Cadmore media player playing video New Directions for Leadership
Video Player
Accessibility
Using forms mode, you can utilize keyboard shortcuts to make usability more efficient.
Space bar will play and pause the video. Pressing escape will close all displays and pressing it again will jump to the end of the player.
You can press A to open the Keyboard Shortcut Dialog which also provides an audio description of the player and all of its features.
Language
1x
Play Speed
Adjust Volume
Transcript
Search
Result Count
of
Click to jump to result
Search
Re-center
Segments
Result Count
of
Click to jump to result
Search
Name:
New Directions for Leadership
Description:
New Directions for Leadership
Thumbnail URL:
https://cadmoremediastorage.blob.core.windows.net/54500fd4-b2f9-4c69-938a-5bb93452705f/thumbnails/54500fd4-b2f9-4c69-938a-5bb93452705f.png
Duration:
T00H57M27S
Embed URL:
https://stream.cadmore.media/player/54500fd4-b2f9-4c69-938a-5bb93452705f
Content URL:
https://cadmoreoriginalmedia.blob.core.windows.net/54500fd4-b2f9-4c69-938a-5bb93452705f/keynote__new_directions_in_leadership_2022 (1440p).mp4?sv=2019-02-02&sr=c&sig=wEuQDSEPJ9%2BMoMSkPuvgIZ64F4P1DfUoCnpw9lPTm%2Fs%3D&st=2024-11-20T06%3A11%3A24Z&se=2024-11-20T08%3A16%3A24Z&sp=r
Upload Date:
2024-04-10T00:00:00.0000000
Transcript:
Language: EN.
Segment:0 .
Good morning, everyone. Good morning. We're about to get started and I'd like to welcome everyone, and Thank you for attending the 2022 cesp new direction seminar. We're very pleased that you can join us today, whether you're here in person or virtually joining us online.
My name is Sophie rice. I'm the vice president of what is my role and the vice president and Executive Editor at Marianne Lieberman publishers. I'm also the co-chair of the cesp education committee and have had the pleasure to serve as lead of the new direction seminar that you will be participating in today. Before we get started, I'd like to first make a land acknowledgment.
Espe respectfully acknowledges that this event is hosted on the traditional territory of the Anacostia or native tongue and the neighboring Piscataway and poor monkey peoples. I apologize if I mispronounced any of those. We offer, Thanks to the native peoples on whose ancestral homelands we gather, as well as the diverse and vibrant native communities who make their home here today. May we honor their past and their care for this land.
And of course, I would like to Thank the organizers of today's seminar, including education committee members Simone Taylor, Alexa Colella, Heather staines, Jeff Lang, Deena cameras, Jordan Schilling, Ben Mudd, Rick Walker Swain, Mary Beth Barilla and the entire cesp team. They've assembled an impressive lineup of speakers, and I'm confident that you'll gain some important takeaways over the next two days.
Of course, we would also like to Thank and acknowledge our sponsors for this event at upon cad, Moore, media, Morrissey and Silverchair. We are tremendously grateful for their support. Their generosity is integral to the success of the seminar. Here is a bit of information about those of you who may not already be members of SSP or are interested in becoming members or current serving members.
SSP is a membership organization that is focused on connecting professionals and our industry to the people, information, and professional development resources. You need to succeed in scholarly publishing. SSP offers a variety of news, information and resources, such as the Scholarly Kitchen. Our weekly news digest. Remember the SPJ member exchange and access to learned publishing?
If you are interested in learning more about becoming an cesp member, I encourage you to visit our website at SportsNet or speak with any of the cesp staff on site today. Just a few housekeeping details for those who may be tweeting or interested in live tweeting the event. The hashtag is sp3 and 2022.
The Wi-Fi network for those who are participating in house today is right there on a little white card in front of you on the tables. As a perfect timing, because as a reminder, please silence your mobile phones. And also if you're on site and logged in, virtually attending through the portal, please make sure your computer is muted so that there isn't any background noise.
Attendees are encouraged to wear masks at all times while indoors. And unless you are eating, drinking or presenting. Virtual attendees. We welcome you. Thank you so much for joining us today. Our goal is to host an interactive and engaging event, so please use the window to the right of the video viewer and Hoover the app to chat or to ask questions.
Onsite attendees. Please remember that you can use these features as well using the UVA app if you'd like to connect with fellow attendees, including those dialing in from their homes or offices. If you need any technical assistance at any time during the seminar, please use the Ask the organizers feature under the Community tab in Hoover or email asp.net. Closed captions will be enabled for all sessions.
Please use the Zoom option in Suva and then hit the button on your Zoom toolbar to activate these. As a brief reminder, I'd like to go over very briefly the core values of SSP. SSP recently announced its core values, which are adaptability into integrity, inclusivity and community. We ask you to keep these core values in mind today.
And remember the SSP code of conduct. Very briefly, the code of conduct is that we are committed to diversity, equity and providing an inclusive meeting environment, fostering open dialogue, free of harassment, discrimination and hostile conduct. For more information on sp's code of conduct and how to report a violation, see the FARC in the hoopa app.
And now I'd like to briefly mention that the theme of this year's new direction seminar is creating the new possible shaping the future from lessons learned. And together, we'll receive the latest developments in innovation in our industry and discuss how we can collectively take the best of what we've learned over the course of the past few years and bring those lessons into the future.
And now to kick things off, I'd like to turn things over to Emma Hennessy of mercy, our keynote sponsor. It's like a library in here. Thank you all for coming. And I just wanted to take a moment to introduce Marissa. In case you're not familiar with us, we are an early stage research platform.
We would love to chat with you about your conference content, your abstracts, proceedings, videos, whatever really would like to consider sharing with the world before, during and after your take place. I want to shout out that we have our co-founder and CEO Sami here, as well as our VP of growth and strategy. Othman any of the three of us would love to meet you and I hope you enjoy the event.
Moving on, I'm going to introduce Simone Taylor. Thank you so much. Good morning, everyone. Did that a post-pandemic survey of knowledge workers found that executives report job satisfaction at 62 percentage points higher than non-executive employees.
What is it that is driving this disconnect and how do we bridge that gap? today we have a great keynote speaker for you who will delve into the changing face of leadership, a scientist and a science Writer. She's an incredible storyteller and will walk us through a conversation and how leadership styles and skills must adapt to meet the challenges that the workforce faces.
She has lived in India, Kuwait and Canada and now leads the American Chemical Society's office of diversity, equity, inclusion and respect, providing resources and guidance that aim to bring down barriers and create inclusive opportunities for underrepresented and marginalized communities in the chemistry enterprise. Please join me in a warm welcome for Raj indrani mukhopadhyay.
Good morning. I'm clearly caffeinated. I hope you are, too. And if you're not, please grab a beverage because we're going to be having a conversation. And it's a conversation because I don't have all the answers. So I'm hoping that we can pull from the collective wisdom that we have, both in this room and virtually.
So we're going to be talking about leadership and why we need to talk about it in 2022. And there are two things I do know. One, what worked in 2019 is not quite working in 2022. The world has changed. And that's a very pithy statement. The world has been turned upside down. And so have we. I know fundamentally I'm a different person than I was three years ago.
So how do you lead in a time like this? When things are uncertain, things are unknown. And we ourselves are trying to find our way. How do you lead? And the other thing I do know is that we tend to talk about leadership or have traditionally talked about leadership as if it were a monolith, like there is one right way to lead. And I will say that there are many ways to lead and there are many different types of leadership.
And when you're building a team, it really helps to have those different leadership styles in there so you can flex and adapt and move as times and people and circumstances demand. So I think that's an important conversation to have so that we can bring in New leaders who have different skill sets, different ways of looking at things, different solutions to problems, and hopefully help us find our way through this fog that we're currently in.
I'm going to spend a few minutes just talking about myself, not because this is a exercise in narcissism, but I just wanted you to understand where I'm coming from. I don't see too many leaders like me. And it's lonely. And I just wanted to share my story and also give a really loud recommendation for mentorship and sponsorship, which I hope we will talk more about later, because that's how you bring forward new leaders who maybe don't see themselves in the current leadership roles and wonder, how on Earth do I get there?
So I do hope we also spend some time looking and talking about mentorship and sponsorship so I know nothing but scholarly publishing. I think I should just say that flat out. So I got my PhD in biochemistry, cellular and molecular biology from Johns Hopkins university, and it's a whole other talk that I've given about how I fled the bench and found my way into science writing. But I started my career as a science Writer at the American Chemical Society back in the day, and we're talking back in many days ago.
It had a new section at the front of the journal and it was known as a day, and then it became known as news and views. And I basically cut my teeth as a rookie reporter in that news section. And I had five marvelous years and started in a career of science journalism that. For the first 10 years, it was very conventional. After five years of the American Chemical society, I left and started my own business.
And that's where I started to work for other outlets such as chemistry world, that's published by the Royal Society of chemistry and other outlets got into blogging. That really dates me, but that's when having a blog was cool and then started to do other things like technical editing and other types of science communication. And that got the attention of the American Society for biochemistry and molecular biology.
They wanted a staff science writer, so they hired me. So I could help with PR marketing and with their magazine, which is a BNB today. If you've not checked out ASB today, please do. It's a gem of a magazine. It's lovely. And I worked on the journal side because they had three journals at that time and I worked in other facets of the organization, so I got to really spread my wings.
But it was still a conventional career path in science writing and science communications, and I eventually became the managing editor of ASB and be today. And then aces came knocking, and my career just left the beaten path. So in 2017, aces came to me and said, would you like to come back? Because we are going to try and experiment and we need somebody to run the experiment for us.
And the experiment was to launch a branded content studio as a way to bring in revenue for the four aces magazine, Chemical and engineering news, CNN. Not surprising this happened to everybody after the 2008 recession. Print advertising took a nosedive, and so revenue sources had to be diversified. And so Stephanie Holland, who at that time was the head of sales and marketing at CNN, was looking around the media landscape and noticed that outlets such as the New York times, Wall Street journal, Forbes and other outlets were putting together branded content studios where the writers and designers on staff would create content that looks like the net, the natural look and feel of the magazine, but it's sponsored by a client.
And so Stephanie wondered, in a B2B environment, in a trade publication and something that goes out to its membership, could we start a branded content studio and start bringing in revenue that way? And that was a grand experiment. And I said, yes, because I at that time was thinking, this is an opportunity that I don't think I would get anywhere else. So if it fails, I'll learned something new.
If it works, I'll still learned something new. And so I became the executive editor, the first executive editor of CNN Brown lab. And on paper, in 2017, we thought we'd be bringing in about $750,000 annually. Within 18 months, we were bringing in $2 million and that was regular $2 million. So CNN brand lab was, as I said, in 2017, a dream on paper. And then by the time we got floating into 2018, 2019, it became a regular source of revenue for CNN.
I was happily doing that. And then, of course, 2020 happened and in 2021. This happened at axo in the end of 2020, the ACEs board of directors decided that the work around diversity, equity, inclusion and we add the word respect in asses. The work around this was very ad hoc. It was a long history of attacks. We had been doing it for decades.
One of our committees, the women's committee, actually celebrated its 95th anniversary this year. So there's a long history around this work. But it scattered. It was ad hoc and it was not top down. And so they decided a change had to happen for to really move the needle. So they added goal 5 to our strategic plan. So this got added to the ACEs strategic plan.
And they were now thinking, how do we operate, operationalize this? And so they created the Office of diversity, equity and inclusion and respect again, on paper. And this is all happening unbeknownst to me. I'm, like, happily trundling along in my little corner. And and they were looking for a VP. And long story short, and this is where we're going to talk about mentorship and sponsorship.
The CEO asked me if I'd be interested in becoming the vice president of the Office of Air. And one of my first reactions were, are you asking me because I'm a Brown immigrant woman? Or are you asking me because I know how to get things done? And he's like, I'm asking you because I see you getting things done. And that was the right answer because I refused to do it for the first reason.
I've been there, done that. No more sick and tired of it not doing it. So I became the VP and here I am. As I said, I don't know all the answers. I don't think any of us know the answers, but I think it's a conversation worth having. So we sent a pre meeting poll question, which all of you enthusiastically answered, which was awesome because we could create this amazing.
All right. Let me just get through this. This is the Office of the year. We are the central hub. As I said, it's top down. We help everybody at the ACEs work towards goal 5 and do the work of diversity, equity, inclusion and respect. Sometimes it's hard, sometimes it's an easy fix, but it's just taking that lens of what are we doing that's inadvertently creating barriers?
How do we take down those barriers? How do we smooth out the path so everybody can thrive in the chemistry enterprise? And you can also check out our resources. The closed caption is having the url, but it's exploring diversity. Do check out the resources and I'm happy to talk to folks about them later on. But going back to your enthusiastic responses to the poll question that we sent out before the meeting, we asked you to share 1 to three words about how you think of leadership.
How would you describe it? And we got this word cloud. There are a lot of words there, but the ones that came up more often are showing up. Are there any words that are missing there that you think? And if there are shachtman into the microphones or put them into the chat, whatever way you would like to share.
Do you think there are words missing? Realistic is what I heard. Open minded. Diverse to hear the right. Thank you. Uniter uniter.
Inclusive top 20 school football offensive. Loving those words because now we're going to do a group activity and the introverts in the room. Take a breath because I am going to start showing some examples of fictional leaders from.
T.V and movies. And we're going have a discussion about how they embody some of these words. How would we describe the style? And when do those styles work? So who is this? I was especially.
Succession Logan Roy it is a T.V show that fictionalizes or draws inspiration. I think that's how they describe it draws inspiration from the Rupert Murdoch family and that character of Logan Roy is supposed to be Rupert Murdoch. Murdoch esque so what are the words which you describe for Logan roy? Narcissistic author.
Authoritarian, aggressive. Cruel duplicitous? Yes institutional knowledge. I'm sorry. Rule breaker on his terms. When does this work?
Yeah Sarah Palin. I was going to say patriarchy, but that may be an extreme, but I'm sorry I didn't catch what you said. Family owned business. OK we're going to move on to the next example. Was this?
Katniss everdeen, and it's from The Hunger Games. What are the words you would describe for katniss? I mean, what are the words would you use to describe Katniss leadership? Literally Stuart, I'm sorry. Integrity shoot. Integrity determined. Determination, reluctant. Courageous, brave, courageous.
So for those of you who don't know the back story, Katniss sister gets picked to do the Hunger Games where you basically fight others to death. And Katniss takes her sister's place unbidden. Selfless empathetic. Influencers smart. Yeah compassion, compassion or passion at both work. When would you use this?
The New Hampshire. New venture, somebody said every day. But Yeah. Apocalypse all right. Any going against the world. Yeah you want to lead from the bottom.
Leading without authority in some way. Yeah is there anything on in the Zoom or the chat that we should include how the folks doing their. And building a team independent and building a team. I did forget that about. She does. She does build alliances and influences. Moving on to the next one.
Who is this and how would you describe it? It's a Black Panther. Words to describe his leadership style. Heroic, confident. Righteous assertive. Why's a code Switcher.
Inspiring one thing I think a lot about when I think about Black Panther is that he has the fancy suit. But when you think about the fight scenes, he's up there in front with his people and whatever command he gives. He's the first to lead the charge in the command. He's there with his people. He stands there with his people, and he does what he asks them to do.
He's not sitting in a control room somewhere or sitting very far. And that is something I think about a lot when you're asking people to do something. You'd better be ready to do it yourself. And we're going to move on to another example, and this will be my last example. Who's this?
Ted Lasso. How would you like to describe him? Passionate compassionate. Sorry you know, team builder. I didn't quite hear from this side of the room what it was positive.
Authentic sorry. Thoughtful relatable. Relatable no, I'm sorry. That one. Selfless, vulnerable. Roots for the underdog. Do we have anything on zoom? Patient patient and empathetic risk taker.
What I like about the Ted Lasso example compared to the other three that we had talked about. He has no subject matter expertise. He knows nothing about soccer. And I think sometimes we mistake technical expertise for leadership. And this is where mentorship and sponsorship also come to play.
Now, I'm so sorry for those of you who are sitting on your Ted Lasso seasons one and two, I'm not watched it yet. I'm going to spoil the whole thing. So if you want to leave the room or shut your Zoom off, you can. But, you know. So biscuits with the boss. Rebecca brings Ted Lasso over from Kansas to the UK to coach a soccer team.
And he knows nothing about soccer. He's an American football coach. She unwittingly. Provides him with mentorship and sponsorship. She unwittingly tells him, you can do this even though you have no subject matter expertise. You have other skills that are going to be valuable for this team. There's enough subject matter expertise around you.
And just look at the people. He's surrounded by their folks in this photo who know the actual game, but he's bringing to the table the skills to be vulnerable, to pull people together, to hear all sides. I mean, nate, who's here like Nate used to take care of the grounds and all of a sudden he's like, you know, I think I'd like to hear what you have to say.
He pulls an independent, he pulls in different perspectives, and he also then hears everything. But he's not afraid to make decisions after he's heard all the different perspectives. So he's willing to be he's willing to take the heat of the decisions, like if he's going to bench somebody. But he only makes that decision after he understands that he does not know everything.
And he needs to ask. Around and then be able to make the decision. And I think mentorship and sponsorship are very important. When you are going to identify leaders who are not, the conventional leaders who are either are not passed down to become a leader such as in the Logan Roy example, or in the Black Panther example. You know, it's like you're just the anointed leader and you're the natural succession plan.
Thoughts in the room about how do you mentor and sponsor? Folks who may not be seen as conventional leaders, like how do you identify leadership? Responsibility you have to empower.
Yeah or who's not afraid. Yeah it takes courage to be the first to speak up. Yeah the mentorship and sponsorship is letting that person fail and make sure they don't face the consequences. Know looking for people who have ideas and want to try new initiatives. People who have new ideas and want to try new things.
Or different old things in a different way. Yeah so, yes. I think like I. Not like I'm choosing my new boss. Yes is there anything on the zoom? Right coachable. Willingness to learn. Initiative oops.
Sorry go ahead. Is the. Looking for those qualities within. Certainly in the context of. Christie's looking for women for other voices that. Yeah Yeah. What's not pictured here is Rebecca and. And the other characters.
But, yeah, that is true. It's like those different perspectives. Just people with the different lived experiences. And when I became the vp, I mean, I'll be honest, at ces, it was like. Who's she and why her? And that's mentorship and sponsorship on the behalf of the leadership team at aces because I. The reason I got told afterwards I got picked up is because I said something.
I was the first one to say something at a listening session that the executive leadership was holding after the murder of George Floyd. And we were talking about the barriers and the problems we have in any workforce. And I spoke up. And I said something when everybody else was quiet, and apparently that is what caught the Ceo's attention. So but it was frightening for me and I had to explain that to him, that for me to speak up in a room full of 50 people when nobody else is saying something was terrifying.
And so how do you create that space, that space of psychological safety? So people can speak up and then you can find your new leaders. How do you create psychological safety? I'd love to hear your thoughts. Lesson one, which I've used before from Pixar, is a place where you make sure people are not saying.
I'm going to. Establish ground. Look, I'm not. So amplify and let's see. I learned something new. I knew there was wisdom to be drawn from this room, and that's a Pixar thing that they do.
I think some of them are rather like. But what's always been complicated about it. And I feel like I'm like, do we get psychological? Trust or can there be trust? So I'm unclear about the chicken attack. Yes and I think just touched on something that I think we can unpack, like what comes first? Like, how do you signal psychological safety.
So people trust you that they can say something? Vulnerability Yeah. And brené Brown does all her work is on vulnerability. And it is there's shame associated with being vulnerable. And it takes a lot out of you to expose your vulnerability because you're always thinking, am I the weird one here?
So any other thoughts on the psychological safety like. And Thank you for bringing up the trust part. Yes, go ahead. But establishing ground rules. I actually want to spend more time. But what? Overnight Something for. Another comment from.
I think the boundaries is also a very important part because vulnerability. Vulnerability without boundaries and I can't remember who I'm quoting here is can just be a hot mess. So you need to put in boundaries because again, it takes a lot to share your underbelly. So I had put my clicker down because I kept on knocking against the microphone.
What are the great fiction leaders from fiction? They can be from books. mean, I only chose T.V. And speaking of boundaries, the T.V and movies give myself boundaries. What other fictional leaders are you thinking about now that are unconventional? Who weren't the natural choices to be leaders? But then stepping in Exhibit A kind of leadership that works for the moment.
Yeah when we start grabbing microphones, because I'm not going to be able to say that again, because I'm not a house game of Thrones fan and I can never get their names right. You could. Pass it along. Joan of Arc. Joan of Arc.
Let's go. Fictional joan? Yeah rhaenyra from House of dragons. Renee also has a dragons. Oh, that's a good one. Frodo Baggins. Hermione Granger from Harry Potter.
When you shot at a name, give an example of the unconventional leadership or unrecognized leadership that this person exhibits. It's so hermione, let's talk about hermione, for example. Like, what would you say about her character? A predominantly. Had all the words done, right?
That's right. And I want to. And support and kind of push. Yeah that's leading authority in some ways. From behind. Leading from behind. Someone is an empathetic listener, too.
Yeah, go ahead. Can I riff on frodo? I'm so glad you picked. Yeah, I love that choice because that's I think there's a leadership there that reflects like deep humility and deep awareness of limitations and also a kind of acceptance of responsibility and duty with awareness of limitations and, and a curiosity to, to explore.
And I'm so glad you mentioned Frodo. I'm rereading Lord of the Rings right now, so that really spoke to me. Thanks and taking on a burden that is too much for others to take on. Yeah I'm going to do a deep cut, if you don't mind. Go for it. So this is surfboards. From La Mort de La tour, which is the tales of King Arthur.
And nobody knows who he is. Right but he's basically the most underrated Knight of the Round Table. Very understated. Carries his own burden. Lancelot is off gallivanting, fighting people in random places, and Galahad is off chasing the grail. But of course, he's basically running the show.
Nobody's heard of him. So the sort of underrated, understated leadership that sort of keeps the whole thing going. Again and learn something new. So what did he exactly do day to day? Things that you don't know? Yeah if he left, you would know. But he's the sort of leader, the archetype, where if you took him out of the picture, you would recognize.
But you might not recognize all the things that he's doing. It's his right hand of King Arthur. Wow I did not know that. So for rhaenyra targaryen, she's a young woman. Appointed queen's successor in a traditional patriarchal society. And when she tries to have an independent thought, people don't listen to her. But she's developing this quiet diplomacy and determination and is fighting for her ground within the traditional construct of the male dominated society.
Plus, she has dragons, said this one I'm in mind of because it was this week is mash's 50th anniversary. And so I'm thinking of Colonel Harry potter, who's actually a very traditional leader within a very traditional organization, the army, but is put in charge of a bunch of misfit malcontents that he has to show, that he has to find a way to lead a group of people who are not there, to be led and do it under extreme stress.
Yeah, I really, really like that example because that is when, you know, everybody is not they don't want to be there, but the circumstances are what they are and you've got to lead. And does he hand go up somewhere? That reminded me of Tom Cruise in top in the Maverick in Top Gun maverick, where he does get the best of the best.
They're all cocky. They all think they can do everything. And the one part that actually stood out to me as just true leadership was when he actually went and flew under the two minutes. I'm not going to ruin something. But showing them was actually exactly what they needed to know that they could do it. So sometimes leadership is actually doing what you want your team to do.
Showing them how to do it in the way that without needing to say anything. So that to me was a key point of leadership. And that goes back to the Black Panther example where, you know, he's got to be willing to fight the same fight as his people are fighting. Anyone who watches the phi series the expanse will have to look up the name. Christian avasarala, Secretary General of the United Nations and future sci-fi United planet on Earth.
And she was the leader of fighting people who are having Mars and outer planets or outer solar system. And she was just a great character. Yeah any other examples? Are there any over Zoom that are coming in that we. OK one, two. Oh, they're popping in real quick. Roslyn from Battlestar Galactica.
A former teacher turned secretary of education who unexpectedly becomes the president after a major disaster and has to flee. Another is Leslie Knope from Parks and recreation. She fosters teamwork and recognizes that people have different strengths. And another is Glenn from The Walking Dead.
That one will expound on ourselves. That's interesting. So the reason why I was asking about all this is because, as I started off in the beginning saying these are very uncertain times, these are difficult times. So what are some of the things that we're facing today? And we Simona and I, by the way, Simone, is about mentorship and sponsorship.
I'm standing here today because she talked me off a ledge, because when she first came to me, I was like, I can't do this. And she's like, no, you can. And so Simona and I brainstormed a couple of things of what we think leaders are facing today. Anything else that you feel that is not captured here? Isolation, burnout. Scarcity different workforce expectations.
Different expectations. Say it twice. Different workforce expectations. That's a big one. Why? why do we have different expectations? Five for or. Shout out.
More willingness to state their needs. See what my column is up. First of all. Not what white collar work has become. Very divorce from location in some places. The action. Wanting to be happy at work.
You know, people want to be happy at work. When I was a college graduate, I was happy to get a job. Now I'm looking at my young people and they are want to get a job that will make them happy. So I think, a very different challenge for leaders today versus. And on that happy thing. And I'm still struggling to properly articulate this.
The work needs to be meaningful in a way that captures the whole self. But I'm but I struggle with what the whole self is. And maybe this is a generational thing. And please pick up the microphone and ad while I'm talking because I got to where I am by hiding a lot of my identity covering.
Changing my accent. Learning the pop culture references. Learning how to talk about American football. So now when you say come in with your whole authentic self, I'm like, what? And I'm struggling with that. Please I'm sorry. Bob's getting his stepson.
I've struggled with what that means also because over the course of my career. What work life balance has meant to me is that there are boundaries between my work and my life. And there are I don't. I don't want those two things entangled too much. And so when I think about bring your whole self to work.
And it's meaningful to you, I wonder if it's. Not that. So it is you don't have to hide things to be successful, but it's also you don't have to see maybe you don't have to seed things either that you don't want to seed. Or at least that's what I hope it is for me, because I don't want to kind of wake up and realize that if I were to leave my job, I'd be leaving behind huge chunks of what has also become my personal life.
Oh, no problem. Thank you. I think you're seeing also generational flips happening right now in our society where a lot of baby boomers are retiring. And it's towards the end of that generation that's starting to retire. And there's a flip in expectations.
I think I sit-in Generation X myself, and I was always one that you worked hard, you worked long, that kind of stuff. I think that expectation is changing from younger generations and now millennials are getting into the closing in on the mid or mid-career part and the younger generations are coming in. So expectations are changing. And what they want from employers are changing.
And I think the pandemic has exacerbated exasperated this, I think societal expectation overall. So I do think that's having an impact on expectations of employers, especially around what it means in terms of the physical location, et cetera. Yeah, I think I assume, yeah, that the struggle also makes the identity fluid, which means the workforce is priorities can change with time.
Why don't you wait for the microphone, then? We're not losing our voices, and it's only the beginning. Thank you, Bob. You know, you brought up Gen X and the different generations, and, you know, we definitely need that diversity as well in the workforce. And it's you know, we're talking about like, you know, like my what I do is very much I need it to be kind of part of my life, right, and part of my identity.
And that's the way it's always been for me. That doesn't mean that it's going to be that way for everybody. So I think it's maybe frame working in that there isn't a one size fits all for everybody anymore and that we need to come and respect where our other teammates and coworkers in their sets of needs and their lifestyles and their family situations, you know, like what that's going to we just need to be open to what everybody else needs individually and understand that there is diversity in that and how somebody how much somebody is in the office compared to somebody else or, you know, like the importance that they put on their role and their work life balance.
And if they're shutting down at 5 and I might be fine with picking up seven again after I do something, you know, I think that's part of it, too, is that it doesn't all look the same. And it doesn't all have to look the same. Yeah, I can't remember where I read this, but apparently right now we have five generations in the workforce. In the Uc workforce has five generations.
That's a lot. I think a lot of leaders also struggle because of the lack of resources and training. So just keeping up to date. Also with different ways of providing value into your teams because there's differences between being a manager and being a leader. And I think those are concepts and frameworks and trainings that are not we haven't saturated the market with to just continue to up level our leadership teams.
Put a pin in that because I want to come back to that. The chat from the. Sorry about that. Too leadership is lonely, too. The hierarchy of needs theory offers the idea that we all need care as humans. It could be argued that leaders are expected to need less care because they are leaders, which is far from my personal truth.
And another comment. Youngish millennial here. I understand meaningful work for the whole self as making sure that your job is having a positive effect on the world and you are not going to burn out for the sake of corporate gain. So flexible hours, but also protecting your maximum 40 hours a week pay commensurate with your workload, et cetera.
That's a very valuable perspective there. Yes, actually, I was about to say the same thing. I think that there's two quite distinct, sometimes inconsistent threads, this wanting to bring your whole self to work. But also are we not getting the sense that work is more transactional in a lot of ways, that people are really policing the boundaries of their job description, not necessarily wanting to sacrifice for an organization that would not necessarily sacrifice for you in return.
There's two of us over here. I'll go first. To give Donald the mic. So I have a question. Everyone's talking about all these different ways of defining leadership, different ways of workplace balance, and how. How do we measure then a good leader?
How do you decide that? That's like put a pin in there and come back to Manage. Yeah, but let's talk about it. How do you operationalize it? How do you make it fair? How do you make it? I understand being flexible for individuals, but then there's organizational needs. And how do you thread that needle?
Please go ahead. The other thing that leaders face, visionary leaders, is if you look at each of these five bolded points, pandemic is more or less played out. Climate change is not playing out yet. I mean, we have we live in fear. There has not been global migration yet because major cities like Miami haven't been flooded yet. But there's huge risk on the horizon.
So my point is a visionary leader in order to try to gain internal, internal buy in. There are huge rifts in what people's philosophy of what is going to take place are. And hence a leader has a challenge in professing their biases and/or their beliefs and making the change without the path moving forward being absolutely clear.
So there's a lot of risk in veterinary leadership these days on many of these points because the path is not clear. I would say with climate change, you're right, we're just starting. And I will say, though, I think we're going to see like in Pakistan, that flooding that happened a few weeks ago. We are going to see the aftermath of that for months to come.
And it's going to affect our food supplies. It's going to affect a lot of things. We've seen the ramifications with the war in Ukraine. So I think that's something that we haven't been hit yet, but it's going to hit us very soon. So, yes, picking up on the points that have been made about the challenges we are facing and a few of the comments about how there's a lot of confusion about bringing your whole self to work, that is really looking at how people who historically have been underrepresented and marginalized have often felt the need to be other be more like people who aren't like them.
So it's not about it's not about a collision between your personal life and your private life, but it's how who you are isn't the norm. And so you feel that you have to change that to be accepted. And that's why there's this emphasis on bringing allowing people to be who they are in the work environment. I said, I've got to put a pin in something that you said.
And now I'm having this moment where I completely forgot what the pin was for. But I think were talking about managers and leadership. Yeah how do you how do you measure the how somebody's succeeding as a leader? Right what does success look like? Oh, wait. Sorry no, it's OK. From the chat.
A good leader creates boundaries for work life balance as it applies to their role. So hours worked will probably look different from the team, but they apply the same method to their lives to be an example to living it and making sure that others also have the same. Rules of engagement is what I'm understanding by that. But, Yeah. So how do we measure success of a leader?
Sorry go ahead, Jeff. I wasn't thinking about the measurement piece, but another factor is that we've long valued the labor of people, but not always the executive function of many of those people. We kind of segmented and said some people were valued for their executive function and others just for the work output. I think we're switching to a world in which we're starting to value more of the executive function of individuals broadly across the organization, and that's tied into bringing a whole selves and it's tied into making sure that everyone is valued regardless of their background.
Yeah so. I'm going to close up with this. So given up, everything that we've talked about. And we've talked about what's worked in 2019 is probably not going to work today. There's so many things that we're grappling with. We've talked about the different leadership styles. What do we need today? And we may not get fully into this, but I encourage you to continue having this conversation for the Today and tomorrow.
But what do we need today in terms of leaders? Earlier this summer, I went through a workshop with a woman named Donna. I've written a book about living with dignity. And I'm a very proud. Know, I recognize people.
So Donna Hicks is leading with dignity is a book recommendation. We already have. I love book recommendations, so Thank you. So I do hope you continue to have this conversation of what kind of leaders we need today. As I said, it's a messy, messy, turned upside down world. And I don't think everybody has the answers.
And if somebody does know all the answers, please give them my email address. I'd love to talk to them. Thank you for cooperating, helping and contributing. Thank you so much for your time and attention, and enjoy the rest of the conference. Thank you.
Segment:0 .
Good morning, everyone. Good morning. We're about to get started and I'd like to welcome everyone, and Thank you for attending the 2022 cesp new direction seminar. We're very pleased that you can join us today, whether you're here in person or virtually joining us online.
My name is Sophie rice. I'm the vice president of what is my role and the vice president and Executive Editor at Marianne Lieberman publishers. I'm also the co-chair of the cesp education committee and have had the pleasure to serve as lead of the new direction seminar that you will be participating in today. Before we get started, I'd like to first make a land acknowledgment.
Espe respectfully acknowledges that this event is hosted on the traditional territory of the Anacostia or native tongue and the neighboring Piscataway and poor monkey peoples. I apologize if I mispronounced any of those. We offer, Thanks to the native peoples on whose ancestral homelands we gather, as well as the diverse and vibrant native communities who make their home here today. May we honor their past and their care for this land.
And of course, I would like to Thank the organizers of today's seminar, including education committee members Simone Taylor, Alexa Colella, Heather staines, Jeff Lang, Deena cameras, Jordan Schilling, Ben Mudd, Rick Walker Swain, Mary Beth Barilla and the entire cesp team. They've assembled an impressive lineup of speakers, and I'm confident that you'll gain some important takeaways over the next two days.
Of course, we would also like to Thank and acknowledge our sponsors for this event at upon cad, Moore, media, Morrissey and Silverchair. We are tremendously grateful for their support. Their generosity is integral to the success of the seminar. Here is a bit of information about those of you who may not already be members of SSP or are interested in becoming members or current serving members.
SSP is a membership organization that is focused on connecting professionals and our industry to the people, information, and professional development resources. You need to succeed in scholarly publishing. SSP offers a variety of news, information and resources, such as the Scholarly Kitchen. Our weekly news digest. Remember the SPJ member exchange and access to learned publishing?
If you are interested in learning more about becoming an cesp member, I encourage you to visit our website at SportsNet or speak with any of the cesp staff on site today. Just a few housekeeping details for those who may be tweeting or interested in live tweeting the event. The hashtag is sp3 and 2022.
The Wi-Fi network for those who are participating in house today is right there on a little white card in front of you on the tables. As a perfect timing, because as a reminder, please silence your mobile phones. And also if you're on site and logged in, virtually attending through the portal, please make sure your computer is muted so that there isn't any background noise.
Attendees are encouraged to wear masks at all times while indoors. And unless you are eating, drinking or presenting. Virtual attendees. We welcome you. Thank you so much for joining us today. Our goal is to host an interactive and engaging event, so please use the window to the right of the video viewer and Hoover the app to chat or to ask questions.
Onsite attendees. Please remember that you can use these features as well using the UVA app if you'd like to connect with fellow attendees, including those dialing in from their homes or offices. If you need any technical assistance at any time during the seminar, please use the Ask the organizers feature under the Community tab in Hoover or email asp.net. Closed captions will be enabled for all sessions.
Please use the Zoom option in Suva and then hit the button on your Zoom toolbar to activate these. As a brief reminder, I'd like to go over very briefly the core values of SSP. SSP recently announced its core values, which are adaptability into integrity, inclusivity and community. We ask you to keep these core values in mind today.
And remember the SSP code of conduct. Very briefly, the code of conduct is that we are committed to diversity, equity and providing an inclusive meeting environment, fostering open dialogue, free of harassment, discrimination and hostile conduct. For more information on sp's code of conduct and how to report a violation, see the FARC in the hoopa app.
And now I'd like to briefly mention that the theme of this year's new direction seminar is creating the new possible shaping the future from lessons learned. And together, we'll receive the latest developments in innovation in our industry and discuss how we can collectively take the best of what we've learned over the course of the past few years and bring those lessons into the future.
And now to kick things off, I'd like to turn things over to Emma Hennessy of mercy, our keynote sponsor. It's like a library in here. Thank you all for coming. And I just wanted to take a moment to introduce Marissa. In case you're not familiar with us, we are an early stage research platform.
We would love to chat with you about your conference content, your abstracts, proceedings, videos, whatever really would like to consider sharing with the world before, during and after your take place. I want to shout out that we have our co-founder and CEO Sami here, as well as our VP of growth and strategy. Othman any of the three of us would love to meet you and I hope you enjoy the event.
Moving on, I'm going to introduce Simone Taylor. Thank you so much. Good morning, everyone. Did that a post-pandemic survey of knowledge workers found that executives report job satisfaction at 62 percentage points higher than non-executive employees.
What is it that is driving this disconnect and how do we bridge that gap? today we have a great keynote speaker for you who will delve into the changing face of leadership, a scientist and a science Writer. She's an incredible storyteller and will walk us through a conversation and how leadership styles and skills must adapt to meet the challenges that the workforce faces.
She has lived in India, Kuwait and Canada and now leads the American Chemical Society's office of diversity, equity, inclusion and respect, providing resources and guidance that aim to bring down barriers and create inclusive opportunities for underrepresented and marginalized communities in the chemistry enterprise. Please join me in a warm welcome for Raj indrani mukhopadhyay.
Good morning. I'm clearly caffeinated. I hope you are, too. And if you're not, please grab a beverage because we're going to be having a conversation. And it's a conversation because I don't have all the answers. So I'm hoping that we can pull from the collective wisdom that we have, both in this room and virtually.
So we're going to be talking about leadership and why we need to talk about it in 2022. And there are two things I do know. One, what worked in 2019 is not quite working in 2022. The world has changed. And that's a very pithy statement. The world has been turned upside down. And so have we. I know fundamentally I'm a different person than I was three years ago.
So how do you lead in a time like this? When things are uncertain, things are unknown. And we ourselves are trying to find our way. How do you lead? And the other thing I do know is that we tend to talk about leadership or have traditionally talked about leadership as if it were a monolith, like there is one right way to lead. And I will say that there are many ways to lead and there are many different types of leadership.
And when you're building a team, it really helps to have those different leadership styles in there so you can flex and adapt and move as times and people and circumstances demand. So I think that's an important conversation to have so that we can bring in New leaders who have different skill sets, different ways of looking at things, different solutions to problems, and hopefully help us find our way through this fog that we're currently in.
I'm going to spend a few minutes just talking about myself, not because this is a exercise in narcissism, but I just wanted you to understand where I'm coming from. I don't see too many leaders like me. And it's lonely. And I just wanted to share my story and also give a really loud recommendation for mentorship and sponsorship, which I hope we will talk more about later, because that's how you bring forward new leaders who maybe don't see themselves in the current leadership roles and wonder, how on Earth do I get there?
So I do hope we also spend some time looking and talking about mentorship and sponsorship so I know nothing but scholarly publishing. I think I should just say that flat out. So I got my PhD in biochemistry, cellular and molecular biology from Johns Hopkins university, and it's a whole other talk that I've given about how I fled the bench and found my way into science writing. But I started my career as a science Writer at the American Chemical Society back in the day, and we're talking back in many days ago.
It had a new section at the front of the journal and it was known as a day, and then it became known as news and views. And I basically cut my teeth as a rookie reporter in that news section. And I had five marvelous years and started in a career of science journalism that. For the first 10 years, it was very conventional. After five years of the American Chemical society, I left and started my own business.
And that's where I started to work for other outlets such as chemistry world, that's published by the Royal Society of chemistry and other outlets got into blogging. That really dates me, but that's when having a blog was cool and then started to do other things like technical editing and other types of science communication. And that got the attention of the American Society for biochemistry and molecular biology.
They wanted a staff science writer, so they hired me. So I could help with PR marketing and with their magazine, which is a BNB today. If you've not checked out ASB today, please do. It's a gem of a magazine. It's lovely. And I worked on the journal side because they had three journals at that time and I worked in other facets of the organization, so I got to really spread my wings.
But it was still a conventional career path in science writing and science communications, and I eventually became the managing editor of ASB and be today. And then aces came knocking, and my career just left the beaten path. So in 2017, aces came to me and said, would you like to come back? Because we are going to try and experiment and we need somebody to run the experiment for us.
And the experiment was to launch a branded content studio as a way to bring in revenue for the four aces magazine, Chemical and engineering news, CNN. Not surprising this happened to everybody after the 2008 recession. Print advertising took a nosedive, and so revenue sources had to be diversified. And so Stephanie Holland, who at that time was the head of sales and marketing at CNN, was looking around the media landscape and noticed that outlets such as the New York times, Wall Street journal, Forbes and other outlets were putting together branded content studios where the writers and designers on staff would create content that looks like the net, the natural look and feel of the magazine, but it's sponsored by a client.
And so Stephanie wondered, in a B2B environment, in a trade publication and something that goes out to its membership, could we start a branded content studio and start bringing in revenue that way? And that was a grand experiment. And I said, yes, because I at that time was thinking, this is an opportunity that I don't think I would get anywhere else. So if it fails, I'll learned something new.
If it works, I'll still learned something new. And so I became the executive editor, the first executive editor of CNN Brown lab. And on paper, in 2017, we thought we'd be bringing in about $750,000 annually. Within 18 months, we were bringing in $2 million and that was regular $2 million. So CNN brand lab was, as I said, in 2017, a dream on paper. And then by the time we got floating into 2018, 2019, it became a regular source of revenue for CNN.
I was happily doing that. And then, of course, 2020 happened and in 2021. This happened at axo in the end of 2020, the ACEs board of directors decided that the work around diversity, equity, inclusion and we add the word respect in asses. The work around this was very ad hoc. It was a long history of attacks. We had been doing it for decades.
One of our committees, the women's committee, actually celebrated its 95th anniversary this year. So there's a long history around this work. But it scattered. It was ad hoc and it was not top down. And so they decided a change had to happen for to really move the needle. So they added goal 5 to our strategic plan. So this got added to the ACEs strategic plan.
And they were now thinking, how do we operate, operationalize this? And so they created the Office of diversity, equity and inclusion and respect again, on paper. And this is all happening unbeknownst to me. I'm, like, happily trundling along in my little corner. And and they were looking for a VP. And long story short, and this is where we're going to talk about mentorship and sponsorship.
The CEO asked me if I'd be interested in becoming the vice president of the Office of Air. And one of my first reactions were, are you asking me because I'm a Brown immigrant woman? Or are you asking me because I know how to get things done? And he's like, I'm asking you because I see you getting things done. And that was the right answer because I refused to do it for the first reason.
I've been there, done that. No more sick and tired of it not doing it. So I became the VP and here I am. As I said, I don't know all the answers. I don't think any of us know the answers, but I think it's a conversation worth having. So we sent a pre meeting poll question, which all of you enthusiastically answered, which was awesome because we could create this amazing.
All right. Let me just get through this. This is the Office of the year. We are the central hub. As I said, it's top down. We help everybody at the ACEs work towards goal 5 and do the work of diversity, equity, inclusion and respect. Sometimes it's hard, sometimes it's an easy fix, but it's just taking that lens of what are we doing that's inadvertently creating barriers?
How do we take down those barriers? How do we smooth out the path so everybody can thrive in the chemistry enterprise? And you can also check out our resources. The closed caption is having the url, but it's exploring diversity. Do check out the resources and I'm happy to talk to folks about them later on. But going back to your enthusiastic responses to the poll question that we sent out before the meeting, we asked you to share 1 to three words about how you think of leadership.
How would you describe it? And we got this word cloud. There are a lot of words there, but the ones that came up more often are showing up. Are there any words that are missing there that you think? And if there are shachtman into the microphones or put them into the chat, whatever way you would like to share.
Do you think there are words missing? Realistic is what I heard. Open minded. Diverse to hear the right. Thank you. Uniter uniter.
Inclusive top 20 school football offensive. Loving those words because now we're going to do a group activity and the introverts in the room. Take a breath because I am going to start showing some examples of fictional leaders from.
T.V and movies. And we're going have a discussion about how they embody some of these words. How would we describe the style? And when do those styles work? So who is this? I was especially.
Succession Logan Roy it is a T.V show that fictionalizes or draws inspiration. I think that's how they describe it draws inspiration from the Rupert Murdoch family and that character of Logan Roy is supposed to be Rupert Murdoch. Murdoch esque so what are the words which you describe for Logan roy? Narcissistic author.
Authoritarian, aggressive. Cruel duplicitous? Yes institutional knowledge. I'm sorry. Rule breaker on his terms. When does this work?
Yeah Sarah Palin. I was going to say patriarchy, but that may be an extreme, but I'm sorry I didn't catch what you said. Family owned business. OK we're going to move on to the next example. Was this?
Katniss everdeen, and it's from The Hunger Games. What are the words you would describe for katniss? I mean, what are the words would you use to describe Katniss leadership? Literally Stuart, I'm sorry. Integrity shoot. Integrity determined. Determination, reluctant. Courageous, brave, courageous.
So for those of you who don't know the back story, Katniss sister gets picked to do the Hunger Games where you basically fight others to death. And Katniss takes her sister's place unbidden. Selfless empathetic. Influencers smart. Yeah compassion, compassion or passion at both work. When would you use this?
The New Hampshire. New venture, somebody said every day. But Yeah. Apocalypse all right. Any going against the world. Yeah you want to lead from the bottom.
Leading without authority in some way. Yeah is there anything on in the Zoom or the chat that we should include how the folks doing their. And building a team independent and building a team. I did forget that about. She does. She does build alliances and influences. Moving on to the next one.
Who is this and how would you describe it? It's a Black Panther. Words to describe his leadership style. Heroic, confident. Righteous assertive. Why's a code Switcher.
Inspiring one thing I think a lot about when I think about Black Panther is that he has the fancy suit. But when you think about the fight scenes, he's up there in front with his people and whatever command he gives. He's the first to lead the charge in the command. He's there with his people. He stands there with his people, and he does what he asks them to do.
He's not sitting in a control room somewhere or sitting very far. And that is something I think about a lot when you're asking people to do something. You'd better be ready to do it yourself. And we're going to move on to another example, and this will be my last example. Who's this?
Ted Lasso. How would you like to describe him? Passionate compassionate. Sorry you know, team builder. I didn't quite hear from this side of the room what it was positive.
Authentic sorry. Thoughtful relatable. Relatable no, I'm sorry. That one. Selfless, vulnerable. Roots for the underdog. Do we have anything on zoom? Patient patient and empathetic risk taker.
What I like about the Ted Lasso example compared to the other three that we had talked about. He has no subject matter expertise. He knows nothing about soccer. And I think sometimes we mistake technical expertise for leadership. And this is where mentorship and sponsorship also come to play.
Now, I'm so sorry for those of you who are sitting on your Ted Lasso seasons one and two, I'm not watched it yet. I'm going to spoil the whole thing. So if you want to leave the room or shut your Zoom off, you can. But, you know. So biscuits with the boss. Rebecca brings Ted Lasso over from Kansas to the UK to coach a soccer team.
And he knows nothing about soccer. He's an American football coach. She unwittingly. Provides him with mentorship and sponsorship. She unwittingly tells him, you can do this even though you have no subject matter expertise. You have other skills that are going to be valuable for this team. There's enough subject matter expertise around you.
And just look at the people. He's surrounded by their folks in this photo who know the actual game, but he's bringing to the table the skills to be vulnerable, to pull people together, to hear all sides. I mean, nate, who's here like Nate used to take care of the grounds and all of a sudden he's like, you know, I think I'd like to hear what you have to say.
He pulls an independent, he pulls in different perspectives, and he also then hears everything. But he's not afraid to make decisions after he's heard all the different perspectives. So he's willing to be he's willing to take the heat of the decisions, like if he's going to bench somebody. But he only makes that decision after he understands that he does not know everything.
And he needs to ask. Around and then be able to make the decision. And I think mentorship and sponsorship are very important. When you are going to identify leaders who are not, the conventional leaders who are either are not passed down to become a leader such as in the Logan Roy example, or in the Black Panther example. You know, it's like you're just the anointed leader and you're the natural succession plan.
Thoughts in the room about how do you mentor and sponsor? Folks who may not be seen as conventional leaders, like how do you identify leadership? Responsibility you have to empower.
Yeah or who's not afraid. Yeah it takes courage to be the first to speak up. Yeah the mentorship and sponsorship is letting that person fail and make sure they don't face the consequences. Know looking for people who have ideas and want to try new initiatives. People who have new ideas and want to try new things.
Or different old things in a different way. Yeah so, yes. I think like I. Not like I'm choosing my new boss. Yes is there anything on the zoom? Right coachable. Willingness to learn. Initiative oops.
Sorry go ahead. Is the. Looking for those qualities within. Certainly in the context of. Christie's looking for women for other voices that. Yeah Yeah. What's not pictured here is Rebecca and. And the other characters.
But, yeah, that is true. It's like those different perspectives. Just people with the different lived experiences. And when I became the vp, I mean, I'll be honest, at ces, it was like. Who's she and why her? And that's mentorship and sponsorship on the behalf of the leadership team at aces because I. The reason I got told afterwards I got picked up is because I said something.
I was the first one to say something at a listening session that the executive leadership was holding after the murder of George Floyd. And we were talking about the barriers and the problems we have in any workforce. And I spoke up. And I said something when everybody else was quiet, and apparently that is what caught the Ceo's attention. So but it was frightening for me and I had to explain that to him, that for me to speak up in a room full of 50 people when nobody else is saying something was terrifying.
And so how do you create that space, that space of psychological safety? So people can speak up and then you can find your new leaders. How do you create psychological safety? I'd love to hear your thoughts. Lesson one, which I've used before from Pixar, is a place where you make sure people are not saying.
I'm going to. Establish ground. Look, I'm not. So amplify and let's see. I learned something new. I knew there was wisdom to be drawn from this room, and that's a Pixar thing that they do.
I think some of them are rather like. But what's always been complicated about it. And I feel like I'm like, do we get psychological? Trust or can there be trust? So I'm unclear about the chicken attack. Yes and I think just touched on something that I think we can unpack, like what comes first? Like, how do you signal psychological safety.
So people trust you that they can say something? Vulnerability Yeah. And brené Brown does all her work is on vulnerability. And it is there's shame associated with being vulnerable. And it takes a lot out of you to expose your vulnerability because you're always thinking, am I the weird one here?
So any other thoughts on the psychological safety like. And Thank you for bringing up the trust part. Yes, go ahead. But establishing ground rules. I actually want to spend more time. But what? Overnight Something for. Another comment from.
I think the boundaries is also a very important part because vulnerability. Vulnerability without boundaries and I can't remember who I'm quoting here is can just be a hot mess. So you need to put in boundaries because again, it takes a lot to share your underbelly. So I had put my clicker down because I kept on knocking against the microphone.
What are the great fiction leaders from fiction? They can be from books. mean, I only chose T.V. And speaking of boundaries, the T.V and movies give myself boundaries. What other fictional leaders are you thinking about now that are unconventional? Who weren't the natural choices to be leaders? But then stepping in Exhibit A kind of leadership that works for the moment.
Yeah when we start grabbing microphones, because I'm not going to be able to say that again, because I'm not a house game of Thrones fan and I can never get their names right. You could. Pass it along. Joan of Arc. Joan of Arc.
Let's go. Fictional joan? Yeah rhaenyra from House of dragons. Renee also has a dragons. Oh, that's a good one. Frodo Baggins. Hermione Granger from Harry Potter.
When you shot at a name, give an example of the unconventional leadership or unrecognized leadership that this person exhibits. It's so hermione, let's talk about hermione, for example. Like, what would you say about her character? A predominantly. Had all the words done, right?
That's right. And I want to. And support and kind of push. Yeah that's leading authority in some ways. From behind. Leading from behind. Someone is an empathetic listener, too.
Yeah, go ahead. Can I riff on frodo? I'm so glad you picked. Yeah, I love that choice because that's I think there's a leadership there that reflects like deep humility and deep awareness of limitations and also a kind of acceptance of responsibility and duty with awareness of limitations and, and a curiosity to, to explore.
And I'm so glad you mentioned Frodo. I'm rereading Lord of the Rings right now, so that really spoke to me. Thanks and taking on a burden that is too much for others to take on. Yeah I'm going to do a deep cut, if you don't mind. Go for it. So this is surfboards. From La Mort de La tour, which is the tales of King Arthur.
And nobody knows who he is. Right but he's basically the most underrated Knight of the Round Table. Very understated. Carries his own burden. Lancelot is off gallivanting, fighting people in random places, and Galahad is off chasing the grail. But of course, he's basically running the show.
Nobody's heard of him. So the sort of underrated, understated leadership that sort of keeps the whole thing going. Again and learn something new. So what did he exactly do day to day? Things that you don't know? Yeah if he left, you would know. But he's the sort of leader, the archetype, where if you took him out of the picture, you would recognize.
But you might not recognize all the things that he's doing. It's his right hand of King Arthur. Wow I did not know that. So for rhaenyra targaryen, she's a young woman. Appointed queen's successor in a traditional patriarchal society. And when she tries to have an independent thought, people don't listen to her. But she's developing this quiet diplomacy and determination and is fighting for her ground within the traditional construct of the male dominated society.
Plus, she has dragons, said this one I'm in mind of because it was this week is mash's 50th anniversary. And so I'm thinking of Colonel Harry potter, who's actually a very traditional leader within a very traditional organization, the army, but is put in charge of a bunch of misfit malcontents that he has to show, that he has to find a way to lead a group of people who are not there, to be led and do it under extreme stress.
Yeah, I really, really like that example because that is when, you know, everybody is not they don't want to be there, but the circumstances are what they are and you've got to lead. And does he hand go up somewhere? That reminded me of Tom Cruise in top in the Maverick in Top Gun maverick, where he does get the best of the best.
They're all cocky. They all think they can do everything. And the one part that actually stood out to me as just true leadership was when he actually went and flew under the two minutes. I'm not going to ruin something. But showing them was actually exactly what they needed to know that they could do it. So sometimes leadership is actually doing what you want your team to do.
Showing them how to do it in the way that without needing to say anything. So that to me was a key point of leadership. And that goes back to the Black Panther example where, you know, he's got to be willing to fight the same fight as his people are fighting. Anyone who watches the phi series the expanse will have to look up the name. Christian avasarala, Secretary General of the United Nations and future sci-fi United planet on Earth.
And she was the leader of fighting people who are having Mars and outer planets or outer solar system. And she was just a great character. Yeah any other examples? Are there any over Zoom that are coming in that we. OK one, two. Oh, they're popping in real quick. Roslyn from Battlestar Galactica.
A former teacher turned secretary of education who unexpectedly becomes the president after a major disaster and has to flee. Another is Leslie Knope from Parks and recreation. She fosters teamwork and recognizes that people have different strengths. And another is Glenn from The Walking Dead.
That one will expound on ourselves. That's interesting. So the reason why I was asking about all this is because, as I started off in the beginning saying these are very uncertain times, these are difficult times. So what are some of the things that we're facing today? And we Simona and I, by the way, Simone, is about mentorship and sponsorship.
I'm standing here today because she talked me off a ledge, because when she first came to me, I was like, I can't do this. And she's like, no, you can. And so Simona and I brainstormed a couple of things of what we think leaders are facing today. Anything else that you feel that is not captured here? Isolation, burnout. Scarcity different workforce expectations.
Different expectations. Say it twice. Different workforce expectations. That's a big one. Why? why do we have different expectations? Five for or. Shout out.
More willingness to state their needs. See what my column is up. First of all. Not what white collar work has become. Very divorce from location in some places. The action. Wanting to be happy at work.
You know, people want to be happy at work. When I was a college graduate, I was happy to get a job. Now I'm looking at my young people and they are want to get a job that will make them happy. So I think, a very different challenge for leaders today versus. And on that happy thing. And I'm still struggling to properly articulate this.
The work needs to be meaningful in a way that captures the whole self. But I'm but I struggle with what the whole self is. And maybe this is a generational thing. And please pick up the microphone and ad while I'm talking because I got to where I am by hiding a lot of my identity covering.
Changing my accent. Learning the pop culture references. Learning how to talk about American football. So now when you say come in with your whole authentic self, I'm like, what? And I'm struggling with that. Please I'm sorry. Bob's getting his stepson.
I've struggled with what that means also because over the course of my career. What work life balance has meant to me is that there are boundaries between my work and my life. And there are I don't. I don't want those two things entangled too much. And so when I think about bring your whole self to work.
And it's meaningful to you, I wonder if it's. Not that. So it is you don't have to hide things to be successful, but it's also you don't have to see maybe you don't have to seed things either that you don't want to seed. Or at least that's what I hope it is for me, because I don't want to kind of wake up and realize that if I were to leave my job, I'd be leaving behind huge chunks of what has also become my personal life.
Oh, no problem. Thank you. I think you're seeing also generational flips happening right now in our society where a lot of baby boomers are retiring. And it's towards the end of that generation that's starting to retire. And there's a flip in expectations.
I think I sit-in Generation X myself, and I was always one that you worked hard, you worked long, that kind of stuff. I think that expectation is changing from younger generations and now millennials are getting into the closing in on the mid or mid-career part and the younger generations are coming in. So expectations are changing. And what they want from employers are changing.
And I think the pandemic has exacerbated exasperated this, I think societal expectation overall. So I do think that's having an impact on expectations of employers, especially around what it means in terms of the physical location, et cetera. Yeah, I think I assume, yeah, that the struggle also makes the identity fluid, which means the workforce is priorities can change with time.
Why don't you wait for the microphone, then? We're not losing our voices, and it's only the beginning. Thank you, Bob. You know, you brought up Gen X and the different generations, and, you know, we definitely need that diversity as well in the workforce. And it's you know, we're talking about like, you know, like my what I do is very much I need it to be kind of part of my life, right, and part of my identity.
And that's the way it's always been for me. That doesn't mean that it's going to be that way for everybody. So I think it's maybe frame working in that there isn't a one size fits all for everybody anymore and that we need to come and respect where our other teammates and coworkers in their sets of needs and their lifestyles and their family situations, you know, like what that's going to we just need to be open to what everybody else needs individually and understand that there is diversity in that and how somebody how much somebody is in the office compared to somebody else or, you know, like the importance that they put on their role and their work life balance.
And if they're shutting down at 5 and I might be fine with picking up seven again after I do something, you know, I think that's part of it, too, is that it doesn't all look the same. And it doesn't all have to look the same. Yeah, I can't remember where I read this, but apparently right now we have five generations in the workforce. In the Uc workforce has five generations.
That's a lot. I think a lot of leaders also struggle because of the lack of resources and training. So just keeping up to date. Also with different ways of providing value into your teams because there's differences between being a manager and being a leader. And I think those are concepts and frameworks and trainings that are not we haven't saturated the market with to just continue to up level our leadership teams.
Put a pin in that because I want to come back to that. The chat from the. Sorry about that. Too leadership is lonely, too. The hierarchy of needs theory offers the idea that we all need care as humans. It could be argued that leaders are expected to need less care because they are leaders, which is far from my personal truth.
And another comment. Youngish millennial here. I understand meaningful work for the whole self as making sure that your job is having a positive effect on the world and you are not going to burn out for the sake of corporate gain. So flexible hours, but also protecting your maximum 40 hours a week pay commensurate with your workload, et cetera.
That's a very valuable perspective there. Yes, actually, I was about to say the same thing. I think that there's two quite distinct, sometimes inconsistent threads, this wanting to bring your whole self to work. But also are we not getting the sense that work is more transactional in a lot of ways, that people are really policing the boundaries of their job description, not necessarily wanting to sacrifice for an organization that would not necessarily sacrifice for you in return.
There's two of us over here. I'll go first. To give Donald the mic. So I have a question. Everyone's talking about all these different ways of defining leadership, different ways of workplace balance, and how. How do we measure then a good leader?
How do you decide that? That's like put a pin in there and come back to Manage. Yeah, but let's talk about it. How do you operationalize it? How do you make it fair? How do you make it? I understand being flexible for individuals, but then there's organizational needs. And how do you thread that needle?
Please go ahead. The other thing that leaders face, visionary leaders, is if you look at each of these five bolded points, pandemic is more or less played out. Climate change is not playing out yet. I mean, we have we live in fear. There has not been global migration yet because major cities like Miami haven't been flooded yet. But there's huge risk on the horizon.
So my point is a visionary leader in order to try to gain internal, internal buy in. There are huge rifts in what people's philosophy of what is going to take place are. And hence a leader has a challenge in professing their biases and/or their beliefs and making the change without the path moving forward being absolutely clear.
So there's a lot of risk in veterinary leadership these days on many of these points because the path is not clear. I would say with climate change, you're right, we're just starting. And I will say, though, I think we're going to see like in Pakistan, that flooding that happened a few weeks ago. We are going to see the aftermath of that for months to come.
And it's going to affect our food supplies. It's going to affect a lot of things. We've seen the ramifications with the war in Ukraine. So I think that's something that we haven't been hit yet, but it's going to hit us very soon. So, yes, picking up on the points that have been made about the challenges we are facing and a few of the comments about how there's a lot of confusion about bringing your whole self to work, that is really looking at how people who historically have been underrepresented and marginalized have often felt the need to be other be more like people who aren't like them.
So it's not about it's not about a collision between your personal life and your private life, but it's how who you are isn't the norm. And so you feel that you have to change that to be accepted. And that's why there's this emphasis on bringing allowing people to be who they are in the work environment. I said, I've got to put a pin in something that you said.
And now I'm having this moment where I completely forgot what the pin was for. But I think were talking about managers and leadership. Yeah how do you how do you measure the how somebody's succeeding as a leader? Right what does success look like? Oh, wait. Sorry no, it's OK. From the chat.
A good leader creates boundaries for work life balance as it applies to their role. So hours worked will probably look different from the team, but they apply the same method to their lives to be an example to living it and making sure that others also have the same. Rules of engagement is what I'm understanding by that. But, Yeah. So how do we measure success of a leader?
Sorry go ahead, Jeff. I wasn't thinking about the measurement piece, but another factor is that we've long valued the labor of people, but not always the executive function of many of those people. We kind of segmented and said some people were valued for their executive function and others just for the work output. I think we're switching to a world in which we're starting to value more of the executive function of individuals broadly across the organization, and that's tied into bringing a whole selves and it's tied into making sure that everyone is valued regardless of their background.
Yeah so. I'm going to close up with this. So given up, everything that we've talked about. And we've talked about what's worked in 2019 is probably not going to work today. There's so many things that we're grappling with. We've talked about the different leadership styles. What do we need today? And we may not get fully into this, but I encourage you to continue having this conversation for the Today and tomorrow.
But what do we need today in terms of leaders? Earlier this summer, I went through a workshop with a woman named Donna. I've written a book about living with dignity. And I'm a very proud. Know, I recognize people.
So Donna Hicks is leading with dignity is a book recommendation. We already have. I love book recommendations, so Thank you. So I do hope you continue to have this conversation of what kind of leaders we need today. As I said, it's a messy, messy, turned upside down world. And I don't think everybody has the answers.
And if somebody does know all the answers, please give them my email address. I'd love to talk to them. Thank you for cooperating, helping and contributing. Thank you so much for your time and attention, and enjoy the rest of the conference. Thank you.
Form Title Download
Transcript
Form Title Bookmark
Entire Media
Segment(s)
Custom Clip
Start At:
End At:
Form Title Share
Entire Media
Segment(s)
Custom Clip
Start At:
End At:
Form Title Accessibility and Keyboard Shortcuts
The cadmore media player is a professional video and audio player experience designed to deliver media as well as relevant transcript, segmentation, and metadata. On the screen is a traditional html video player with buttons such as play, pause, forward, captioning, language and play speed selection and more. Adjacent to the video player are generally tabs, one of which shows a scrolling transcript of the video and the other shows any segmentation of the media, sometimes referred to as chapters. At the top of the video is a menu bar containing an Explore button and Tools button. The Explore button allows you to dig deeper into the video by opening up an explore dialog which contains tabs for a visual navigation of the video using thumbnails, an about tab which contains rich metadata about the media, a segments tab which contains further information about the video, and a related tab which contains links to other media related to this media. The tools button opens a menu with options for sharing the media on social media, creating bookmarking links, creating embed codes for your website, generating citations, and more.
Keyboard Shortcuts
Keyboard shortcuts only work while you are in forms mode. By entering forms mode, you will be able to quickly access portions of the media player with single key commands.
Spacebar: Play/Pause Toggle
I: Info Menu,
O: Tools Menu
T: Transcript Tab,
S: Segments Tab
F: Forward 15,
R: Rewind 15
L: Languages,
P: Playspeed
M: Mute Toggle,
V: Volume Bar
N: Video Only Toggle,
B: Full Screen Toggle
C: Captions Toggle
Escape: Closes dialogs and menus / Exits Player
Z: Next Transcript Chapter
X: Previous Transcript Chapter
Q: Next Transcript Paragraph
W: Previous Transcript Paragraph
Entire Media
Segment(s)
Custom Clip
Start At:
End At:
Embed Size
-
You Size - Responsive
-
We Size - Responsive
-
Picture Overlay Popup
-
400 x 225
-
512 x 288
-
400 x 700
-
768 x 1024
-
1024 x 512
-
1280 x 608
Form Title Cite
No citation provided.
Info
Segments
Related
Thumbnails
Exit Clip Mode
You have requested to see a portion of the video outside of the clip.
Click OK to switch to the full video or click if you would like to stay inside the clip. You can always go back to the clip with Tools and Clip Mode