Balancing on the Tightrope of Crisis Leadership
Volatility, uncertainty, complexity, and ambiguity (VUCA) has been used to describe
the uncontrollable conditions and situations that organizations and leaders find themselves.
In addition, the polarization of populations has escalated during the pandemic. Crisis
leadership emphasizes the need to balance “taking charge” with “taking care.” The
current return to work fears and resistance requires managing conflict skills. Three
broad topics are covered in this offering: 1) the VUCA world, 2) balancing taking
care and taking charge, and 3) conflict management skills within teams.
Leading Change without Resistance
Organizations continue to evolve and change, but leading organizations towards greater
equity and justice requires deep examination of not only the organization and what
the leader does but also who the leader is. In addition to examining the nature of
change, traditional change management models, change agent roles, we examine change
as evolution using appreciative inquiry. Resistance, persuasion and influence techniques
take on new meanings. Three broad topics are covered in this offering: 1) Leading
with Character, 2); Assessing the Context and 3) Change as an Opportunity to Evolve.
Creating Psychological Safety in Organizations
An individual’s ability to thrive and grow in their workplace is dependent upon many
factors, including the culture and environment of their organization. By cultivating
a psychologically safe environment, leaders can expect an increase in organizational
effectiveness, innovation, and employee commitment to the organization. In this course,
we will explore how individuals, at any level of leadership in an organization, can
contribute to creating an atmosphere which facilitates an ideal and inclusive learning
environment, as well as personal and professional development. Four broad topics will
be covered in this offering: 1) Developing Organizational Culture for Psychological
Safety; 2) Doing Power Differently; 3) Leading Inclusively; and 4) Giving Voice to
Navigating Gender Inequities in the Workplace
Workplaces often perpetuate the interests of those most privileged in society and
replicate the existing power structures in society. Through socialization, many of
the biases and barriers (but not all) for everyone else operate at an unconscious
basis. In this short course, we will examine the stereotypes and unconscious biases
that create obstacles for women and develop actions that can overcome the inequities
within an organization and advance one's career. Three broad topics will be covered
offering: 1) understanding intersectionality, 2) revealing and countering unconscious
bias and stereotypes; and 3) flipping the script.
Daring to Lead (this is equivalent to 2 microcredential courses)
Brave leaders and courage cultures are needed for individuals to thrive at work. Brené
Brown defines a leader as “anyone who takes responsibility for finding the potential
in people and processes, and who has the courage to develop that potential.” Grounded
in two decades of qualitative research that asked the question “what would it look
like to combine courage, connection, and meaning with the world of work,” Brown’s
book Dare to Lead and course taught by a certified facilitator focuses on four parts:
Rumbling with Vulnerability; Living into our Values; Braving Trust, and Learning to
Solutions to society’s most pressing problems require leadership that include a diversity
of knowledge, experiences, and approaches. Yet, the values placed on pedigree and
history remain. In this course, we invite speakers to share their lived experience
of leadership within their own community. What were the values, assumptions and understanding
of leadership that they experienced. Who were the leaders? How did they become leaders?
How did they behave? What were their responsibilities? How were they kept accountable?
Has that changed over time? This matters not only for individuals from a diversity
of experiences, but also for organizations as new equity, diversity, inclusion and
decolonization practices are developed.