Execution, by Larry Bossidy and Ram Charan - Book Study Session 2- Chapters 2 & 31

In this session we discussed the material found in chapters 2 and 3.

The session began with reference to this quote:  "...intelligent, articulate conceptualizers don't necessarily understand how to execute." p. 36  This resonated with several of those participating who felt they may have fit this description.  Certainly for many there is a disconnect between the thinking/analysis/planning of activities and the execution/doing/follow-through which produces results.  Bossidy and Charan talk about developing a culture of execution based on performance which prevades high performing organizations.

The four parts of Joe's learning curve (explained on p. 38) provide a case study and a paradigm for this culture of execution:  1.  Involve all the people responsible for the plan, 2. Ask the "hows" of execution, specifically, "how will we accomplish the goals we have set for ourselves," 3. Set clear, unarguable, milestones and then hold people accountable, and 4. Have a contingency plan to deal with the unexpected.  From the discussion we learned that for many the challenge of holding people accountable is probably the most wide-spread.  It also came to light that involving stakeholders in the contingency planning could contribute to developing the culture of execution as there would likely be greater ownership.

QUESTION:  Which of these four steps is the most challenging for you and describe how you might practice this step in the near future.

In chapter 3 the authors  present the Leader's Seven Essential Behaviors:

1. Know your people and your business: "In companies that don't execute, the leaders are usually out of touch with the day to day realities." p. 57-58.  One of the participants mentioned that he has a note on his desk he sees regularly that says:  "The Customers Are Out There" meaning out of the office.  Good leaders know the business and even find value in being quizzed by their own leaders as it provides an opportunity to learn as well as to shine.
2. Insist on realism:  from Jim Collins in Good to Great:  "You absolutely cannot make a series of good decisions without first confronting the brutal facts."p. 70  It is easy to delude yourself into believing things are fine, particularly when you ignore the essential behavior of knowing the people and the business.
3. Set clear goals and priorities:  "Leaders who execute focus on a very few clear priorities that everyone can grasp." p. 69  The tendency for most is to allow themselves to be pulled in so many directions that they accomplish little or nothing.  Focus is the key of achievement and it starts with identifying the key indicators for success.  (see other posts in this blog)
4. Follow-Through:  "The failure to follow through is widespread in business, and a major cause of poor execution." p. 71  The discussion focused on "follow through mechanisms."  These mechanisms are things which we put into place which forces us to remember to take action on the steps we have set for ourselves.  It can be as minor as putting an even on the calendar or as elaborate as a full project management system.  One thing for certain, without follow-up, things will NOT get done which will derail the plan.
5. Reward the Doers:  It is a fact that in our business (higher education) the ability to provide financial perks basically doesn't exist.  However, that doesn't mean we can't follow this behavior.  It does mean we have to provide more intrinsic rewards, the foremost of which has to be appreciation.  More people quit their jobs due to a lack of appreciation than any other factor.  Leaders have to be able to provide this for their followers, EVEN WHEN THEY THEMSELVES DON'T FEEL APPRECIATED.
6. Expand People's Capabilities Through Coaching:  "the skill of the coach is the art of questioning.  Asking incisive questions forces people to think, to discover, to search."  p. 74.  Leaders who care about their people recognize the importance of investing in them and coaching their performance to higher levels.  Coaches care about the individuals on the team AND the goals of the team.  They care about doing things right AND doing the right things.
7. Know Yourself:  "Emotional fortitude comes from self-discovery and self-mastery.  Good leaders learn their specific personal strengths and weaknesses, especially in dealing with other people, then build on the strengths and correct the weaknesses."  p. 79   Finding out who you are and "being comfortable in your own skin" is an essential behavior because it enables you to strengthen your weaknesses and capitalize on your strengths.

QUESTION:  Take one or more of the above and share your own insights as it relates to that point.

Indicators of Success

I wrote in an earlier post about the definition of success.  In this post I'm not going to focus on what success means but rather on those things which are the measures used to gauge the progress toward success.  If you have defined success in terms of money, or property, etc., what I'm talking about are the indicators you will watch to determine whether or not you are approaching your goal. 

Everything we do is an indication of something.  Finding the right indicators and then paying attention to them is what differentiates success from failure.  Let's look at a goal of being physically fit.  You may define that by a specific weight, or certain body dimensions or BMI or the ability to achieve defined athletic goals or any combination of the above or more.  Indicators which would lead to success might include measuring caloric intake, or fat intake, or exercise, along a path that will lead eventually to success.  For instance, you might set a goal of losing five pounds in weight.  As you track your caloric intake, nutrition, etc, you will be able to see yourself either proceed toward or away from your goal.  Not tracking these indicators can provide the illusion of success, while in reality you are going the opposite direction.  Those who are serious about achieving success will not just define success, but will also identify which indicators are most likely to identify progress toward that success. 

The indicators should be limited to as few as possible which will provide the necessary guidance.  Having too many indicators overburdens the mind's ability to stay focused and actually detracts from the possibility of success.  As an example, one author I read said that studies have shown (this is what everyone says but hardly anyone ever checks the studies) that those who have been most successful in consistently losing and keeping weight off have two patterns of behavior (I will call these indicators): they drink a glass of milk each day and weight themselves each day.  Two things - not a dozen.  The right indicators, once identified can place success within reach.

Execution, by Larry Bossidy and Ram Charan - Book Study
Session 1- Introduction and Chapter 1

The emphasis in the first session, covering the Introduction and Chapter 1 focused on discussing the 3 core processes mentioned in the book:  People, Strategy, and Budgeting/Operations and the role of the leader in each of those processes.  The authors state that often leadership views execution as something to be delegated, which is the case, in their opinion for the lackluster performance of many organizations and the ousting of many leaders.    Bossidy and Charan state that lack of execution is the single biggest obstacle to success most of the time and that one of the Leaders major roles is to instill and practice a culture of execution.

Questions: 

1. Have you ever experienced the effects of a lack of execution from leadership and what effect did that have on you personally and the organization?
2. Discuss the significance of the Leader’s investment in picking the right people, setting (and communicating) the strategic direction, and involvement in operations.  How balanced are these from your previous experience and where do you personally need to focus for improvement?
3. What is MBWA and why is it important – how does it contribute to a culture of execution?

I have read a number of books and articles on "how to succeed," and "what does success really mean."  Of course anyone can say how they believe true success should be defined, and just as often they are glad to tell you what success is, or should be for your life.  I think I've been that fount of questionable wisdom myself in the past.  Here are some things I think I have learned.

1. You can define success any way you like, but there are always external measures which will be used to gauge your progress.  Even if you choose to ignore these measures someone will apply them and force them upon your awareness.  Rare is the individual, apart for what we want to believe, who sets their own standards and cares not for the opinion of at least one other person.  Generally these individuals wind up turning out to be sociopaths, or artists (including musicians), or both.
2. Therefore, success is pretty much pre-defined in almost every aspect of our lives, within broad parameters.  This goes for work, marriage, parenting, and even our participation, or lack thereof, in organized religion.
3. As it turns out this is not necessarily bad.  The bad part is not recognizing this and continually attempting to create one's own definition of success which denies this reality.  Few can do this with equanimity and those who are able to find some peace usually have loved ones who, at the very least, don't understand and at the worst suffer from the attempt to reconcile two different worlds.  I'm thinking here of the spouse or children of such an individual and the conflict this disparity will inevitability bring.  Conflict might be too mild a term.
4. The broad parameters in which success is defined in any area of life, while bounded by rather firm, if permeable, boundaries allows the illusion of self-determination which is necessary for individualization and productivity that contributes to well being, both mental and physical.
5. That being said, the identification of what constitutes success for me in any area has a clear measurement.  I may blithely ignore any attempt at defining these measures and so wander haphazardly through life, or, I can give thought and energy to setting the standard to which I will strive and give due effort in its accomplishment.  Depending upon my personality either avenue may give me peace or anxiety.
6. I am of the personality which finds peace and fulfillment in setting the standards, making the vows, and working toward their accomplishment.  I feel this is fortunate since, especially in the world of work and business, that tendency is better rewarded than the other, more casual approach, however, it does not insure any more peace and may actually contribute to an unhealthy focus on doing instead of being, if one is not careful.

So, why include this commentary in a blog about leadership?  Because a leader should, I think, recognize that those they lead may not always understand success as they do, and thus their motives in following should be considered as part of the overall strategy.

Beginning April 20 I will be leading a book study on the book: Execution: The Discipline of Getting Things Done.  Any of the editions available will serve for the purposes of this study.  This book was originally published in 2002 and updated in 2009.  The book study will be conducted in live sessions for employees of NAU and through this blog for any who cannot attend the live session, whether NAU employee or not.  I will post a summary of the discussions and pose a question or two to which anyone reading along may respond.  Hopefully this will be beneficial in prompting new thoughts and even, dare I say it, execution.

According to the authors, Larry Bossidy and Ram Charan, "Execution is the great unaddressed issue in the business world today.  Its absence is the single biggest obstacle to success and the cause of most of the disappointments that are mistakenly attributed to other causes." p.5  Although this sentence was written in 2002, now ten years later, I still perceive this single factor to be the major culprit in the lack businesses and institutions of higher education achieving the results of the strategic plans so carefully worked out.

For April 20 we will be looking at the introduction and the first chapter.  I you want to follow along, click the "subscribe to" link for either just the posts or the posts and the comments.  Keep in mind I will be making other posts related to leadership issues between the book study posts, unfortunately you can't subscribe to one and not the other.

Order you book now and start reading.

I have in my closet a plastic storage bin which started it's life as a CD storage box.  It has now become storage for a myriad of cables which have some computer or audio function.  When the cables were initially placed in the box they were all neatly coiled, but over time, and my rummaging through the box, well, let's just say neat is not the right word to describe the contents of the box. 

Lately I've been thinking about self-confidence and its place in leadership.  As I've contemplated this my mind turns to my box of cables and I see a connection (ha!).  Without self-confidence there can be no leadership and the level of leadership rises with self-confidence until the self-confidence turns to hubris, or excessive pride (c.f. Collins' book "How the Mighty Fall" for a good discussion on hubris).  In other words there is a complex intertwining of self-confidence with the function of leadership.

Unless I have some belief in my own decisions, opinions, or ability, I will not do or say anything which might incur ridicule or attack.  However, should I gain some confidence in my ability or knowledge, or opinion in any area I might take the risk of expressing myself.  How that is received can have a profound impact on my development as a leader.  If well received, I may grow more confident and more bold in my expression, eventually developing into a leader, if not well received, I will likely withdraw.

Now, if all this is true, then I have the power of fostering or squashing leadership, and that too comes from my own level self-confidence or the the excess of hubris.  Unfortunately those whose lives are examples of excessive pride rarely perceive their flaw and damage both organizations and people without regard.

I will think about this some more and post on this subject another time.

I had the opportunity to attend the 2012 annual conference for ACCESS this past week in Columbia, South Carolina.  ACCESS is a national Christian distance education association, primarily composed of Christian institutions of higher education (colleges and universities), with some mission organizations and even a few working in secondary education.  The conference was hosted by Columbia International University.

Each time I attend this or any conference I am reminded of the great benefit of coming together with other individuals looking to expand their knowledge and competency.  In between conferences I start to get busy and begin to think, "do I really have time to take out of my VERY busy schedule to attend a conference where they will be talking about stuff I already am doing?"  But every time when I make the effort, and spend the money, to go I am richly rewarded.  One of those rewards comes through the various sessions.  Admittedly some are stronger than others, but if I approach each with an open mind, an amazing thing begins to happen; my mind begins to free-associate the comments from the presenter with my current needs, sometimes not even on the same subject, and I am all-of-a-sudden writing like crazy, making notes of ideas and links which could be game-changers.  Another reward is the networking which takes place and the very real friendships that can form over a period of years.  Some of my best friends have come from these conferences.  Relationships and networking are more important than ever and I make every opportunity to build bridges at these conferences, never knowing how God might use a simple conversation to open an exciting opportunity.  Another reward comes when I push myself to make a proposal and present at the conference.  Usually the presentation lasts from 45-90 minutes.  The benefit from this comes in at least two ways.  First, presenting forces me to organize my thoughts on a specific subject and to clearly articulate what and why and how so that others may take away something from the experience.  The other benefit is the opportunity to position yourself as a leader in your field.  This is part of becoming a leader.

Conclusion:  Go to a conference!  Find one with a topic which interests you, if possible make a proposal to present at the conference, and then go.  When you come back with a new thought and possibly a new friend, you and your work will benefit.

A Teachable Spirit

Dr. John Conley, who as I have mentioned in the past was a mentor of mine while he was President of Circleville Bible College, told me one day that one of the mark of a leader is how they accept correction and whether or not they have a teachable spirit.  Let's look at both:

• how do you accept correction?  The most common response most make when being corrected is to become defensive in their spirit and usually in their retort.  They reply with excuses and and reasons why they should not be corrected, or even held accountable.  A defensive response is the mark of an individual too proud to realize they are indeed human with room for improvement.  A defensive response clearly says I'm not really a leader, instead I'm looking for others/circumstances to blame.
• do you have a teachable spirit?  Do you recognize that you could be better than you are now?  Do you understand that no matter the level of expertise you have that the quality of the relationship you have with your manager and your employees demands that you keep an open mind to the possibility that you might not know everything?  A teachable spirit implies a willingness to accept instruction as an opportunity for growth.

The problem in both of these is the individual's personal self-actualization.  Our insecurities perceive any attempt at instruction or correction as personal attacks and we respond with all the fervor of our fight or flight instinct.  Only the individual who has laid aside this insecurity and replaced it with a new perception of individual worth AND potential for growth can meet this standard.  I hope that this describes you.

Finished Hannibal and Me. The conclusions in the final chapter sum up the content from the rest of the book.  As with many of this type of book, it is much easier to see the answers and then go back and interpret the actions, by that I mean that some of the conclusions may not be as useful as the author might have hoped.  For example, when faced with traumatic incidents, respond with the resiliency of Fabious who accepted and absorbed Hannibal's attacks, effectively neutering his effectiveness.  This sounds easy in retrospect but is quite different in the midst of the storm as evidenced by the fact that only one person in all of Rome had the wisdom to employ this strategy.  I'm not suggesting we can't learn lessons from Hannibal, Fabius and others mentioned in the book but somethings do depend on our personality, background and experience. 

There were a few interesting things that will stick with me.

1. Hannibal won all the battles, but failed to press the advantage and lost the war
2. The use of other factors besides the strength of arm, e.g. geography, can provide a win where a loss is predicted.
3. Sometimes wisdom is found in NOT reacting
4. That people who Win Big early in life often have difficulty later in life resolving their self-perceptions with reality, while people who are less focused early in life may (may being the operative word and not to be taken lightly) do much better later in life.  The key is figuring out when to take the risk and grab for the brass ring - which is almost as rare as the early Star Performer.
5. Keep you mind open, even as you age for the impossible.

I'm currently reading Hannibal and Me: What History's Greatest Military Strategist Can Teach Us About Success and Failure by Andreas Kluth.  Although slow at points Mr. Kluth does a wonderful job of analyzing Hannibal's invasion of Italy to conquer Rome and relates that to various other individuals through out history demonstrating the strengths and weaknesses of Hannibal's leadership.  


I have found the descriptions in every case enlightening and Mr. Kluth's analysis to be thought provoking.  As I've been reading, I have many times caught myself pondering my own life in light of the examples and my own responses, or lack of response, which has turned my life into a new course.  That is, after all, what this kind of book is supposed to accomplish: to provoke us to think about our own choices and how we might possibly learn from the mistakes, or successes, of others.  


One of the particular lessons which is coming through is Hannibal's ability to remain undefeated in battle for 13 years, winning some of the bloodiest battles in recorded history, and yet, how he was unable to subdue Rome.  Winning battles, but losing the war.  It might be important to consider the difference in our own lives.

I was talking with my son last night and he mentioned that a co-worker was going to assist him in making some networking connections.  This morning I received a request for an association on "Linked In" which is a networking site for professionals.  I have heard that more and more people are using these kind of sites both to connect with others of similar interests and also to provide the proverbial parachute should there be a change in employment status.

Networking is an important aspect of leadership.  It recognizes that we are not an island unto ourselves and that we really do need each other.  It equips us with a useful support system and resources to face the challenges.  It also provides the possibility of "giving back" through mentoring and supporting others who may need something we can provide.

Networking face-to-face and networking through sites such as Linked In, although providing the same kind of availability of resources and opportunities for support, require two different skill sets.  Face-to-face networking requires people skills.  To make connections of the quality that will result in relationships of support, an individual has to be able to see others as valuable and intentionally engage in relationship building.  This can happen at various levels from the merest acquaintance to a solid friend.  Face-to-face networking requires me to think about others, and their needs/feelings, if I'm going to truly build a relationship that will have a reciprocal benefit.

Networking through internet sites is much less demanding on people skills.  A click and you're connected.  About all that is required here is a willingness to invest enough time to make the connections and respond to the occasional message.  The value of these networks is that they can be much broader than is possible with face-to-face, even if the depth of the relationship is more shallow.  Still they can provide the ability to connect with a wide range of professionals which may not be possible in the face-to-face environment.

Bottom line:  Networking is important for effective leadership.  Don't ignore either the face-to-face or the social sites like Linked In.  You never know when you will need some help, but one thing is definite, eventually you will.  A little time spent along the way could make all the difference later.

Two assumptions that effective leaders make:

1.  They assume the level of authority necessary to do their job, unless it has been clearly defined otherwise.  The goal is to get the job done and effective leaders keep the goal in mind as they press forward.

2.  They lead in the area of their influence, recognizing they may not be able to influence those who are in leadership above them, they refuse to make excuses for their lack of direction. They choose instead to exercise leadership in every area for which they are responsible and through the areas of influence at their disposal.

How many different books can you read at one time and still keep them straight?  I'll have to let you know.  What I discovering is the amazing integration of concepts amongst the various books I am reading and how different ones will broaden a topic only lightly touched on by another, or provide a completely different perspective.

I've always taught my children they should be reading a minimum of 3 books at any one time, not counting their Bible, of course. 

• A professional book related to your vocation.  How else are you going to keep-up with current thought and practices, as well as expand your thoughts and improve your service.
• A devotional book, because we really are spiritual people and to ignore this is to court disaster eventually
• A novel - because it helps your mind dis-engage and in that process amazing links are made and restoration happens
• I also like to add that EVERYONE should always be reading a leadership book as well.  Because everything rises and falls on leadership and I'm first and foremost responsible for leading ME effectively.

So, what are you reading?  Is it changing your life?  Opening up new thoughts?  Challenging you to be better?

I know this is nerdy, but I was watching Green Lantern with my son over the holiday.  In the movie the hero wrestles with his fear and sense of inadequacy in the face of the need for someone to "stand in the gap."  Being fearless, he finds, is not the mark of the hero, but the ability to rise above fear, defined as courage.

Perhaps this is a good way to end the old year and start the new.  To resolve to be courageous, in spite of fear. Too many who could be leaders are trapped in their fear, afraid to take the risk of acting on their conviction.  Too many fail to show courage, to rise above their fear and act.  As I have written before, everything rises and falls on leadership, and I see a connection between leadership and courage.  I think this is especially true for those who are followers of Jesus Christ.

It is not imperative that I live, but that I love - that in spite of fear (courage) I choose to love for the sake of Christ, and that I lead wherever my influence extends with integrity and faith.  In this way we become heroes, albeit without the green spandex or the ring.

Another year is coming to an end.  I had challenged myself to post more often in 2011 and didn't live up to my expectations in this respect. I have been leading two book studies over the last couple months that will extend into the new year.  One, on Switch by Dan and Chip Heath, has been interesting because its focus on change.  Part of those attending are on the phone and the rest are present in person.  The concepts of that book are so important - and so basic - that knowing and practicing them can truly make anyone more effective in their leadership style.  And yet in discussing and grappling with the concepts I see really smart people making the same mistakes over and over again.  Probably the most obvious is ignoring the importance of the emotional aspect of change.

The other book study is Online Enrollment Management, by James Dunn.  This is also a leadership book, but focused specifically on managing a process AND staff related to enrolling students in distance education courses.  Mr. Dunn does a thorough job in addressing the topic and the concepts are well laid out and challenge the way typical educational institutions (non-profits and public) think about and manage their online programs.  Again, part of those attending the study are in the room and part are on the phone.  I want the discussion to focus us on ways to broaden our perception.  I want us to see possibilities.

Leaders and Managers - a Symbiosis

Although this blog is about leadership, I have lately become aware of the sometimes narrow gap between leadership and supervision.  At one end, there is a great separation in that supervision is the tool which leads to the accomplishment of the vision (which comes from true leadership), at the other end, supervision is the tool which leads to the accomplishment of the vision.  If this sounds the same, you are right.  Without appropriate supervision, having great leadership is frustrating at best and pointless at worst.  Without leadership, supervision flounders in direction and accomplishment.  It is definitely a both/and proposition.

I've written a lot about leadership and will continue to do so, however, I want to take a moment to point out the importance of good supervision.  I would also like to suggest that what is often identified as a lack of leadership is more often a lack of appropriate supervision.  Supervisors know how to work with people to accomplish goals.  They know how to prioritize, delegate, be accountable and hold others accountable.  They have strong people skills and good organizational skills.  They can communicate AND listen  (this is really redundant since good communication always includes the ability to listen).  The accept responsibility and avoid blame and CYB behaviors.

If leadership is the track, then the supervisor is the "little engine that could."  They carry the weight of the organization and without them the organization is bogged down in inefficiencies and lack of focus.

So, while I am a firm believer that EVERYTHING rises and falls on Leadership, I recognize that sometimes that means appropriate supervision.  Don't denigrate the manager/supervisor because they are not the "leader."  Instead be thankful and encourage them in their role, for your organization rises and falls on their effectiveness just as much, or nearly so, as it does upon the leader.

QBQ: The Question Behind the Question by John G. Miller is 115 pages in length.  But that is deceptive since the size of the book is a little smaller than normal, and it had widely spaced lines and LOTS of chapter breaks.  Additionally, the style is conversational and easy to read, so it reads like a 60 page book.

Who should read QBQ?  I think the book is a good read for any starting out leader, or anyone who wants to move into leadership.  Actually, I think this is the kind of book I would have forced on my children when they were growing up so that they would, hopefully, adopt the philosophy of personal accountability.  That is the real theme of the book:  personal accountability.  This quote forms the basis of the whole:  "The best thing we can do to get rid of victim thinking in our world is to get rid of it in ourselves." (p. 23)  Through a variety of illustrations and commentary Mr. Miller reiterates that theme over and over, reinforcing a concept which is sorely needed by everyone, particularly leaders.

This would make a great gift to a son or daughter, to a favorite niece or nephew, to the new hire at work, to your Pastor, your friend, your co-workers.  I am convinced if this material is taken to heart it could change a person's life and perhaps the world.  Of course that could be said about a lot of books, but still . . . .

I am in transition.  Leaving one job and moving into another.  I wasn't really looking for a new job, but I wasn't totally fulfilled at the old job.  Part of the problem was leadership.  In the old job, vision was scarce and always secondary to political expedients, in the new there is a clear and focused vision which drives the entire organization.  In the old, there was a focus on issues, often the wrong issues, but the focus was fragmented by delays and lack of administrative resolve.  In the new  the focus upon the vision moves everything forward and even devotes resources to remove barriers to that movement.  It really is true that everything rises and falls on leadership.

Still, I will miss my friends at the old job and will have to work to make new friends at the new; to leave the comfort of the known and venture boldly into the unknown.  But I am encouraged because it has been obvious that God has been in this move from the very beginning.  I am eager to see where the journey takes me.

I finished Onward by Howard Schultz Interestingly I was at the Global Leadership Summit (#WCAGLS) where he was on the agenda to speak and Bill Hybels was planning to interview him about the book.  Unfortunately, Mr Schultz canceled his appearance at the last second due to pressure from a minority group. 

I read the book because it was recommended in preparation for the WCAGLS and I kept wondering when I was going to come across the "meat," i.e. the instruction in leadership that was purported to be in this book.  I did find some interesting information that I didn't know:  Starbucks is socially conscious and environmentally conscious.  They make a serious effort to treat their employees with care and respect and they are serious, and I mean, SERIOUS about coffee.  Mr. Schultz did lead Starbucks through a re-organizational effort at the peak of the recent depression and brought the company back to a level of success, but how he did so couldn't easily be defined.  In my opinion, there was little "meat."  I suppose you could pick up some leadership tidbits from Mr. Schultz's rambling narrative, however, a lot of it felt self-vindicating, when he wasn't going into excruciating detail on issues that didn't seem to contribute to the book's purpose. 

What would I rate the book?  Probably 2 stars out of 5, and that's being generous. 
Would I read it again?  NO, 
Would I recommend it to a friend?  NO. 
Did Mr. Schultz's cancellation at @WCAGLS impact my opinion of the book? Possibly a little because it seemed to me that he defaulted on being a leader and caved in to pressure that was unfounded - definitely NOT a leadership trait.

Monday and Tuesday this week are my last days at Huntington University.  I have enjoyed my time at HU and believe that I have helped establish EXCEL on a track which will see it move forward in a positive direction.  There are always concerns when you make this kind of transition about whether or not what you have done actually has made a difference and I have included some comments below from adjunct faculty who have responded after hearing of my resignation:

• Wow! This is surprising! I have enjoyed getting to know you and to work with you over the past few years at Huntington.  You are brought EXCEL to a high level with your emphasis on student learning objectives and I know you will be missed.  I have found the interactions at Huntington and the training sessions for adjunct faculty to be very effective and worthwhile.
• I want to thank you for the opportunities that you have provided me during the last 2½ years.  I, too, believe that God sometimes leads us in His direction and we need to follow in faith.  Your enthusiasm for the EXCEL Program has been an inspiration to me as I continue to seek what God wants me to do with my background and experiences.
• I want you to know how much I appreciate your leadership, and also how much I appreciate and admire you as the person you are.  It has been a real pleasure for me to be a part of the EXCEL program and that is because of what you have done to make it what it is today.  Best wishes to you and your wife as you make this move, God bless and take care.
• I've appreciated your leadership and passionate Christian witness in conducting your professional responsibilities.  You came to me with an offer to instruct for EXCEL @ a critical time in my professional life.  Thank you for giving me the opppportunity to 'excel' in my teaching.
• This will be a huge loss to HU, but I trust that God will provide.  I have really enjoyed working with you.  It has been a joy to see how you have transformed the EXCEL program.  I love how you have pushed us.
• You are one of the brightest spots of growth for HU, and your work in growing EXCEL was amazing. I don’t know what prompted your desire to leave, but you will be very much missed here.
• I just heard of your resignation today.  You will be missed by Huntington.  Your inspiration and leadership during your tenure has dramatically changed the EXCEL program Rick. I believe that  you took the entire program to a higher, more professional level.  I have always found it to be a true pleasure working with you. You always seemed to have a professional approach to ensuring quality of the EXCEL Program.
• Rick:  I cannot tell you how much a loss you will be to our community and Life Long Learning.  You are a real champion in your efforts to help all adults.  I feel blessed to have worked with you and knowing you as a friend in Christ. 
• I just wanted you to know what a true pleasure it has been meeting you, working with you, learning from you.  I felt we had a meeting of the minds, so to speak, in that you took anything I had to say to heart, mulled it over, and respected the various opinions or suggestions that I had.  You can't begin to know what that meant to me.

 These comments have been encouraging to me as I make the transition from overseeing one program at a small university to   working with institutional effectiveness at a large university.  Still, it is the same kind of work that I have been doing and with God's help I hope I will be able to be as effective in my new role as I hope the records will show I was at HU.