Author archive

Damon R. Richardson

The last class of our EDLP 717, Communicating Research Findings, was a culmination of our study on “Zen” techniques and data visualization. The convergence of both concepts resulted in two final products, an oral presentation and final paper which provided a personal narrative of our leadership story. And now, having been introduced to the text “Presentation Zen” (2012), my philosophy on presentation delivery and presenting data has drastically changed for the better!

The next time I conduct a formal presentation (or any presentation for that matter), I will carefully consider the make-up of my audience; give more thought to the main point I want to convey to that audience; and determine if that point really matters. Second, I will ponder “what is the central message I want my audience to leave with?”  Third, my slides will not be cluttered with bullet points and repetitive information that could be provided in hand-outs. According to Zen, they should be simple and only supplement the point I’m trying to make or the idea I want to convey. Fourth, any data I include as part of my presentation will be offered up in its simplest form and will be visibly appealing. Remember, “Less is more”. Finally, and most importantly, I will tell a compelling, engaging story which captivates the audience, and leaves them wanting more.

Our final EDLP 717 class projects provided us an opportunity to test our Zen story-telling and data visualization capabilities. We were tasked with telling our leadership story while interweaving data from our previous Myers-Brigg Type Indicator (MBTI) and Learning Connections Inventory (LCI) assessments, along with our 360 leadership survey data. It was a “thinking out-of-the-box” project which presented the entire class with a unique challenge; but we were up to the task.

As I reflect upon my classmate’s work when they presented their projects, the quality and creativity was unmatched. It made me proud to be part of a stand-out group of individuals, and gave me a sense of pride to be part of the Metro group. Although I have not yet reached my full Zen potential, I believe in speaking into existence that which can be; therefore, “I am a Presentation Zen!”

Damon R. Richardson

A few weeks ago in our first Saturday class (Communicating Research findings) we were privy to a “gold standard” presentation (via YouTube) by Rene Brown, a nationally renowned speaker, best-selling author, and a researcher at the University of Houston. She shared an inspiring story on the power of vulnerability. That presentation began a paradigm shift within me. What I took away from that presentation was that if you have the courage to be vulnerable, it can transform the way you live and lead.

Her presentation also got me thinking about vulnerability in terms of my leadership; what do I consider to be my vulnerabilities as a leader? Do I consciously or unconsciously shy away from or avoid showing my vulnerabilities? Before the presentation, I believed that “exposing” my vulnerabilities would be perceived by others as a weakness; however, my thoughts are changing. In fact, I would like to make my vulnerabilities a strength.

Recently, I ran across an online article by Lisa Petrilli, a leadership coach and consultant, who explains why vulnerability is crucial to great leadership. Her take on vulnerability added a new dimension on how I understood leadership vulnerability. She first defines vulnerability: “vulnerability means there is a chance we will get hurt: financially, emotionally, psychologically, physically” and that “being vulnerable means being exposed…to the elements, to attack, to others’ opinions, to great failure and also to life-altering success.”

Petrilli further elaborates that there are three reasons she believes vulnerability is crucial to great leadership: (1) Leaders know that they take up a greater cause than themselves, and by doing so this makes them vulnerable because many people will likely be opposed to that cause just as much as a leader zealously supports it, whether they be competitors, battlefield enemies, or political opponents. Despite knowing this, great leaders accept this and fight for their cause anyway; (2) When a leader passionately pursues their vision, that vision makes them vulnerable to attacks from others who don’t share that vision, however, at the same time that vision creates an opportunity for spectacular success for everyone involved; and (3) Being vulnerable is part of our being human, and great leaders are willing to let others see who they truly are. As a leader allows his constituents, team, and/or followers to see and appreciate his authenticity (including all his emotions and flaws) as he chooses to take on risk, or as he moves beyond past failures to a bold new vision, takes courage.

To surmise Petrilli three points, and I wholeheartedly agree, when a leader shows their humanity, is authentic, and reveal their basic, human vulnerability, they are able to create a much tighter, more trusting team that can be lead toward a common vision. So, don’t let your personal vulnerabilities or your vulnerability as a leader be a “retreat”, but allow it to be an opportunity to grow!

Damon R. Richardson

Collaborative writing, in my opinion, is an exercise in balance-a balance between writing and organization skills among members of a team. The collaborative writing exercise given at our first (fall 2012) Saturday class provided us a quick glimpse of what is needed to work as a team to compete a collaborative writing project. Although the time period to complete that assignment was (very) condensed, the mechanics of what was required were evident. We quickly had to convey our strengths and weaknesses, and then someone had to take the lead and decide who would do what based on our respective skills. Being familiar with my team members made the process much easier; I was more comfortable expressing what were my weaknesses and strengths.

 The challenge for me going forward, as I work with potential new team members who are unfamiliar with my writing style or modus operandi, will be to quickly assimilate myself to each team member. Getting to know my new team members will help to develop better professional (and personal) connections allowing an unrestricted flow of information exchange. More importantly though, it will help to dissipate egotistical thoughts or feelings that may prevent me from opening up and revealing my weaknesses and strengths that may be crucial to our teams’ success. Being open and honest leads to trust among team members, of which great teams are built upon.

Damon R. Richardson

My understanding of the concept of advocacy-before delving into this course-was primarily restricted to non-profit organizations (and the like) and leaders of organizations with the power to make a change. Not only has my view of advocacy broadened from organizational causes and a leadership (a leader advocating for his or her constituency), but I now see that advocacy can begin (and be effective) at the grass-roots level. More importantly, everyday people can advocate for others and the causes that are dear to them.

Simply put, advocacy is being the voice for the voiceless. Leadership advocacy, then, can be understood as leading the charge to level the “playing field” for those under-served, or the marginalized.

The active listening exercise made me realize that before you can advocate for anyone or cause, you must actively listen to gain understating of what the core issue is. Active listening is then a key element of advocacy, and will change the way I go about being an advocate; I will seek to understand (by listening) first before I act. Reflecting upon the phone interview I conducted, I think it was a first step toward becoming a better listener. Throughout the interview I struggled with not writing what was being said by the interviewee for fear of not capturing the essence of the message. Although I didn’t remember every word that was said, I got the spirit of the message.

Through the Discussion Forum my knowledge of advocacy within the education field was broadened through the sharing of various experiences including, special education services, student discipline, and student assessment. After participating in these exercises, my sense of advocacy-how to recognize it, how to participate in it-was strengthened.

Damon R. Richardson

When it comes to advocates, there is arguably no better advocate than the President of the United States. While hosting an LGBT (lesbian, gay, bisexual, and transgender) pride reception in the East Room of the White House today, President Obama said that he would be a “fellow advocate” as long as he is president. A little over a month ago President Obama publically “came out of the closet” on the issue of gay marriage, announcing his support of equal rights for the gay community. Obama admitted that he and the first lady, Michelle, had “evolved” on this issue while many Americans are still “evolving.”

As a Christian, my view on same-sex marriage is quite the opposite from the president’s view; however, expressing my urge for cognitive dissonance, I am supportive of the President and many of his policies. Furthermore, in re-framing his stance in support of same-sex marriage from a civil-rights perspective, I can understand and have empathy for the marginalized (LGBT) citizens. In a not too distant past, it was Dr. Martin Luther King, Jr. who was a passionate advocate for African/Black Americans in pursuit of civil-rights. As was the case for blacks then, advocating for the gay community is not popular, but only time will tell if the President stands on the right side of this issue as we now know that Dr. King did for black civil rights.