One of the most valuable activities we’ve completed so far in EML is the Professional Development Plan (PDP). This spring, on a Saturday morning, we gathered as a cohort to talk through just what a PDP is and how to get started. Several members asked: How will I apply this to my leadership path? and How can a PDP help at this stage in my career? As a leadership coach, having found that writing goals makes them infinitely more attainable, I was intrigued.
EML teaches us all aspects of leadership. We begin the program concentrating on our individual leadership styles and then build into strategies for the organization and beyond. We ask ourselves the hard questions of what is leadership and how can we be the best version of ourselves in a leadership role. We discuss how to build on what we know and challenge ourselves to realize there is always more to learn.
Recognizing opportunities for ourselves to be challenged and make change is important to assure our lives evolve professionally and personally. We often recite the EML mantra that we should be “comfortable being uncomfortable”.
As our Country enters into the third week of the Black Lives Matter Movement ignited by back-to-back acts of police brutality on unarmed black people it remains a magnified movement today. The recent loss of the life of Ahmaud Arbery, Breonna Taylor, and George Floyd, has quickly escalated into the renewal of raising our consciousness for the need to dismantle white supremacy and systemic racism. A movement that is long overdue, wouldn’t you agree? As leaders today, we have a duty to incorporate daily practices that both addresses and supports the Black Lives Matter movement for the long haul.
The massive uncertainty created by the present global Coronavirus turmoil impacts every workplace and every household in America. Many indicators point to an extended pandemic. And it’s a certainty that this will be one of those cathartic transitions which will have lasting consequences for years after it is all over.
For many people, news saturation results in a deer-in-the-headlights experience in which they become paralyzed by fear of the unknown and of the uncharted waters ahead. Who can blame them? There is no handbook to guide our way through this crisis. There are too many variables and wild cards.
We recently asked Lorraine Aguilar, Chief Engagement Officer at Working Harmony, about how leaders can do better in the workplace. This is part 3 of 3.