IU SOUTHEAST BROADENING LEADERSHIP

Broadening Leadership Initiative Purpose To create a sustainable, administrative structure lead by a BLI committee. To promote opportunities for professional development. To develop leadership skills and open new communication lines among all segments of employees in order to strengthen the campuses core foundation; its human resources.

“Let us tenderly and kindly cherish therefore, the means of knowledge “Let us tenderly and kindly cherish therefore, the means of knowledge. Let us dare to read, think, speak, and write.” - John Adams

First session shyness, but no worries, you’ll be amazed how comfortable you’ll be very soon…..

Building Trust Building Teamwork

“The first job of a leader—at work or at home—is to inspire trust “The first job of a leader—at work or at home—is to inspire trust. It’s to bring out the best in people by entrusting them with meaningful stewardships, and to create an environment in which high-trust interaction inspires creativity and possibility.” -Stephen M.R. Covey: The Speed of Trust; The One Thing that Changes Everything

Subtitle “You are not here merely to make a living. You are here in order to enable the world to live more amply, with a greater vision, with a finer spirit of hope and achievement. You are here to enrich the world, you impoverish yourself if you forget the errand.” - Woodrow Wilson

The Broadening Leadership Initiative (BLI) was first created in 1999 under the direction of F.C. Richardson. At the time, it supported the fifth goal of the IU Southeast Strategic Plan: “Build and sustain a strong sense of campus community,” in “Meeting the Future with Excellence: Strategic Directions for Indiana University Southeast.” BLI brought 12 – 15 employees in all campus segments together on an annual basis for five one-day seminars that focused on leadership in higher education.

Subtitle In 2010, IU Southeast finalized the latest version of a five-year strategic plan. BLI directly supports section 4.1.6. – “Continue to identify and implement ongoing training and development programs for professional and support staff, technical and service maintenance staff, and new employees.” Faculty participation has been strong throughout the years as well. Faculty and staff often say they enjoy the opportunity to share their perspectives in their roles on campus.

Subtitle From left to right: Kelly Ryan, Social Sciences Faculty; Mary Beth Nanz, Assistant Registrar; and Hong Cheng, Library Faculty getting photo-bombed by Ron. Carol Branson, Marketing, is just ignoring him.

Did we mention free lunch? Subtitle Did we mention free lunch?

Exploring Teamwork Concepts Subtitle Exploring Teamwork Concepts

Exploring Communication Concepts Subtitle Exploring Communication Concepts

Exploring Leadership Concepts Subtitle Exploring Leadership Concepts

Subtitle Teamwork. Comradery.

Employee comradery contributes to the organizational cohesiveness established by trust. The stronger the organizational cohesiveness, the stronger the bond between employees. All involved feel linked by common goals, experiences, and successes. It creates a sense that everyone is “in it together” and work as a unit rather than individuals.

The value of self-reflection Subtitle The value of self-reflection

The opportunity to meet new colleagues Subtitle The opportunity to meet new colleagues

Establishing a special bond as colleagues Subtitle Establishing a special bond as colleagues