships:

In one essay we had to talk about motivation. The scenario was that a store had recently hired a new manager. The employees had been putting forth the “bare minimum” and we had to decipher why they were doing what they were doing and had to then identity the relationship needs,intrinsic rewards, relatedness, and growth needs. This can be related back to an organization. Say the organization as the store with the new manager. One reason the members in the organization are giving the bare minimum would because there is not a relationship established with the new person charge. The is relationship need. The solution to this is for the new head to get to know the people. Talk with them and work at their level until there is a relationship that is built. Leadership is about having relationships with your followers. If there isn’t a healthy relationship, then there isn’t going to be a positive response.

Motivation and Rewards: 

Continuing with the organization with the new leader scenario there has to be some sort of reward for work that is done. There needs to be some recognition for the work that is put out. Maybe it’s just a pat on the back or a “well done” but giving that small recognition  is going to change how they feel. This is called an intrinsic reward and is going to make them feel good about what they’re doing. This reward does not have to be given every time something is done or else it would feel almost robotic and wouldn’t give that person the same satisfaction. But every now and again is going to do that person wonders. It makes them feel valued and motivates them to continue putting out positive outcomes.

Growth:

A possible scenario is that the leader before you left the organization worse then when they found it, which is not what we are supposed to do as leaders. But now the organization has growth needs. Growth needs are for the individuals in the organization. If the leader before hadn’t done their job to the best of their ability and had left some people behind in the process. This means that as the leader we need to go back and help those individuals grow before we can try to expand and have the organization grow.

 

 

These are just a few examples of things that I have learned about leadership while taking Psych. Having taken the class with most of my LAS cohort put into perspective how many different individuals we have and how their minds work and process what is given to them. Hearing them as questions gave me enough insight to help me figure out and think about the best ways to work with them on things. But I can also take this newly learned knowledge to other organizations I’m involved in. With anything there is a certain level of leadership whether it is a job or an organization you are either leading or just following. These scenarios can be applied to most scenarios in your own life.

A Leader’s Legacy

“By asking ourselves how we want to be remembered, we plant the seeds for living our lives as if we matter. By living each day as if we matter, we offer up our own unique legacy. By offering up our own unique legacy, we make the world we inhabit a better place than when we found it”

-A Leader’s Legacy

This book took a more in-depth approach on how Leader’s need to be and conduct themselves to leave behind their personal legacy and the “right way” to do it. The book was split up into four different sections and each having chapters within those sections. The sections are significance, relationships, aspirations, and courage.

1. SIGNIFICANCE:

This section went through what a leader needs to do to be affective. A leader’s main goal should be to serve others rather than serving and focusing on themselves. And a leader must also be wiling to suffer. Next a leaders are supposed to be the best teachers. The best way to learn is from others. A couple of questions you need to be asking yourself are “What am I teaching by the stories I tell?” and “What do I want other’s to teach me?”. But as you are teaching and learning there are going to be critics. A quote that wraps up this chapter is “Pity the leader caught between unloving critics and uncritical lovers.”. It’s hard to find that middle ground between being too loving and too harsh when being critic. But you also need to be mindful when you are the critic so you don’t hurt and discourage others. Having a positive impact on performance is a part of your legacy. The next chapter focused on why we matter and reminding leaders that they can make a difference as long as they get up and do something and not just sit around waiting for it to happen. Next was that we NEED encouragement. Not all the time, but just enough to keep us feeling like what we are doing is in fact a good thing.  

“Keep in mind that going above and beyond what is required is a choice, and people are more likely to give when their efforts are appreciated.” 

2. RELATIONSHIPS

This section focused on the relationships and trust that needs to be built in order to reach the goal. Leadership is personal. Trust is the foundation of any team. Without it the team would fall apart and not be able to reach whatever goal they are going for. Showing vulnerability is a strength to being personal, and being a leader. The next chapter focused on being liked. Leaders should want to be liked. Likability can improves performance. I think Michael Scott from ‘The Office’ sums it up perfectly: “Do I need to be liked? Absolutely not. I like to be liked. I enjoy being liked. I have to be liked. But it’s not like a compulsive need to be liked. Like my need to be praised.”. Of course there are going to be disagreements and no one is always going to see eye to eye but that is when you need to come together and find out where the disagreement started and fix it. You need to be able to learn and grow and get one the obstacles that are in your way. 

3. ASPIRATIONS 

“Leaders must decide on what matters in life, before they can live a life that matters” 

Leaders are supposed to be leading from the inside out. This means you are supposed to become the authors of your own stories and the maker of your own history. My favorite quote from this chapter is “The best leaders turn their followers into leaders, realizing that the journey ahead requires many guides.”. To me personally we need to also focus on the people inside our organization as well as the people outside and focus on them equally. If we are only focused on the people outside the organization we cannot train those inside to become a leader instead of a follower. The chapter says that forward-thinking is a leadership prerequisite. We need to be thinking about the organization in the future and leave it better than when we found it. But we also need to be thinking about what the followers want and not just ourselves. It requires experiencing life as they experience it.” We need to be able to see their hopes and dreams and also their fears and uncertainty. You need to be able to let the leader inside everyone be liberated. Leadership is learned. It is not natural. It’s doesn’t come with a certain personality and anyone can be a leader but we need to make sure to try and set that leader free. A good leader is also a good follower.” We need to know when the right time is to step up and when the right time is to step down. It is important that we do not try to outshine others and overtake the organization and let other people be leaders too. Not one person can do it alone. We need to learn to be humble in certain situations. 

4. COURAGE

Leadership is just courage  in action”

What leaders need to remember is that there is courage in everyone. Courage is a state of mind. It isn’t just an emotional experience, it has a rational component. Everyone has moments of courage and courage isn’t just for heroes. “Moments of courage are moments of truth”. You cannot plan to be courageous, but you can choose to be courageous. There are three different conversations when it comes to courage. The first one is adversities. This means that even in hardships, they can be met with courage. The second conversation is fear. Courage was described as the point where fear meets danger. The third conversation is suffering. There will always be suffering but we need to be courageous to get past the suffering.  

 

At the end of my presentation we showed a video asking people around campus what they wanted their legacy to be. We had some amazing answers and I felt really inspired that we had people around campus with such amazing aspirations.

So my question is, what do you want your legacy to be?

 

 

Debate Reflection

This was an interesting class to say the least. This was a class that was required to take for LAS unless you had something that was equal to it. I was very nervous for this class simply because I had never taken anything like debate in high school or something that was even similar to it and I had nothing to base the class off of. And I had thought that this class was going to just be everyone arguing and that it was going to be out of control and that made me nervous coming into the class. But having half of my cohort in there with me definitely made me feel less nervous because I knew that we were going to be able to respect each other and also take it easy on each other.

We did three debates throughout the semester. The first one was a practice debate which was in the style of a parliamentary debate. My group of five ended up doing the first debate for all three debates every time. But the second debate was the real parliamentary debate and our topic was raising the legal driving age to 18. I was on the government side which meant that I was for raising it. I found that every topic we chose to debate on I ended up on the side that I was on the side I didn’t agree with. This made things harder but it gave me a different perspective on the topic. For our last debate we did a Lincoln-Douglas debate and in this one after the government does their first constructive the opposing side gets to ask them questions and vise versa. Our topic was that the legal drinking age should be lowered to 18 in the U.S. This was a very hard topic to debate since I believe that it should NOT be lowered. This was my personal favorite debate because I liked being asked the questions for whatever reason. I felt that it gave me a chance to discuss more in depth things that I did not have on my research or that I didn’t get a chance to discuss more.

Overall the class was definitely not the worst class I’ve had to take this semester. I feel like I learned a lot from this class and can now use these correct debating techniques in the future for whatever reason I need to. I did find it harder though to remember the actual lecture material. Having debate for and hour and fifteen minutes for a 9:30AM class came with many challenges. There were some classes I had to find something to do to just keep myself awake and I had to study twice as hard for the quizzes and the exams because I wasn’t able to completely comprehend them in class. Of course this wasn’t every class but there were a handful of them. I feel that Dr. Professor Cory Anthony Hillman was a good teacher for our class and that he knew how to deal with the LAS kids because he’s had other cohorts before.

Overall this was a good class to take and I can relate it back to leadership in so many different ways.

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