Pittsburgh Public Schools is seeking a dynamic leader for the position of Chief of Staff. Looking to elevate your expertise? Check us out! pghschools.org/careers
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🗓️Save the Date: The Executive Search Committee for the next Massachusetts Department of Correction Commissioner is asking for public input about the values and qualities desired for the DOC’s next leader. 🎤There are several opportunities to provide feedback, including a virtual listening session, an in-person public meeting, or the submission of written comments. ⬇️Details below
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“The experience was like getting thrown feet-first into a pool, trying to learn how to swim. Fortunately, because of the Lewis leaders in the area, I was able to learn the ins and outs of all the utilities that we were serving and tried my best to make things more successful than they had been.” Back in April 2023, Shane Greene, at that time a Supervisor in our Tennessee division, got a call from a Regional VP Matt Meador out of the blue. Some crews in another division had lost their home utility and needed to temporarily relocate from Oklahoma to South Carolina. Matt needed someone to move with the team and oversee the transition. Shane stepped up to the plate. Another time, Shane was asked to help another division with bidding for a utility contract. His division does a lot of bidding, so without hesitation he and another supervisor traveled to Indiana to teach the division their bidding process and cross-check their bids. These are just a couple of examples of Shane’s leadership here at Lewis. Thanks to his military background, Shane is used to going into new organizations with new personnel and fixing what’s going wrong while reinforcing what’s going well. So, when different divisions in the company need help with special projects, Shane is the one they call. Shane says the special projects he’s involved in can sometimes be a challenge, but he always finds the divisions he works with willing to help. He says what’s great about working at Lewis is that the company’s mission and operating principles connect everyone, and that makes it easy for him to step into different divisions and assist in any way he can. “We share common morals and values, and we all want to see the mission through,” he says. “It doesn’t matter which division you go to, we’re all speaking the same language. We all want to get the job done right.” To learn more about how we do leadership differently here at Lewis, visit https://hubs.ly/Q02g9J3y0. #LeadershipInAction #EmployeeOwners #PowerON
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Leaders stay with you whether you are in person or only connect for time to time. They stay with you as you follow their example, or a message or a vision and reflect that in your own leadership.
You will have lots of jobs but being part of an amazing team is how transformational change takes place while building lifelong friendships. I’ve had the privilege of being a part of many great teams including the team that led the Colorado Department of Transportation. Two of the amazing leaders from that team have gone on to #leadership roles with the City and County of Denver. Joshua Laipply was the best Chief Engineer in the country when we worked together and now is the Chief Projects Officer for CCD. Amy Ford is the Executive Director of the Transportation and Infrastructure for Denver. She is a glutton for punishment having worked with me at AECOM and the Intelligent Transportation Society of America but will do great things for Denver especially around #safety. It’s so rewarding to see great people move onward and upward.
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I love GETTING to engage with those who genuinely and actively serve beyond themselves every day. You MATTER…You MAKE a Difference…You ARE the Difference to Others!
This week I got to travel, engage with and be inspired by several servant leaders from the City of Burleson and surrounding cities as well the Johnson County Special Utility District. We discussed several topics including Performance Management and Disciplinary Actions, Harrassment Prevention and Civility (Respect) in the Workplace. What I dig about each of these topics is that there is a tremendous opportunity for us to see that at the heart of our organizations are (believe it or not) people who want to and are making a difference. I shared my opinion that I believe jobs/positions (while stragically and intentionally created) are inert/dead…until a PERSON occupies it and breathes LIFE into it. The position descriptions are just words until a person brings them to life by seeing and understanding the impact that position makes both on the organization and those they serve. As Simon Sinek shares “If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears.” Wow!! What an opportunity we GET to have making a daily difference LIVING out/SEEing self in our organization’s mission, vision, and values. I dig what I get to do! #servebeyondself #bringjobstolife Texas Municipal League Intergovernmental Risk Pool
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Visiting front line staff at our new facility in Llanelli today and a thought struck me; regardless of the industry, what are the main take away leaders should have from interactions with the people that ‘do the doing’? I tend to simply ask how people are, about workload, how ideas that are generated centrally are landing and if they were in my position, what would they change? When time alllows, patrol or if it’s another industry, ‘do the doing’ with them helps too. What are the most important things senior leaders can achieve by meeting with the people charged with delivering the service (regardless of the industry)?
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As we welcome the Year of the Wood Dragon, we embrace the spirit of strong leadership and determination to succeed. 🐉✨ As we embark on this auspicious journey, let the dragon's strong leadership and unwavering determination inspire us to chase our dreams with vigor. Here at JCPR, we understand the importance of effective communication and public relations skills in achieving success. May this new year bring us closer to our goals and strengthen our bonds within the communication community. #JCPR #YearOfTheDragon #CommunicationSkills #journalofcommunicationandpublicrelations #journalofcommunication #journalofpublicrelations #Communication #PublicRelations #CommunityBuilding #LSPR #LSPRInstitute
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Putting a lot of thought into your brand and marketing | Partnering with mission-driven CPG and health companies on effective brand copywriting and strategy | TYP Board Member
I'm on the Board of Directors for Tucson Young Professionals...a great organization doing wonderful things. Past me is still in a bit of shock that I'm doing this. There's a few reasons for this thinking: 1. Journalism in particular pushes this idea of being the observer and not taking a point of view. It's hard to be in a leadership role in a non-journalistic organization when you're expected to be an observer. Mercifully, working with Theola DeBose 👸🏽 a few years back helped me shift my perspective on this. 2. If you're not interested in titles or positions, then it's not something that crosses your mind. 3. It's easier to say absolutely not to this because you don't have to take the risk of you know, leading. So why did I decide to do it? I realized if I wanted to make a positive impact, I had to be of service and provide value. If I can be of service and be useful, then it's worth taking on the leadership role. If I can provide value, then it's worth taking on the leadership role. Past me is making peace with it. #Boardservice #Boardofdirectors
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Every leadership course I took while on active duty in the Navy emphasized the Navy's 11 leadership principles and the Navy Core Values. Over the next 11 days, I will discuss how these principles can be applied to Corporate America. The first of the 11 Principles is: Know your people and look out for their welfare: Take the time to understand the strengths, weaknesses, aspirations, and concerns of your team members. Regular one-on-one meetings, employee surveys, and open-door policies can help leaders stay connected. Provide support through professional development opportunities, wellness programs, and a positive work-life balance. As a leader, within the first 90 days at a new job or career, you should conduct a SWOT analysis on your team, managers, and subordinates. Identify their strengths and weaknesses, explore the opportunities they have professionally and personally, and recognize the threats they face given their personal situation and position. Ask yourself: Do I have them in a position, job, or title that matches their strengths? Do I need to move them or adjust the processes and protocols for their position to better align with their strengths? What training programs do I need to create or adopt to ensure their success? How do I honor their hard work? “If I genuinely take care of my people and look out for their welfare, they will take care of my mission.”
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Executive, Corporate & VVIP Wellbeing & Performance - Hintsa Performance I Board/CEO coach & advisor - N3 Executive | Executive search & leadership advisory l x-Russell Reynolds | x-Boyden I 30 years
It’s lonely at the top. In the last decade whilst coaching over 50 CEOs one of the most common challenges was loneliness leading to burnout. Senior leaders put huge pressure on themselves to do it all and be always on. Albeit they maybe always available to their team that often means less time for friends and family who care for them. Trapped between the board and their own leadership team being vulnerable and open about how they feel is not common. Hence the best leaders and CEOs have coaches to confide in and be a go to person to discuss their concerns and fears. In World Suicide Prevention Week it’s crtical to have a confidant and trusted advisor you can talk to. #coaching #performance #lonliness #ceos #help #leaders #hintsa
You’ve probably heard that the CEO role is a lonely place. Unlike many misconceptions about the job, this one is true. Learn more: https://bit.ly/46zcKol
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It's interesting to note that commanding officers and generals aren't mandated to provide a rationale for their decisions. They can act on a personal belief or a hypothesis derived from that belief, without needing concrete evidence. Decisions can stem from mere thoughts or instincts—distinct from intuition, which is informed by some degree of experience and factual basis. Essentially, they have the latitude to make decisions based on a theoretical framework that might even incorporate logical fallacies, without the need for external validation or oversight. This autonomy stems from their authoritative position rather than a requirement to demonstrate that their decisions are reasoned, impartial, and well-founded. Here is to hoping the promotion boards get it right, but if wrong, here to them not being held accountable.
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