Say we go ahead and get started. Everyone will catch up. Thank you very much. Welcome everyone. As I said, Happy IU Day, Happy Wednesday, happy hump day, whatever you want to celebrate today. Happy. I made it through the day. I'd like to welcome you all it is. It is appropriate today that on IU day we have E and Washburn joining us who is now at Notre Dame. He has just transition to a new position, thereby use gracious enough to come back and still present for us. We appreciate it. Thank you. Ian. I'm in is going to be talking about servant leadership today. He is currently the Director of Information Security at Notre Dame. And I hope I get this correct. This previous position that some of you may have known him from IU system risk mitigation manager at IU, at least that's what your LinkedIn said. Before he does, before I hand it over to E and I do want to throw a plug in that we do have another one of these coming up. Thank you for joining. By the way, the side TLC leadership speaker series, I guess I should just said that we do have a speaker lined up for next month already on the 13th, you'll be getting your regular emails about this soon. But we will have Dr. Joe Wong. He is the chair of the Department of Counseling and Educational Psychology here at IU. And he will be talking about, well, the title is grateful people make great meters. So we will be very grateful. Sorry I had to throw it in there for him to be joining us next month. If anyone on this call has the ideas, we're always looking for other ideas for discussion topics. And if you, that you want to speak to the group or if you know someone that you would like us to reach out to that may be interested, please feel free to reach out to us at any time. We do have a list e-mail, It's IT LC dash speaker, dash L at list.IU.edu, I believe. Please somebody else in my group jump in if know, if that's something that not everybody can use. I think anybody can do it. If not, look for me. Chris Nikola, eric West, Paul, David, vehicle or limb. My weekly, surely you know, one of us out of that group and you'd be able to find us and we'll get together. So without further ado, I will pass this on to in thinks the end. Thank you, Chris. Thank you to the IT DLC group for letting me come back and do this speaker series. Certainly leadership is something that's been growing on me the last few years as I've been working in the security office at IU, and I hope to carry this with me as I moved in Notre Dame. So I'm going to share my screen here. Make sure we have the slides up. Can everyone see those? You can create. All right. So again, my name is Ian Washburn. I am the new director of Information Security at Notre Dame. But before that, like Chris said, I was at the USO and I've been managing a team there for about six years. So it's been a fantastic journey there. And over that time I've been blessed with the team that I got to lead. So as I kinda started looking at what my philosophy was when folks talk about branding and things like that. But really kind of what does your philosophy and I think mine stems from an upbringing in, in, oddly enough, both Buddhism in Pentecostal churches, somebody school. So I have kind of like a broad spectrum there of this stuff. So but overall compassion and wanting to, to have an impact on the things that I do I think is kinda be overall mindset that I had when I engage in anything. So I stumbled upon servant leadership, but I just wanted to read this quote here by the person who coined this term, Robert Greenleaf. I serve because I am the leader and I am the leader because I serve. And so the spoke, this quote speaks to the motivations of leadership in my mind, it talks a little bit about the selfless act of leading, right? I think a lot of us kind of get into leadership for that reason is we want to have an impact. We want to do well. And the second part of that speaks to be ambition, leading to be a leader because of the merit that's involved with that, because we want to have an impact. So I was really drawn to Robert's essay on servant leadership. So first, I will just want to talk a little bit about the rundown, what we're gonna do, right? So we're going to, first, we're going to talk a little bit about who I am because I love to talk about even two, we're going to talk about servant leadership is someone has pulled from that 10 key concepts are characteristics, and we'll look at those. We'll talk about where it's implemented, why it's successful and hear from somebody else who really embodies servant leadership. And you may have heard of already. And then we'll talk a little bit. We'll leave some time for questions and feedback at the end. So a little bit about me. My name is Yin Washburn. Like I said, I've been at IU for 20 years up until two weeks ago. So it's really mind-blowing to me. But I'm, I'm no longer at the university, so. My leadership qualification start before within the US, so I did some some leadership. It's a cub scout has to be for my son. That was really fantastic. You really leading children is like herding cats. But if you can do that, There's some success in your method as far as, as far as influence and persuasion, right? Kids are tough to persuade, but easy to bribe, but don't tell them that. Also, I'm more in associates grad and that's a program that Indiana University has supported in the past. I think they're looking at that in its merit now, but that one associates programs is a leadership program that the university takes part in where they talk about the philosophies of leadership and having to support your tea. So I really enjoyed that, that, that cohort and folks that were in there with me, I think Doug writers here and a couple of folks that went through there. And now it's a fantastic program, loved that. And then of course, my time as InfoSec Manager here at, there at IU. And that was, that was an amazing journey to AI. I got to learn from Andrew Gordy, you I think is probably the commonest, most awful leader that I've ever worked for. And so I really appreciate that opportunity and learned a lot from him. And then finally, I am on the IT leadership committee. I've done a couple of things with this group and other groups and trying to understand more about diversity, equity and inclusion, and building good teams and leading them out. So all of this kind of feeds into servant leadership and it's, it's led me to this point. And so I wanted to share what it is and why I like it. So servant leadership is, is, you know, more like being a coach. It's, it's focused on mission success through team growth, right? And, and I think that a lot of us, as readers really do support our teens and we understand them as individuals. And we're supporting the university mission. But we may not necessarily identify all these characteristics within ourselves. And so there's a, there's a good possibility that you're a servant leader already and you just don't know it. So servant leadership, like I said, has been around for awhile and it's, it's being adopted at major corporations that we all know well like IBM and Southwest, Google. And great names that you know, probably Simon's neck. Others, I will talk more about them as we move forward. But when you see great leaders, you may not know that they've adopted distributed leadership tactic, but it's, it's part of the game. I think it's great. And so, yes, sir, leaders are self-aware. They want to share power and they want to focus on folks personal development as well as their, their, their well-being. We toss out this term, work-life balance. I want to flip that around. It shouldn't be life-work balance, right? We all, we all have a life and we come here to do what we do so that we can support and enjoy that outside of work and we should never let that be confusing to the folks that we support for Teams. We all have late nights or projects that take time. That's that's the mission and we support that, but we have to make sure that we're taking the time to give them time to recuperate, feel important, feel included, and appreciate it. All right, so the, the dude, the fellow who coined this term servant leadership is Robert K. Greenleaf. So roberts actually a Hoosier. He's born right here in Terre Haute, Indiana, which is my hometown. So found an instant connection to Robert and, and what he does. And so I dropped this little quote here at the bottom of the slide by Kurt Vonnegut. And I think he may have heard this one before, but Curt says, I don't know what it is about Hoosiers, but wherever you go there's always a Hoosier or doing something very important. And I think what Roberts done here is fantastic. And I hope that you all get a chance to learn about servant leadership as we go along. So, yeah, if born in 1904 and Terry hokey graduates from Rose Polytechnic, which is now Rose Holman. So you've probably heard of Rose-Hulman if you're if you've been around Indiana for a time. He worked for 38 years for AT and T and he was their director of management development. Right. So he visits his baby, but because wheel house, he spent his time trying to figure out how to make meters, meters, and then he retires and he publishes this essay in 1970, call disturbing. As a leader. He actually was inspired by a book you read by the German author Hermann Hesse called the journey east. In, in book, there, there is a group of servants that are on this trip with folks. And there's one disturbing particular Joe. And so the, the team of servants doesn't really realize how much they depend on Joe as their leader until he's gone. And so what What Robert gathers from this is that servants as leaders are there to support the team and make sure that things run smoothly. They're not dare to sit atop the group. They're there to lead from within or even from home. And I think that's something that we've all kind of heard before. So Robert, he's this really cool guy, there's this great experience and he coins the story. He writes this essay in 970, which is fantastic. So the term servant leadership is coined in that essay and it's, it's disseminated amongst academics and others. And 9092 Larry Spears pulls these ten characteristics of servant leadership out and we'll get to those, Kiran just a little bit. And, and in 98, the right video, there's some peer review articles that put this out. They create the first scale for servant leadership to try to understand where meters rank, how they do. And then in 2020, there were a couple of really good studies about major corporations that were putting this into practice. I talked about those IBM, Southwest and Google, and others are seeing great results with servant leadership. Since that time, we've got a 270 peer-reviewed articles over many journals. So this, this concept as well established. It's talked about its use debts, adopt dead. There are there are specific centers for her, just this topic, right? So Robert Scott his own center, which is the center of her servant leadership and you can see a link there. And then this other fellow, Spears, has created his own servant leadership center. And there are others, but these two are kind of consider the, the founders of this practice. So this fellow Larry In, in 990 to 981, something like that. I may have that wrong. He pulls out these 10 different characteristics of a servant leader. And I think that when you see these terms here on the slide, none of those really stand out as radical ideas when it comes to be bigger, right? We've all know the term active listening. Why listening is important? Why it's important to be able to empathize with your, you know, your staff and, and you know, the more you know about yourself, the better leader you can do. So what I've actually done is I've pulled these out and kinda two groups that I put them in. And so the first one is leading with heart. And that's these first five categories. They're the ones that really speak to wanting to have a deeper understanding of yourself, the dynamics within your team, and helping them to be calm. The best teammates are best people that, that they can be. So I wanted to read just a quote here from Robert Greenleaf talking about awareness. And so I'm sure that many of you can relate to this. And I'll be surprised if you keep. So rubber says, awareness is not the giver of solace and suggests the opposite. It is a disturb her and, and awaken are able leaders are usually sharply awaken and reasonably disturbed, reasonably disturbed, where a little weak, but they are not seekers after soulless, they have their own internal solids, which is kind of that speaking to understanding the larger picture and all the pieces there in an able to relate that to your team in a way that helps them understand, makes them feel included. And gets then the agency to, to become aware in their own right and bolt, that doesn't sound too cookie. But when, when he says that, that able leaders are sharply awake and reasonably disturb, it means we have this capacity for dealing with large complex problems that may have political aspects to them. But that doesn't, that doesn't throw us off our bar, right? That doesn't give us distraught because we understand the complexity of these problems. And that's the, that's one of the inherent traits of a good here, right? And, and that has to do with this. The concept of conceptualization, foresight, stewardship is that we can see these larger problems in the bits and pieces of them. We can understand the path and we can help our teams to grow, to get there. So I have really come to and consider this one of the pillars of how I deal with my daily life. Many of you know me, but if you don't know me and we haven't had this conversation, I spent six months traveling last year in a in an RV with my son during COVID and that was the most awakening time in my entire life. And I learned a lot of things just by getting out and meeting new people and doing new things. But one of the touchy-feely things that I really did is decided to accept peace in my heart. Now, that sounds, you know, whatever you'll take that for, what it means. But that piece of my heart has given me that serenity that Robert Greenleaf talks about. They have their own enters from entity. So by going through that journey and that transition in my life, I was able to come back to work and actually be a better leader because I view the world through a different lens. I didn't internalize conflict or take things personally. And I think those are a couple of things that good leaders really learn to do, is one, not to make assumptions. Because when we make assumptions were often wrong and we'll get our feelings wrapped up in those things and things can get hurt or we can disappoint others. And two is to not take anything personally because everyone has their own motivations and their own set of experiences that, that has led them to that point in time when they're interacting with you, whatever it is they're trying to get done or a need your help with. That's a completely set up their own experiences in reality. And so internalizing that, that sense of inner serenity allows the chaos and other things of a very complicated business like cybersecurity, where folks are often talking about things that are uncomfortable with, are not talking about things that they're uncomfortable with. Is, is understanding that, that folks are going to come with their own motivations. And the less that you're internalizing that, the more that you're able to handle that inner serenity, the better you're able to deal with those things. When I really like about these ten characteristics, is that they're easy to understand, is that all of us I think, can identify with some of these things. There's lots of literature out there from Robert Greenleaf and from others about the merits of servant leadership, how it works. I tried to take a look at these things every day to remind myself what it is that my mission statement is. And, you know, every once a while, dig a little deeper for some inspirational quotes like the one on awareness. But overall, servant leadership has served me well. It's helped me build this great team at the university. Told me to understand myself better and proof relationships like in my personal life. Grow into the position that I'm in now and help with the transition to move to Notre Dame, I'm having an entirely new team that I need to listen to you and understand all of their little idiosyncrasies like that we all have and understanding how to motivate them, which is very much a custom job for each person because you're a setup, your own experiences, and your own motivations. So I find servant leadership to be about presence, understanding, compassion, wanting to see your team do well, but never losing sight of the academic mission, our mission, because there's been called into play and whether or not servant leadership is ethical. In some cases, for folks who are heavily corporately driven about whether or not you're actually serving the organization's mission or your server, your team. And I think by serving or team in an ethical way and helping them to grow and understand the university's mission and support that you will actually see the results of. Should you decide to again, that this actually works. This creates camaraderie. This creates buy-in and loyalty and retention. Important things that I think are top of mind for a lot of us when it comes to the current climate of, of, you know, folks who might be seeking other opportunities or are not feeling appreciated in their current role. And so what I'd like to do next is share a video from Ken Blanchard. And I'm not exactly sure this is going to come through well for all of you. So if in the first few seconds This isn't working, please let me know. And I can share a link, but kin as well. Now, he has a lot of information on YouTube if you're interested in hearing more about him. But want to Qin's quotes that I liked and I, I wanted to share before we watch this short video, is the greatest leaders mobilize others by coalescing people around a shared vision. And I think the vision for us is that noble act of supporting higher education and creating leaders of tomorrow. And I think that's a really easy thing for folks to buy into and support, especially working in Higher Ed. And so I just want to, let's just hear from can protect them. I really feel that the world is in desperate need of different leadership role model for seeing what self-serving leaders have done to the detriment of people in every sector of society all around the world. And so what we really mean is people who are sovereign leader, people who are there to serve first and lead second. Little bit different. The nipple and profits were all important thing each other all the time. Though everybody, the leader in every part of their lives, the most effective leaders I know are just good human being. They care about people. They listen more than they talk. They want to help people when that's about caring, about your heart. There's tree. He aspects of being a leader, being a manager one is clear goal. All good performance starts with a clear goal. And so people around you, if you want to make a difference no live, they need to know what they're trying to accomplish. Second, once the goals are clear, you ought to wander around and see if you can catch them doing something right. And give me one minute prayed to acknowledging what they've done. Tell me how you feel about what they've done, how it impacted you, and that's really important. And then at their performance isn't going exactly the way you both want to know, given what we call now a one minute redirect. Those say, Gee, I'm observing new performance here and they'll think it's just as good as we thought it would be. Do you agree? And then you will do well, if you're not there to punish and then you say, what can I do to help you get back on track? One of the important things about being an effective leader to enter your day slowly with some sense of intent and think about what, what's on my schedule today, how do I don't want to be seen today? And then at the end of the day. But praising than your journal, what did you do today and you feel really good about. And then redirection, what would you do that you love to replay? And that'll make that a goal for you the next day. I think a good manager is born intentional and their behavior, not quantity, rather than a problem with the rat race is even if you win it, you're still a rat. I like to look at the difference between success and significance. I think when people are focusing on success, of thinking about how much money they make, recognition they get for their efforts. Our status, when that's who you think you are, the only way you can maintain your feelings of self-worth as you get more of those. And I think then you miss significance, which to me the opposite of making money is generosity of your time, your talent, and treasure. Reaching out to the people with the recognition that service, with the opposite of power and status. If loving relationships bigger than life, when you're gone, you die. Your soul. And that's where you are, who you love and room. So absolutely, To me, powerful words from Ken and, and I really hope to kind of carry this forward where I'm at now at Notre Dame and promote this kind of leadership from within. And, you know, my, my vision was to create some sort of community of practice or, or like-minded folks at Indiana University who might be interested in kind of talking about the servant leadership approach and how we can build up our teams and take more of an interest in what they're doing. Cross the line that jobs framework with the interests that folks have and help them feel appreciated and give them opportunity to grow. Now, not everyone wants to be shoved into that lane, but other folks are, are looking for that recognition and want to move forward and perhaps don't feel recognized by their leadership. So I think leadership is about coaching. Leadership is about empathy and understanding and, and getting your team to the finish line. With everyone feeling like they've contributed and everyone feeling like they've won. Leadership is it's a, it's a burden and it's a blessing, right? You get to learn a lot about the folks that you work with, but you also have to deal with some real and impersonal problem sometimes or or coach folks in ways that are difficult to have difficult conversations. But if you have empathy, if you have grace, if you have patients, these are the things that I think are real qualities and, and leaders that we, that we admire. I talk a lot, I smile a lot. I'm sure folks think I'm two seconds away from asking them for a credit card or so security number, but that's not the case. I'm truly just exuberant about leadership all the time and overly chipper. And that's just my style. And I know that that's not everyone's cup of tea, so I have to meet that with some of our other, with some folks who might be more introverted and that's okay. But it's about knowing and recognizing those things and being able to meet them. On their level. And so I really enjoy this topic I'm willing to discuss at length. You know, after we finish this up, if anybody wants to know about the merits of servant leadership. Not here anymore, which is tough for me because I have all these kind of laid plans to like meet with folks and do things and inspire others to co champion and get involved. But now I'm going to have to do that at Notre Dame with my other team. And I see some folks have joined from that team. I'm I'm really happy to see them here today. So maybe they can understand that the last couple of days of smiling and talking about these things isn't BS Part of my, it's part of my soul and what I enjoy. So I just, I want to thank everybody for, for joining me today to talk about this subject is really something that I'm happy to promote and talk about. I'd like to see more of in higher education. I think it's here, we just haven't put a name to it. We really are coming around diversity, equity and inclusion. And I think that servant leadership is the best way to really ingrain that. Diversity, equity, inclusion, and our culture. So thank you very much. I appreciate your time. Whoa, that's not what I meant to do. I'm going to just go to the last slide here. So thank you. I appreciate everyone's time. I'm really thankful to the ITRC for inviting me back to speak and thank you. Kinda can come. Thank you very much. Anyone have any questions? You guys hear me. We can either have a crash, a title, and a term that's good. Anyway, while I it's been awhile. Just kind of a comment. And and I go back a long time. We worked at IU LSP services dimension no larger than brock? Yeah, we did it was and when Blackberries and egg exactly, Yeah. No longer exists. So I would say it's just interesting to know you from from back then and then we've kept in touch over the years and looking at finding out about your background, Buddhist and made a lot of things going on. I've, I've been learning a little bit about that recently. But going through that, I just see you see this thread and I do going back and thinking the conversations As per se, how you carry yourself, that, that core, that thread has always been there subtype to type node U. So it doesn't mean that it has a pad. Hey, there, Stephanie. Doesn't mean that it hasn't been honed as an fed, nurtured along the way and more. But they have, there's a core that was always there. This aspect of a servant leader is just a type of person that you are. So your urine make me blush, sir. I do it backwards. I have appreciated your friendship over this entire time and I appreciate you saying that. So It's not always easy to stay in that mindset and to not be thrown off by these things that inner serenity. And that's taken me 40 years to hone and find, you know, but I'm glad that it's here now and I'm glad that I'm able to lead and kind of share some of these thoughts and recent book that I read if anyone's interested. It's called The Four Agreements by Don Miguel Ruiz. And it's a short read, it's a quick one. And it's just got, it's got four basic steps in it. Be impeccable with your word. Don't make assumptions. Don't take anything personally and do your best. And when you adopt those four philosophies, it really removes a lot of conflict from your life. And I've been very lucky to kinda be able to internalize those things and bringing them into my work. So Tim, I appreciate it. You are a true gentlemen and it's been a pleasure working with you alone when everyone else that's attended today, whether we've actually worked in person or together remotely. Yeah. Iu is fantastic. It's always going to be my home I think. But I'm making new connections at Notre Dame. I'm super excited. I plan to make connections between the two organizations, their IT organizations and hours, and I've already been in talks with tamara. You're not doing that, so yeah, I don't want to go ahead and lower in online them. I didn't get the chance to actually get to know you and we were just starting to work on some leadership topics and discussions together. So I'd like, I'd like to hear a bit more about some of the ideas that you had. You mentioned that you were just starting to put things in place here at IU and particularly for ITIL, see if you have suggestions or ideas that you think we could pursue. I'd love to hear the absolutely, let's follow up. I'm happy to brainstorm. I think, you know. Programs like more are focused on building leaders, but I think that we have a lot of talent. We knew us both organizations now, Notre Dame now you have a lot of talent when it comes to identifying and nurturing and building leaders. And I don't think you need necessarily more to do that. Yeah, when I'd be I'd be super happy to do that. So my email has not really changed its DNA indeed.edu where it was in an IUD view. So if you know the right palms degrees and the extra scratch, you can get yourself a custom username like that. I'm just kidding. Don't bother Roseanne hasty or tell her that I told you her name. So I'm just kidding. You can find me. Just kinda give me the nice don't tell her I said that. So yeah, I'm happy to follow up on those conversations and I'd like to build something more an actual program or some sort of framework for how we, how we identify leaders and bring them up and an advocate for these ten characteristics? Absolutely. Anybody else have any questions or comments? Oh, hi, Denise. Yeah. Go ahead. Hi. Yeah. Yeah. So if I was going to say what is E and from your experience, what is one thing that I can do as a leader? What what would you recommend that they start? Yeah. So the first thing I think I would do is identify what your team members are looking for in their job and understanding whether or not they're satisfied in their job. And that's I think sometimes we were working really hard and we tolerate a certain amount of grumbling or we have folks who are maybe trying to prove themselves by putting your nose to the grindstone and working like 450 hour weeks. But that's perhaps not the right way to increase your value or be appreciated or show an opportunity. We all know that you can work your self to the bone. And that's not really going to help you move up or move forward. It's the adoption of mindsets and, and growing of skill sets and things like that. So Denise, I think the first thing I would do in any team and I'm trying to do now is get to know my team and identify what it is that they want out of there, out of their working environment, out of your career, whether or not they're looking to move forward or they're very happy with AR, let's identify what your goals are and then create a custom kind of, you know, I like to use the word gamify, like gamifying things, right? So and folks are very familiar with, you know, video games. So just talking about where do you want to get and how do we prepare yourself for the next quest? What skills and items or you're going to need in your bag of holding. And to be able to maneuver and where you want to be. And to better understand that, I asked my team needs to go look at job descriptions for jobs that they want. And let's pull some things out of those job descriptions for the jobs that you'd like to see yourself them and figure out how we can get those skill sets. And in your back upholding. Thank you. And I want to be a fly on the wall when you Madeline meet because with my new role, that's it. I'm yeah, I'm excited because basically, as you showed the servant leadership, that's where I feel like I get to be now. I'm in my second career. Absolutely fantastic. Yeah. I haven't been a leader until the second decade of my career, so I feel the same way, right? This is new and exciting. I think I've always been cheaper and encouraging, but now it's, it's different. It's coaching, it's self-awareness and reading books to where they want to be. So absolutely. Yeah. Thanks for that question. Yeah, nice. More than you still have your hand up. Did you have another question? Yeah. The new on this is the problem, the nascent I can ping pong. So after this, I'll be quiet to give others a chance. But just to follow-up on your answer to the needs which I love. I love the idea of developing people so that they can move on to the next job. But what do you say to our managers who say, you know, training new people onboarding them, that's very costly and time and sensor. So why would I want to enable my people to turn around and leave and three to five years. Yeah, absolutely. So quick and easy one on that is they're going to leave regardless. So if you don't train them and give them the opportunity that they want, they're going to leave. Or you can train them and give them the opportunity that you want. And when they leave, others are going to recognize how great it is to work for your team. And they're going to get the things that they want and you end up having people seek you out and want to work for you because you do these things, right? And you're right. Some folks will move on, but some folks will feel so appreciated and be happy with what they're doing that they'll stick around and become experts, you know, and, and perhaps someday they'll be able to move into our positions when when we move on to other things. So I think it's, I think it's, you do it because the alternative is people leaving unhappy as opposed to leaving out Trevor them we've happens. You need those skill sets anyway, you're always going to be training and spending that money, you know? And so I think it's a worthwhile investment no matter what that person decides to do. There are a couple of things in chat here. One Sherry's asked, what is a servant leadership training, Theresa, I'm not sure if you're asking for if he has recommendations of some or yeah. I don't have any formalized training myself. But these two centers that I talked about, I think I'm still sharing, but I don't need to, but I'll pull that slide up again here. These two centers here have a lot of good information about what servant leaderships and body. You know, how to talk to your team, how to improve self-awareness, which I think is, is so critical to the service leadership mindset, is understanding how you operate and what your bad habits or, or one of my bad habits used to be difficulty with with difficult conversations with my staff and unrelated to work on that. And so self-awareness is important because you realize where you can better serve your team. B, I would recommend either of these centers and there's lots of other resources out there. Formalized training yet, but maybe Madeline and I and Denise and some folks at Notre Dame could come up with something cool and tack this on to like the IT leadership Bootcamp stuff or incorporated somehow. I don't know. Alright, right. And then Mark made a comment, What if I train them and they leave or what if I don't train them and they stay. Right with that Mark Napier? Yes. Unless all right. I paid him to make that comment. And you're exactly right, mark. That's right. You don't train them and they stay. Right. Our previous CIO read Wheeler, I asked him one time and statewide IT about identifying talent and he said, I don't know if I exactly agree with that. I'm going to repeat it. He said You have three types of employees. You have a employees who, who come to work to support the mission and want to grow and have an impact of what they do. You have be employees who are happy to come to work every day and continue to do their job. But not necessarily growth or impact is their motivation, but they're still very solid employees. And you want to make sure they feel appreciated. You get opportunities. And then you have C employee. And I think those are the ones that Mark is talking about is that they are only there to collect a paycheck. They could care less about what really happens. And they're not interested in training our growth. You know, it's you have to be able to identify those folks and and train the ones that want it and and are going to put it to good use. So Kathy wondered, well, the slight get shared, you did share them with us earlier in Do you mind if we post them elsewhere? But others. Okay. I don't mind at all. Right. Great. And let's see. Mark is waiting on that, then melt payment the URL him. A type D-O, it's crypto. It's nice grip made a great point that there are a number of LinkedIn Learning courses on servant leadership and also TED Talks, I have looked at some of that. I have taken some of our LinkedIn Learning courses. I'm a huge fan of them, so that's a great one. And John said, FYI, the Four Agreements. The book that you mentioned, The Four Agreements is on IU CAT.IU.edu dynastic. That's great. Thank you. Yeah. And value? Yes. So I do have a question. Would you have any suggestions or recommendations on how to apply these principles for people like myself who are not in leadership position? Sure, Absolutely. One of the things that Ken said is that we're kind of all leaders in our own right. And, and I think, you know, the term individual contributor is kind of what I'm using when I'm not referring per liter. So as an individual contributor, we are actually all leaders in our own right because in a way, we are, well, not in a way we are part of a family, we're part of a team. So these things like listening and empathy and healing and awareness are things that we can share with our teammates, that we can share with others, even outside of our professional careers. So I think when it comes to and I'll use the term life coaching, it doesn't necessarily have to be improving your work skills. But listening to our, our colleagues, our work friends, unlike having empathy for them, understanding maybe the struggles that they're going through I know is I've experience some hardships and had some colleagues experience hardships and and as as co-workers, we've been able to listen. Your own stories and empathize with each other. So I think it's also about being a good friend. And I think we spend more time with the folks that we work with sometimes than we do with our families. And so creating those bonds and no strong connections are important and also unavoidable. So whether or not you're going to mean and, and connect with those folks that you work with, that you care about. We're not is totally a matter of how introverted or extroverted you might be a valid, I think we're all kind of listeners and healers in our own right. And so it doesn't have to be two. Someone you're trying to improve their work-life. It can just be good at being a good friend. I think being a servant leader is really just being a good friend, wanting the best for people and one of them do. Thank you. Tim. Display plant made it. Said work sometimes. I think as going to respond to two things and I think Mark had a chat with vow as he had to say and see how you integrate psych info. It's, it's kind of a sphere of influence and you can end. So it's wherever you are. You'll have to be at the top. You don't have to be the managers, but you can't enter though. I said that part of that is Nelly, knowing your sphere of influence, no way you can influence. And then that's how you can get, I will say be a leader, but that's how you can lead from not necessary at the top. And then the second one was with Madeline about I can't remember. I think it's training, train the person and going and saying and they gotta kinda agree with you and I select the pipe and that I've been using coaching. Also. I was a more associate graduate, but coaching definitely with my my team. And what are the things I try to do very early is not everybody is comfortable with it and seeing it so that you have to, you have to kinda either change a little bit or just C or give them time in saying that he's smiling all the time. It's going to want to credit cards. So he asked me for something, but I want them to be fill open ideas like I want you here that do the job. I want you here to do the work and have a good time, enjoy it, and grow. But if there's things that you want to do, things that you may be here for 20 years, you may be here for two years. That that's fine. While you're here. I want you to get the best that you can be the best that you can be, get the most out of it. So when people leave, I've had people leave and they've come and talk to me and it's like, look, this is why I'm leaving. Is there any way to stay or job or this or that, and if I can't do anything for them, then I can't unfortunately, but I'm actually happy to see them move on for now on a good opportunity and and seeing them grow it. It's like Yeah, that and then we can talk about like, Hey, how you've gone through, you've grow the deaths, you'd go to that, go into that. Now look, this opportunity that you're doing, it's like that's awesome. If there's any other future, something happening in the nave and say It's okay, something opens up or future coming back. They have no problems of waiting to come back or looking and seeing their job or that sort of thing. How to work with me and work with the team. So high. I like that I take I get at least a decent job there. I still get an interview if I had a fresh replace them, but I'm glad that they find and I've kept a lot of people. But I guess to work well, some great people. There are so many great people at IU and we do tend to boomerang, we come back because it is a great place to work and the people that we work with are so cool. And so to that, we were talking a little bit about leading without authority. And Tim, you remember, gave my OB no weeks to work with us Analysis Services. I call him coach because a gate, no nonsense. But we were tossed around this idea about leading without authority and writing this book called In this little cheeky, but we're going to call it leading without pants, because there's this term about boomers. Well, nobody does. And you can lead without being in a place of authority. And so by helping folks grow. And Tim's talking about both professionally and both growing as a contributor to the goal that they're in. And both growing as a professional and where they're wanting to go, right? And a good leader is going to help their teammates do both. And we do have Peter made a comment and a question in chat. First said, this is the most comprehensive presentation I've ever seen on servant leadership. Thanks. Also, what challenges have you faced when balancing serving your staff versus meeting the demands of your management? In, in parentheses, who may or may not be in tune with servant leadership. Concept of oui. Thanks Pete. I appreciate that. So for us your question, I think the important part is to understand your team's capacity and communicate that clearly with your leadership at all times and continually check in with them. Here's how much time my people have, Here's what they are available to do, here's what we're working on now. And I'm wanting to push back against further workloads unless you want to re-prioritize something else. Because the ability for my team to come to work and be creative and to work with a sense of pride and accomplishment is important than when they're overworked or over taxed or under appreciated. They don't like coming to work. And then when you don't like coming to work, you don't put out good work. So it's very much about constant communication up to your leadership. And that doesn't have to be conflict. And I think for some folks, you, we might feel like that is we have to, we have to do what our leaders are telling us and turn him make that happen in our team no matter what happens. But it's a conversation. And your teams relying on you to santa the line of fire, so to speak, stand in front and make sure that their their time as guarded and used well. So I hope that answer the question. I love this 80 20 rule always, but 80 percent of your time operation we do in your job and 20 percent of your time thinking creatively about how we're going to move forward and do things in the future. When folks get that opportunity and they get to share their ideas amongst the team. And then we take what sticks and use the best they feel included, they feel appreciated, and that's the important part. So I have no problem telling leadership we can't do something. Or if they really want it done, they're going to have to pick what falls off the back of the plate. So I hope that answers your question, Peter. All right. It does. He says, Thank you. I see no other hands up. This has been a very i've, I've attended quite a few of these, many of these presentations. And I have to say this is one of the most interactive that I think we've ever had. I don't know if that is folks trying to get you to come back to IU in or if they are I don't think you're getting away from Madeline or from Denise. So eBay, I put your email address out there once you shared it. I've also given a link to our page where you can find the recording later on. Yes, My to hire him back for sure. So thank you again. E and we definitely appreciate it one more time that for those who didn't hear at the beginning, we do have another one of these in the serious plan for next month on the 13th, Dr. Joe Wong from the chair of the Department of Counseling and educational psychology will be joining us to present his, his talk on grateful people make great leaders. I think it's actually a great follow-up to this servant leadership. And again, on the page that I shared is where you can find contact information for the team. And if you have ideas, if you want to do a discussion as a presentation or moca in on where, welcome to come back. You want to discuss anything in the future. You want to be the presenter, or if you have someone you think you would like to hear as a presenter, or if you just have an idea that you would like our team to explore and try to find someone's present, please share with us. We're happy to do this as often as we can. Thank you, everyone and have an excellent day. Thank you for having me. You're welcome. Thank you. Bye.
