Change Leadership Watch
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Scooped by Deb Nystrom, REVELN
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Building ‘Bridge Leaders’ for Minority Professors and Students

Building ‘Bridge Leaders’ for Minority Professors and Students | Change Leadership Watch | Scoop.it
Clarence G. Williams grew up in the segregated South and earned his bachelor’s and master’s degrees at historically black institutions, where African-American faculty members mentored him and inspired him to pursue a career in academe.

     
But when Mr. Williams arrived at the University of Connecticut, in 1969, to pursue a doctoral degree in higher-education administration and counseling psychology, black faculty members and students were few. He felt isolated at Connecticut, but one of the people he says played a pivotal role in helping him succeed as a Ph.D. student was a white man.
   
Today, Mr. Williams — a former special assistant to the president of the Massachusetts Institute of Technology, with a focus on minority affairs — calls that man a "bridge leader." It’s a term Mr. Williams uses for non-minority faculty members and administrators who work to bridge racial and cultural divisions in order to make their campuses more welcoming and nurturing to minorities.

Deb Nystrom, REVELN's insight:

Clarence G. Williams grew up in the segregated South and earned his bachelor’s and master’s degrees at historically black institutions, where African-American faculty members mentored him and inspired him to pursue a career in academe.

     

But when Mr. Williams arrived at the University of Connecticut, in 1969, to pursue a doctoral degree, he felt isolated. One of the people who played a pivotal role in helping him succeed as a Ph.D. student was a white man.

    

Today, Mr. Williams — a former special assistant to the president of the Massachusetts Institute of Technology, with a focus on minority affairs — calls that man a "bridge leader." It’s a term Mr. Williams uses for non-minority faculty members and administrators who work to bridge racial and cultural divisions in order to make their campuses more welcoming and nurturing to minorities.

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Scooped by Deb Nystrom, REVELN
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Cautionary Change Leader Tales: Seven Habits of Spectacularly Unsuccessful Executives | Forbes

Cautionary Change Leader Tales:  Seven Habits of Spectacularly Unsuccessful Executives | Forbes | Change Leadership Watch | Scoop.it

Yes, there's room for change leaders to "spot these behaviors and  stamp them out from your own"  and your team's repertoire.


These traits can be found in the leaders of current failures like Research In Motion - Blackberry makers, (RIMM.)


They are also cautionary tales for currently unbeatable firms like Apple (AAPL), Google (GOOG), and Amazon.com (AMZN).


Consider the change implications and hubris of these traits:


Habit # 1: They see themselves and their companies as dominating their environment    


(DN:  Can any one leader dominate anything these days?  Rugged individualism is dead.)



Habit #3: They think they have all the answers  (DN:  Again, individualism is dead.)


  • CEO Wolfgang Schmitt of Rubbermaid was fond of demonstrating his ability to sort out difficult issues in a flash. In one discussion about a particularly complex acquisition, Wolf, without hearing different points of view, just said, ‘Well, this is what we are going to do.’”
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  • Leaders who need to have all the answers shut out other points of view. When your company or organization is run by someone like this,  hope the answers he comes up with are ...the right ones.

  • For Rubbermaid they weren’t. The company went from being Fortune’s most admired company in America in1993 to being acquired by the conglomerate Newell a few years later.

Habit #4: They ruthlessly eliminate anyone who isn’t completely behind them  (DN:  Resistance is a resource.  So, oh oh.)


  • It’s both unnecessary and destructive.
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  • By eliminating all dissenting and contrasting viewpoints, destructive CEOs cut themselves off from their best chance of seeing and correcting problems as they arise. Sometimes CEOs who seek to stifle dissent only drive it underground. Once this happens, the entire organization falters.
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