Center for Innovative Leadership @ Johns Hopkins

“Intelligence is the ability to adapt to change.” ~ Stephen Hawking In today's dynamic world, transformation in large organizations is no longer a rare, disruptive event that occurs every 5-10 years. Instead, it is a continuous journey of enhancing processes, culture, products, and more. Thriving in this environment requires a distinct set of leadership skills. Agile leaders are humble, adaptable, visionary, and actively engaged. They transform traditional leader-team dynamics by empowering employees to make decisions and take risks, leading to faster and more effective responses to change. Embracing agility in leadership isn't just a strategy—it's essential for sustained success. Source: Universität Kassel, FernUniversität in Hagen; University of St. Gallen, BLED Conference Proceedings #AgileLeadership #TransformationalLeadership #InnovativeLeadership

The Center for Innovative Leadership at The Johns Hopkins University - Carey Business School launched its new podcast series, “Living Leadership,” as a forum for connecting thought leaders across industries to engage in meaningful conversations about leadership in a wide range of contexts. Learn more about this exciting new podcast series on the Carey blog: https://lnkd.in/exbQf_WW The inaugural season of the “Living Leadership” podcast features interviews led by the 2024 CIL Fellows. Each episode provides valuable perspectives for both emerging leaders and seasoned professionals by blending theory with practical wisdom to offer the tools and inspiration needed to lead effectively and with integrity. #InnovativeLeadership #BuildForWhatsNext #PresentMomentLeadership

“An important reason why improvement projects fail is because of the way multidisciplinary improvement teams are designed, how they are led, and how the multidisciplinary teamwork is managed." Harnessing the power of a multidisciplinary team carries vast potential for effectiveness and problem-solving—while achieving high-performance with diversely skilled stakeholders requires adroit management. A new study from Christina Yuan and Michael Rosen, Faculty Affiliates of the Center for Innovative Leadership at The Johns Hopkins University - Carey Business School, contends that taking time to pre-plan and continually reflect on how team leadership behaviors are enacted is the best way to ensure team success—yet this is often overlooked. Read more: https://lnkd.in/eji6iqM2 #InnovativeLeadership #HealthCareLeadership #CrossFunctionalTeams #Teamwork #Innovation #Collaboration #Leadership #AgileTeams

"The Johns Hopkins University - Carey Business School shapes business leaders who seize opportunity, inspire change, and create lasting value." The Center for Innovative Leadership Fellows Program helps fulfill Carey's mission with a selective, 10-month program for Flexible MBA students committed to developing and strengthening their leadership knowledge, skills, and abilities. Congratulations to our first cohort of CIL Fellows, including Tonya Schnitzius, for their dedication in building self-awareness and learning to lead with empathy, competence, and agility! #PresentMomentLeaership #JHUCarey #BuildForWhatsNext

“In the end we retain from our studies only that which we practically apply.” ~ Goethe Assessing the impact of leadership learning is key for executives investing in their own development, but too often learning fails to hit the mark. Research identifies six key impact drivers that form the foundation of the most effective leadership development initiatives. These drivers can be used to measure an organization's return on investment in executive training. Source: Cranfield University, Cranfield Executive Development #LeadershipDevelopment #LearningLeadership #ProfessionalDevelopment

"While a successful movement requires unified effort, embracing diverse perspectives can help ensure that growth doesn’t come at the expense of values — or vice versa." Suntae Kim, Assistant Professor at The Johns Hopkins University - Carey Business School and Core Faculty Member of the Center for Innovative Leadership, and Todd Schifeling, Assistant Professor of Strategic Management at Fox School of Business at Temple University, offer insights from the B Corp movement about how to scale while maintaining values. https://lnkd.in/gh3GVEHX #InnovativeLeadership #BCorps #Sustainability #MissionDriven

The Center for Innovative Leadership at The Johns Hopkins University - Carey Business School is excited to announce the release of the first episode of our new podcast series, Living Leadership. https://lnkd.in/eh-vFBrs Living Leadership provides valuable perspectives for both emerging leaders and seasoned professionals by blending theory with practical wisdom to offer the tools and inspiration needed to lead effectively and with integrity. Join CIL Fellows Sujit Koppula, Michael Zipperer, MS, MBA, and Sara Bliden, MBA, as they speak with James Steinberg, Dean of the Johns Hopkins School of Advanced International Studies (SAIS), as they discuss leading across government and academia, decision-making contrasts, and the impact of evolving technology. #InnovativeLeadership #BuildForWhatsNext #PresentMomentLeadership

As the summer comes to a close, I’m reflecting on my first two international classes at The Johns Hopkins University - Carey Business School. #2 – Leadership Development Expedition: Norway I'd like to start by thanking the Center for Innovative Leadership @ Johns Hopkins for accepting my application to this class. I was drawn to the Norway LDE because it presented an opportunity to develop leadership skills in an environment outside of my comfort zone. (Prior to this class, I had only experienced casual hiking – nothing close to trekking through mountains while dealing with a myriad of obstacles requiring teamwork and effective leadership.) My key takeaways from this experiential learning opportunity: • Different situations call for varied leadership styles; leading from the front, back, or even the middle (both literally and figuratively) can each be the most effective approach depending on the circumstances. • Leaders need to be willing to recognize and admit failure; otherwise, they will never learn from their mistakes. • The benefits of immersive team building and building trust through vulnerability. • The value of continuous communication in all aspects of team work, especially for awareness. • The importance of clearly established roles and responsibilities, particularly during challenging and uncertain situations. • Little things go a long way in boosting morale during difficult times. For example, a piece of chocolate, a team chant, holding out a hand to someone crossing a stream behind you, or singing a song together. • Navigating through mountains is in many ways like navigating through a minefield, both of which have parallels to work in any profession. Ensure lessons learned are communicated down the line to maximize their benefit. • Sensemaking during a given scenario plays a key role in all facets of life. If something doesn’t seem right, don’t accept it – vocalize it. • Efficiencies in nature provide great lessons on being more efficient in life. (E.g., staying on-trail vs. going off-trail, following the current vs. going against it.) Communication is more efficient when you address problems directly; beating around the bush can lead to confusion, failure, or even injury. I have immense gratitude towards Professor Mike Doyle and Professor Christopher Myers for creating an experiential environment where I could learn key lessons about leadership, and to my twelve classmates who made this a valuable experience for us all. We did it!! Special thanks to: • My friends and colleagues who assisted with the Reflected Best Self Exercise (RBSE). • David Schuil (outside of this class) for inviting me to his dinner table in Bergen and conveying life lessons on networking and creating opportunities. • REI (Marlton, NJ) for educating me on the required hiking gear. • Craig Toron for updating my LinkedIn headshot. #JHUCarey #MBA #Global #Professional #Norway

In a recent study with Great Places to Work, my colleagues Rick Smith, Christopher Myers and I found that many employees reported an increase in positive work climate during the early days of the pandemic (https://lnkd.in/eCZ5STtT). The Covid pandemic heightened awareness of the importance of employee well-being and some organizations made deliberate efforts to support their employees during the chaos. Unfortunately, it didn’t last. I’ve been concerned by some of the media translations of our work suggesting that the recent decline in well-being can be blamed on the “return-to-the-office” trend. While there are definitely challenges with this trend, that is an overly simplistic explanation. The real problem is that some organizations treated concern for employee well-being as a temporary crisis response. Fundamentally, well-being is not about where you work – it’s about the conditions in which you work. 5 days a week or 4 days a week, in the office or remote, employee well-being is grounded in an ongoing sense of belonging, connection, engagement and purpose. It means working with and for people who care about you, trust you and treat (and pay) you fairly. It means feeling seen and accepted – whether virtually or in person – for who you are. It involves knowing that you have something valuable to contribute, towards a goal that matters, and that you have opportunities to learn and grow. Neither sending people back to the office nor allowing them to stay remote will create these conditions. Organizations need to deliberately structure jobs and processes, create norms, and hire, train, and incentivize leaders to create healthy work environments. Employee well-being will only remain at high levels when it is integrated into the day-to-day work of the organization…wherever that work takes place. Center for Innovative Leadership @ Johns Hopkins The Johns Hopkins University - Carey Business School Human Capital Development Lab at Johns Hopkins #BuildForWhatsNext

“Empathy is a choice. It’s a vulnerable choice because in order to connect with you, I have to connect with something in myself that knows that feeling.“ ~ Brené Brown Empathetic leadership is a critical skill for innovative leaders to develop because it contributes to a positive work environment, improves communication, and builds strong relationships with team members. Leading with empathy requires the ability to understand the needs of others while being able to express concern, listen to employees’ responses, and then take action to make a difference. Source: Tracy Brower, PhD, Senior Contributor, Forbes #LeadWithEmpathy #PresentMomentLeadership #EmpatheticLeadership