Ngozi Igbokwe, Sarah Smith, and Marguerite Wildermuth, a group of Drake University students, will present a leadership case analysis at the upcoming International Leadership Association (ILA) virtual conference.

• The case: Leadership and Mental Health.
• The problem: Leaders are "superhuman heroes," and heroes do not have anxiety, depression, or ADHD. Or do they?
• The goal: An authentic and vulnerable leadership culture.
• The analysis: The authors used Lewin's Force Field Analysis model (an informal review is available at https://lnkd.in/e5KMCr9) to explore the problem and seek recommendations.

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My questions this week:

• Does your organization support leaders who experience mental health challenges?
• Does your organizational culture perpetuate the myth of a heroic leader? If so, how?

Looking forward to your answers. Happy Learning!

Dr. Cris Wildermuth, SHRM-SCP
Associate Professor, Drake University

Important Announcements

• Drake offers its next SHRM preparation program in the spring of 2021 (virtually, via Zoom)! To register and for information, go to https://bit.ly/3fRXoQB
• Find out about the ILA here: https://bit.ly/2FRPg5U
• Save your calendars! The next Linked:HR webinar will be on November 18, 11 am Central Time (U.S., Chicago). Topic: Psychological Safety!
• Interested in Drake University's Master's in Leadership Development? Please visit OUR PAGE! 

A prominent CEO recently wrote: "While it might sound like an excuse, the unfortunate reality is that there is a very limited pool of black talent to recruit from" (https://bit.ly/2HqfuNg). 

Of course, the comment caught our attention. A quick search led me to dozens of reports by major publications, politicians' reactions, and lively debates on social media. Even though the CEO has since apologized, his statement is worthy of further discussion. 

I have four critical questions:

1. How do you define talent? 
2. Who gets to participate in the definition and evaluation of talent?
3. Is your organization's definition or talent broad enough?
4. What does the system reward and punish recruiting professionals to do? 

My thought as I write the last question: The CEO's statement illustrates a web of practices, beliefs, and values. That web includes who participates in meetings that define and evaluate talent, where we look for talent, and how we reward recruiting professionals. In other words: The problem is systemic and tenacious.

What do you think? Most importantly, what should HR leaders DO? I am eager to hear your comments.

Happy Learning, colleagues!

Dr. Cris Wildermuth
Community Chair, Linked:HR
Associate Professor, Drake University

Would you like to strenghten your leadership competencies? Consider Drake University's Master of Science in Leadership Development! You may complete up to 8 courses online and 2 in a residency week on campus. We are accepting applications for the spring semester. For information, please visit http://bit.ly/MSLDDrake.

"What will you do with the power you were given?" Dr. Patrick Pauken, an outstanding professor from my Alma Mater, Bowling Green State University, used to ask us this question in his ethics course. I often start my own ethics courses this way.

This question is relevant as we get closer to the presidential election in the United States. A case in point: Is it ethical for organizations to support a political candidate openly? Should the CEO speak on behalf of a candidate? Should a store post a political banner? And does it matter if the support is covert - for example, a political donation?

Some might say that NOT doing so means silencing our voices. Thus, speaking on behalf of "Candidate X" is not only allowed, but it's also a moral obligation. However, when CEOs (or anyone in a position of authority, including professors) "speak up," they exercise their power. Employees could feel obligated to agree. In that case, "speaking up" could mean coercion.

An important point: I am not asking if making political statements or donations is "legal." I am asking if it's ethical. 

HR professionals and leaders: What do you think?

Thank you for attending our webinar! Here are the program materials, as promised:

Link to the Webinar Slides
​Find out more about EasyGenerator
Find out more about Drake University's Master of Science in Leadership Development
​

I returned late last week from a trip with my students to the gorgeous Kingdom of Morocco and the land of ancestors, Spain. Our trip took place at a difficult time; we returned the day before restrictions to European travel to the US were implemented.

These are scary times, especially for employees who:

• are at high risk or who live with loved ones with a severe health condition.
• must put themselves at risk no matter what (health care providers, employees in the service industry, supermarkets, pharmacies, etc.).
• are temporarily (or permanently!) laid off during work stoppages and don't have enough savings to weather the storm.

I'm wondering: 

• How can we promote a compassionate and caring work community during this crisis? 
• What can each of us DO to help one another? 

I'm looking forward to hearing from you. Please stay safe and follow your local health authority instructions. We, from Linked:HR, send our love and solidarity to our members from the hardest-hit countries so far, including China, Italy, Iran, and Spain (according to THIS SITE).

With our best wishes to all,

Dr. Cris Wildermuth
Linked:HR Community Chair

In this brief vlog, I introduce three types of isolation in the workplace: collaborative, physical, and identity. My questions to you:

1. Have you ever experienced isolation in the workplace?
2. Have you ever witnessed isolation in the workplace?
3. What do you think HR professionals and leaders in general should DO to reduce the effects of isolation?

Are you ever a toxic leader? In this brief video, I share the characteristics of toxic leaders and challenge you to consider your own behaviors. I also ask readers to consider how to develop and support an environment in which toxic leaders do not ​prosper. 

Imagine you could go back in time and share a few lessons with your younger self. What would you say? What do you know now that you wish you had known then? In this brief "flash learning" for Linked:HR's members, I answer this question and invite you to do the same. 

I had already recorded this week's message but changed my mind. Something happened yesterday - something powerful and worth discussing.  Or rather - someone happened:  The beautiful and strong Zozibini Tunzi, the new Miss Universe from South Africa. 

Let's face it. I didn't expect to find extraordinary in a beauty pageant. Extraordinary beauty perhaps - not extraordinary leadership.  When we think of extraordinary leadership we think of large organizations, world forums, presidents and prime ministers, religious figures. And then I watched Ms. Tunzi's quick and impromptu speech. I added it below.

This was not Ms. Tunzi's only impressive moment.  After winning, she also stated:

"I grew up in a world where a woman who looks like me — with my kind of skin and my kind of hair — was never considered to be beautiful," the 26-year-old said during her closing statement. "I think it is time that stops today. I want children to look at me and see my face, and I want them to see their faces reflected in mine."

Ms. Tunzi didn't grow up to be beautiful. She didn't grow up to be a leader. She didn't grow up to have a voice. And yet - she seized her talents, grabbed the moment, and claimed her space. 

Like Ms. Tunzi, I didn't grow up ever thinking I could be a leader. To this day, I doubt my abilities, my knowledge, my right to speak up. To this day, I wonder whether my voice is worthy. And yet - I know, deep inside, that it is. I know, even as impostor's syndrome hits me with a vengeance, that I have something to say, something to contribute, people to help. I know the world needs me to claim my space.

Here are my questions to all of you today: 

• Do you ever suffer from impostor's syndrome? Do you ever doubt your abilities?
• How will you "claim your space" from now on?

A final message to colleagues who answered "yes" to my first question: You are worthy - and you are not alone. 

Whom would you follow without authority? In this brief video, I argue that if you only lead with authority you are not really leading - you are just the boss. To truly be a leader, you need to be able to influence people who would follow you willingly, even if they didn't have to do so.