Take A Stand

I cannot believe that this is the last blog post for GLAD! I have learned so much from all of our sessions and have gotten to meet a lot of amazing people who are involved on our campus and in our community. From reading part four in A Leader's Legacy, it hit me that courage isn't just doing something big and heroic; courage is taking initiative and staying true to yourself even though it may be easier not to. Courage is one of the most important values in life and it helps to make all of the other values we treasure possible.

It takes courage to get up in front of your organization and say what you are feeling, especially if you know not all others are going to agree with you. But if no one ever took the initiative to create change, then instead of learning from mistakes and improving, life would be at a stand still. One of the most important quotes from the section I thought was; "There is no success without failure, and no learning without mistakes."

I also had never really thought that courage is a state of mind. I know that at times people can be courageous, but courage is actually something inside each and every single one of us. It can manifest itself daily and while some of us may not call on it often, it is always there when we need it.

I think it is important for everyone, but especially leaders to realize that little acts of courage can have the biggest impact on an individual, a group, or a whole community. You don't have to be a superhero to help create change. It is also important for leaders to realize that it takes courage to be humble, and that you are not the only person in your organization. Everyone, at any given moment, can learn from someone else. It is the smallest things that someone says that can have the hugest impact on others. I have learned from this book that failure is okay and a leader isn't perfect, because if they were, then they would not be human.

Courage

I can't believe we're already over half way through GLAD, and that it's now time to write out 4th and final blog posting on A Leader's Legacy! As the title suggests, this section is all about Courage. Most people picture a large heroic task of some sort when they think of courage, however in reality more often then not, people display acts of courage by just completing little tasks everyday. When one makes a decision they may be leery or unsure about, or a time where someone steps out of the box and takes a risk; these are all common acts of courage. In this section it also talks about what people percieve their acts of courage to be. Ironically I was reading this section over Spring Break while substitute teaching in my high school. It was during my lunch break, right after a tough class I had to deal with. I realized that speaking up to this class, letting them know that although I was barely four years out of high school that I was their teacher for the day essentially and that I wanted the same respect they'd give anyone else, took a lot of courage on my part. What I took out of this section is that in order you be a good leader, one must have courage. But then courage isn't necessarily always what we think it is. Courage can be an act that makes a huge difference, or perhaps something small that will affect one of two people. It can be the courage to speak up when with a suggestion, but also the courage to back down and admit when one is wrong. The courage to accept defeat, and admit failure but the will to want to try something new despite possible outcomes. And lastly, one of my favorite parts of this whole book is the final paragraph. It sums up everything the book covers, and what people should remember on a day to day basis; "You just never know whose life you might touch. You just never know what change you might initiate and what impact you might have. You just never know when the critical moment might come. What you do know is that you can make a difference. You can leave the world better then you found it".

You're an awesome leader...but can you be a follower too?

Thinking about my values is something that I've spent some time doing the past view months. what do I value? The answer has changed greatly over the past 3 years of college, if I had been asked this question as a freshman I would have most likely stared at the person like a deer in headlights. I never put together the though of what my values are and leadership ability but after the book brought it to my attention it was kind of an "oh duhhh" moment for me. A leader needs to have strong values that they can stick by when questioned. I love the quote "leadership development is first and foremost self-development." This stuck with me because I think I sometimes forget that to be a strong leader you need to be continually developing yourself and to have what the book calls an authentic voice. I think it's sometimes challenging to have your own voice when you are a leader because you also want to do what everyone else wants and also to make everyone happy, but as we learned in the last section of the book you cannot always make everyone happy. Putting together what I learned in the last section and in this section it seems like it is more important to stick to your own values and convictions than to waiver so that everyone is going to like you. I know this is something I struggle with because I do want everyone to like me and to make everyone happy.

Another quote from this section that has stuck with me is "Exemplary leaders have the confidence to turn themselves into followers." Leaders should want everyone to succeed and want everyone to gather and develop leadership skills. An effective leader should want their followers to be able to step up and become leaders themselves. Isn't that the best way to leave a legacy, to make sure that someone can be the next leader when it's your turn to be a follower? I think a valid question that every leader should be asking themselves on a regular basis is, am I teaching my followers to become effective leaders? I also think it's important to remember that the sometimes the best form of teaching is by being an effective role model. A leader did not just get there by waking up one day and saying "oh I think I'll be a leader today", they had to learn from someone how to be an effective leader and therefore they should in turn be teaching others to become an effective leader. Leaders sometimes focus on what is, 'mine' and not what is best for the organization, sometimes what is best for the organization is for leadership to be fluid. Sometimes one person may be better at leading a certain aspect of the organization and other times they may not be. In times when they may not be the best person for that particular situation it gives the leader time to be an effective follower.

The last piece in this section was about how you don't have to be a leader to lead. This has stuck with me because I actually just had a conversation with another sister in my organization who felt like she couldn't plan or make effective changes in our organization just because she wasn't in a leadership position. This is not true at all and I plan on sharing this section of the book with her. It is important that people who are not leaders understand that they are the ones with the ideas and that leaders are there to serve them. Leaders wouldn't be in a leadership position if it wasn't for followers.

Who you are as a Leader

Part three of the book really describes who you are as a leader. It is most important to remember that even a leader needs help and advice from others. A leader who thinks that they can do everything alone without help may not be as successful as someone who takes in advice. It is important being a leader to listen to what others in our organization have to say. We are all working together to better each other and help each other grow.

Everyone is going to have a chance to be a leader in some way. GLAD is here to help us on our journey in finding out who we are as leaders. It is also important during this process to understand what our organizations stand for and ask ourselves why it is important for us to make a stand? It is important being a leader to also except change like we discussed in GLAD. We often get stuck where we are now or in the moment and forget to look outside of the box. We need to look at the future of our organizations and what changes can be made to better them.

The book is really helping me to understand all aspects of leadership. It has made me think about leadership in a different way, and has made me actually realize that I have always been the person to take charge in a group and speak their mind. This book is starting to make me look at myself as a leader and not just leadership as a whole and what it means. I am starting to picture what leadership positions I would take in my organization and why. Leadership is about fighting for something you believe in. If you believe in your organization you are going to fight to make it better and to have a say.

Notice what's around the corner...

After reading part three in A Leader's Legacy, something that struck me right away was the fact that leadership begins when something grabs hold of us. In order to be an effective leader, you need to know what your own key convictions and values are before you can try and implement them on to someone else. To succeed, you have to be able to clarify your own aspirations, because no one else can do that for you. I know I am extremely guilty for asking other people what I should do, but it is something I am working on. To be a leader, you have to know who you are and what is important to you.

Another key point that I got from the reading was that we need to pay more attention. We are always on the go, non-stop attached to computers, our blackberries, cellphones, etc. If we are never looking up and looking around us, then we are never going to notice things. We need to start living more in the present, but think more long term at the same time. Many leaders are not always "present"; even if their body is there that doesn't mean there mind is. If you want others to be committed and listen to what you have to say, you have to be entirely there. I think it is important that we all remember to stop and look around every so often. Like right now, it is March 2nd, at 1:13, there will never be another moment exactly like this. We need to make sure we are making the most of our time and looking around, noticing things. The best leaders are the best observers.

Aspirations

Here I am somehow finding time to write this blog during the busiest week of the semester besides finals, the week before spring break. This third section of A Leader’s Legacy was about Apsirations.

Chapter 11 was mostly about a process of self examination. I have been undergoing this process since starting GLAD. I’ve been trying to put aside the “preconceived ideas of leadership” and figuring out who I am right now. It’s about the new territory that we reach during this journey. Also, a lot of thought has come up about values. And since all of our organization were founded on their own values, we should all be trying to get closer to them not just because they are part of our organizations but because these values are important to us as good people. Without these values, we don’t know what we are representing. “Until you passionately believe in something it’s hard to imagine that you could ever convince anyone else to believe. And if you wouldn’t follow you, why should anyone else?” This quote makes a lot of sense. I can admit that I thought I wasn’t right for leadership but now that I have opened myself up to a new way of thinking, I am someone worth following.

Chapter 12 talked about being hostage to the present. And although we all have deeply tied roots in our organizations, we can all get stuck with where we are at right now. We’ve discussed in GLAD how many organizations are very resistant to change and that is not the right mind set to have. We need to be more forward looking without neglecting the present. “To notice things you have to be present, you have to pay attention, and you have to be curious.”

Chapter 14 described how everyone will have their chance to be a leader and that there is a leader in everyone. We are all in GLAD to learn about leadership and become leaders and this book talks about how leaders can be taught to be a better leader and we are the proof. We will all get something out of this experience whether it’s from this book or the weekly meetings or both. Leadership is based on “motivation, desire, practice, good coaching, and feedback.” We all need to be developed properly to be the best leaders we can be.

The last chapter of the section focuses on limitations. Everyone has limitations. No one can do and be everything. This is why we have teams. If we didn’t have teams we wouldn’t be able to delegate tasks to the people who have a more useful skill set for the task. And finally, good leaders are good followers. We can’t be good leaders without following others at first or recognizing our limitations and allowing others to lead.

"Leader's Follow"

Part 3 of A Leader's Legacy is all about realizing who you are as a leader and then being someone who listens and takes advice from others, who isn't a dictator and is willing to admit they can be wrong, and being a leader while also being a follower. What struck me the most was the section "Leader's Follow". I feel like we're often told to be a leader and not a follower, when in reality some the best leaders are also followers. Every leader got to where they are by learning and following others; asking for help and questioning a process isn't a bad thing, it just means you're interested in others opinions and what they have to say. I feel like often leaders get so hung up in being the head of something that they are afraid to ask for help or ask for advice, however if they seek help it is going to provide a better end product and make the people they work with happy that their thoughts and ideas were able to come out in a project. All too often leadership is thought of as a a single role, but to gain a leadership position you must get help from people and slowly make your way up to that spot. I think this is something everyone in a position of leadership needs to remember, whether it be in a management job, a position in a Greek organization or just the leader of a class project.

Leadership is a relationship.

I was really dragging to start reading and writing this blog, the novelty of the first reading and blog entry had worn off for me and I was not looking forward to more work than I already had on my plate. But, I had made a commitment to making the best out of my 8 weeks in GLAD and that including doing all the assignments. I will not make the same mistake next week. I learn so much from reading this book and from reading other people’s blogs that it makes me excited to see what will come in next week’s section (I guess I could start the blog earlier than the day it is due but what fun is that?—Clearly I am still working on my time management skills).

“Leadership is a relationship” is the first line in the section and to me is the most important. In order for a person to respect their leaders they need to develop a relationship with them and know about them and what influences them. How can you respect and trust a person’s decision if you don’t know anything about them? True leaders need to be candid and open about who they are and their values.

In relationships you want the other person to like you and the same is true of leaders and their subordinates. Wouldn’t you work harder for someone you like rather than someone you hate? Although not everyone is going to like a particular leader, there will always be haters who don’t agree with a certain decision or policy, it is important for leaders to want to be liked. I love the quote in the book that says, “If people don’t want to be liked than they probably don’t belong in leadership.” I think this is really true a leader should want their constituents to genuinely like them.

These were the most important parts of the section to me. And I am now excited to say that I am officially half done with the book and my blog entries…and doing today’s wasn’t nearly as bad as I thought!

Blog #2: Relationships

Here I am sitting in the library attempting to write my blog, it is proving rather difficult due to circumstances that I will not discuss but this book really does make you think. If it wasn’t for our fearless leader, MB, I would not be writing this blog. In chapter 7, it is discussed that “we work harder and more effectively for people we like. And we will like them in direct proportion to how they make us feel.” I want to write an excellent blog post as to make MB happy because we like her and think she’s the best and that is certainly a motivation to write the rest of this blog.

Finding understanding is a needed capability in a leader. Without understanding, there would only be battles. And running away from these battles is not always an option as seen in this quote, “Fleeing is really not a viable option. Besides it’s tough to leave a legacy if you leave the relationship.” Sometimes you come across tough times and there is no learning and growing without these tough times. This is why finding a common ground and some understanding is very important.

I truly believe in the title of chapter 6, “Leadership is Personal.” If people don’t know things about you, they are bound to not listen to your requests or not work as hard. “If people are going to follow you they need to know more about you than the fact that you’re the boss.” Since our organizations are like our family it is easy for us to get to know our leaders and I feel like that is very important for the strength of our chapters. If we didn’t know our leaders, how would we be able to put our trust in them? But since we were able to elect them ourselves, we already know them and that allows us to put our trust in them. Also, leadership is personal in the way that, if you don’t know yourself, then how are others going to get to know you. Since obtaining a leadership position, it has caused me to do some soul searching in order to find out what kind of person I really am and what I can do for my chapter as the person that I am. This search is in progress but I feel as though it is probably one of the most important progresses I will go through as a new leader in our community.

Obviously, this book has got me doing a lot of thinking and only more to come in the two final sections of the book. Stay tuned.

Second Blog! :)

First off, I struggled thinking of a creative name for this, because I touched upon more then one topic. So I unfortunately went with the generic, but I promise this is a good blog submission, so please do continue to read onward! :)

It's time to post our second blog, and we're now already approaching week 3 of GLAD?! Time flies.. but I have definitely been taking in a lot from not only the book, A Leader's Legacy, but also from our weekly meetings and guest speakers we've seen thus far. Bear with me here, I feel like I have a lot to reflect on from Part 2!

This Section is all about relationships within leadership. As I read, I've realized that I consider myself as a leader completely different then leaders I know now, such as the president of my organization, advisor to my chapter, a professor, or my boss. I think this is definitely a wall I need to knock down, and I saw it evident even in my last posting and the feedback given. When I think of leadership or a legacy, I immediately am prone to thinking of the future, post graduation. When in reality people all around me, and even myself are in positions of leadership every day.

When I think of myself as a leader and positions I have held that required leadership, I definitely connected with this chapter and its advice. I wanted to be liked, as does mostly everyone, I wanted to create a fun environment, that at the same time was serious when needed and above all I also wanted, and still want, to be an approachable person, easy to talk to, but at the same time respected. One instance of leadership that comes to mind, is my senior year of high school where I was Captain of my Varsity Field Hockey team. I wanted to make the practices fun and exciting, but also get work accomplished so we'd hone our skills not only as an individual, but as a team. I wanted to be approachable, where players felt they could voice their opinions and suggestions to me. And at the same time, I wanted to be respected. I wanted punctuality at practices and games and for players to be serious and attentive when needed, and most important I wanted my team to be proud I was their captain.

Overall, what I've taken from that section is basically that if I wanted all those things when I was a leader, then my leaders now hopefully feel that way too. I definitely think I could work on bridging the gap between myself and my leaders, getting to know them on a more personal level. The book says that we are more likely to work harder, stay additional hours and go the extra mile to accomplish tasks for those we like and I completely agree with this. I already feel I work harder for those I respect and like, and if deepening a knowledge more on a personal level could help me to strive even more, then I could be an even better employee, sister to my organization and a leader too.

"Focus on the Purpose and Not the Person" This title and the paragraphs following it really stood out to me. All too often I think we focus too much on someones personality, to the point where it will sometimes even effect the rate or level at which tasks are completed. Our book gives a good example, it talks about a women they call Amy who is frustrated with Karyn because she has a negative attitude and poor interpersonal communication skills. This excerpt from the example, really made an impact on me: "Amy, you're never going to change Karyn. But just remember, her heart is in the right place. She loves this station as much as you."

This stood out to me in tremendous ways. I immediately thought of my sorority. A room full of 7o something girls, sounds intimidating and overpowering, and sometimes it can be. I'm not going to lie and say that every minute of every day all 74 of us are in perfect harmony, however I will say that I do love, care for and respect each and every one of my sisters, alumni and new members always. I think sometimes we all let each others personalities get in the way of what we're trying to achieve. All together we are working towards one common broad goal; To leave this organization better then it was when we joined. Whether we're working towards this or a smaller more refined goal, if we all look past differences in thought processes and personalities then we can ultimately reach our goal quicker, easier and with much less stress. We all love and are dedicated to the same thing, and if we realize that instead of our differences, different positions and leaders are going to get along and work much better!

Blog 2 complete! I'm really enjoying this greek leadership and development process and the book we've been reading. I've taken so much out of it already and cannot wait to continue moving forward :)

Relationships

Being in a small organization, it makes it easy to know something personal about EVERY member. I know from experience that letting people know you better leads them to trust and respect you more. When I went in for my interview, I told something very personal. Being that open with people made them really trust me since I had trusted them with something so personal. When you know something personal about your leader it makes them more human and more like a real person. You give trust respect when you are given it. If someone trusts and respects you enough to tell a very personal story you are automatically touched and connected with them. Because we are so small their isn't anyone who isn't in a leadership position. But there are certian times when one person is in charge of a particular thing and we all need to follow them. In these moments, although someone is "the boss" we all are more of a team. Thats one of the nice things about being in a smaller organization, we are a group. Last semester we went through a lot. We had differing opinions which resulted in a lot of butting heads but we made it through a stronger group. Though we saw things in a different way we all wanted to better our organization which ended up bringing us together in the end.

Leaders Should Want to be Liked

• "You don't love someone because of who they are,"he said, "you love them because of the way they make you feel. "
• "The Leaders people want to follow are the ones for whom they have genuine affection."
• "being motivated to have others like us will result in more empowering actions on our part than just wanting to be respected."

The problem with wanting people to like you while you are acting in a leadership position, which everyone does, is you are less likely to stand up for what you believe in and less likely to own your decisions. The authors don't mention that part, that sometimes the leaders that accomplished the most are maybe not the ones you liked the most. Being liked and being respected are two separate ideas. And looking back at any of my experiences, leaders for example coaches, have clouded decisions when they are trying to be your friend first. This doesn't mean I support acting like a tyrant. To some degree you need to have the backing of the people you are leading, and most people won't support you if you are unlikeable. People with unbearable bosses tend to quit. So I can see where the authors are coming from in that light. What the authors should have said was "Hey don't be a jerk and people will probably listen better."

I really loved the final piece of advice the authors gave at the end of chapter seven. It was sassy!

"If you have people working for you in leadership roles who truly don't care if other people don't like them, then fire them. They may not like you, but everyone else will."

What I really take out of this part of the book was simple. Be fair! People will be more motivated and more excited to work for you if you can be nice sometimes. Leaders want people to like them, and people tend to remember the leaders they liked.

We Lead Our Lives Out In The Open

After reading the second part in A Leader's Legacy, I have learned even more about what leadership truly means. I think it is important that everyone knows not only is leadership a relationship but also that leadership IS personal. If you are or want to be a leader, than you must know all parts of yourself first. If you do not know who you are, what you are prepared to do and why, than you cannot expect to accomplish anything too grand. Leadership is the relationship which defines those who aspire to lead and those who just chose to follow.

One of the most vital aspects of leading I have realized through reading is trust. Trust is a key ideal that must be achieved if anything else wants to get done. Not only do members have to trust their leader, but leaders also have to trust all those they have chosen to lead. Leaders must trust everyone they help welcome in to an organization. It is after all the people after them who are going to be in charge one day, and the people responsible for handling and upholding their legacies. While it would be nice to assume trust would be there whenever we need it, realistically it is not. Trust is something that must be worked on each and everyday; to help it grow and develop and to sustain it. I know that I personally at times can have trust issues but I am understanding more and more that I need to be open and let trust build between myself and others. I do trust my sisters and know that no matter what they would be there, but I am also responsible for making sure that my sisters know I would be there for them too. Trust, along with most things in life, is a two way street.

From reading Part Two I have also learned that the only person I can change is myself. While it is nice to be helpful and want to aid someone so they can achieve their highest potential, the only person that can allow themselves to get there is them. As leaders we must first work on ourselves and realize that if we want to make a change in our behavior, we can only control us, but by setting a good example, those who look up to us and follow us may follow. It is important that leaders focus on their purpose and the purpose of what they are trying to accomplish and not specific people. Because again, we are only in charge of ourselves.

I am really enjoying this book. It is such an easy read and is so inspirational. If I didn't have other homework to do or meetings to attend, I am sure I would have already finished this book multiple times. I am learning so much about how to be an effective leader, how to better myself and how to be the person that lets others know change is here, and it is good. The only person who can create change is us. We are the leaders of today, not of tomorrow.

Liking Your Leaders

I think this is the most important lesson that all leaders should and will ever learn. Being a good leader means nothing if nobody likes you. Maybe you have great ideas and maybe you'll be successful and that's awesome. But, if nobody respects or likes you, then you'll have no followers. Unfortunately, people have this notion that being a leader isn't concerned with being liked. They think that just because they have been put in charge, they have the power. And boy, are they wrong. The best leaders are the ones who can do their job and make their subordinates feel equal all at once. I've seen this first hand in all aspects of my life. People in a position of power assume that they have the ultimate say; in return, they get attitudes and no motivation. However, put someone else in the exact same position who makes everyone feel important and respected and bam! It seems like magic. The attitudes dissipate and everyone is willing to work. People need to realize that being personal and open isn't a bad thing. Maybe they feel vulnerable or maybe they feel like nobody will care about their ideas; whatever the reason, opening up is the best thing a leader can do. Show your subordinates that, like them, YOUR HUMAN! Just because you're in a position of higher authority doesn't mean you're any better or worse than someone else. Lastly, don't let power change you. I've lost one too many friends because power and egos go to their head. Being a leader doesn't mean you have to lead with an ego. Never lose who you are, the essence of character. Because when it all comes down to it, it was that personable you that got elected in the first place. :)

"Thank you for your quiet leadership."

When I decided to enroll in GLAD I wasn’t even sure if the “L” in the acronym (standing for Leadership) accurately described me. I’m still not sure. However I am comforted by the “D” (Development) and recognize that leadership is a journey, not a destination.

One of the things I hope to get from GLAD is a clearer image of exactly what a leader is. Is a leader a bouncy OL? An elected SGA representative? A dedicated RA? A combination of the above? Something more? I am intensely interested in what exactly makes a leader because I hope to use my investigations to help answer a burning question: Am I a leader?

The accompanying book to the GLAD program, A Leader’s Legacy by Kouzes & Posner, does seem to assert that anyone can be a leader with the right skills and tools. The authors recognize that leadership isn’t easy and is something that requires practice. I know that there is always the possibility of failure and I have certainly made mistakes in my life but whenever I do I try to ask myself: What have I learned? I think that viewing mistakes as opportunities for growth can be a way to enhance leadership skills.

So far I have found the book to be very interesting and helpful. I appreciated the insight that the best way to learn something is to teach others. I also like the focus on leaving a legacy because the question of influence is something I’ve often pondered. Forgive the morbidity, but I have at times imagined my own funeral and asked myself if, how, or why I will be remembered when I’m gone. I do aim to leave a legacy so that I have something to pass on.

“No One Likes To Be An Assumption”, chapter 5 of the book, really resonated with me, especially the line about “Not expressing appreciation to others is equivalent to making them invisible.” Invisible, unrecognized, and powerless was exactly how I had felt just days earlier in the same week I had read this chapter! I was feeling down because I honestly felt unappreciated by those around me and had begun to wonder if any of the effort I made mattered to anyone. Luckily one of my dear sorority sisters made me feel better simply by asking if I was OK. She had actually noticed that I was down and that small gesture made a world of difference to me because it meant that someone cared about me. The mere fact that she noticed I was down and cared enough to check in helped me feel better and I very much appreciated it. Thank you Audra!

The title of this blogpost comes from a comment written in my 8th grade yearbook by Mr. Sheedy, the teacher who advised my middle school’s Student Council. These words have stayed with me through the years because although “quiet leadership” still seems like an oxymoron to me it’s helping me to realize that there are various types of leaders and that you don’t have to necessarily fit a “mold” to be one. I remember being caught off guard during my first semester of college when I was recommended for the Emerging Leaders program by one of my professors. I had never really considered myself a leader and wondered if he had somehow made a mistake in this recommendation. However, I decided to participate in it because I respected the fact that he saw something in me that had the potential for leadership. In the years since I’ve completed the program I have gone on to pursue other leadership opportunities but I am still not convinced I’m a leader. Someday I hope to be confident enough in my skills to be worthy of that title.

What is my legacy?

I can honestly say that once I opened A Leader’s Legacy, I did not want to put the book down. And had it not been for the stack of homework I had to attend to, I probably would have read it, right there, cover to cover. It is easy and enjoyable to read, and touches upon things one can easily relate to. After reading part one, the main thing that stuck with me is what is my legacy? What are people going to think of when the name Kelly Ried is brought into conversation?

Every leader wants to be known for something, and this book touches upon how to go about doing so. This has definitely crossed my mind before but I don’t think I fully realized it until reading it; you are going to be remembered not by what you do for yourself, but what you do for others. For some reason I’ve always thought that my legacy wouldn’t come until after graduation, until I’m older and have my career in place. But while reading, I started to think: my legacy can start now. Why wait to start making a difference, why not focus on that now? Each day I can be remembered by one or more people by doing such miniscule kind things. A friendly hello or even holding the door for a stranger will give someone a great impression and positive way to remember me. Not only this, but I want to be a leader and help leave my organization better than it was when I entered. From the reading, I’ve realized there are many small ways I can go about this, and to be a leader doesn’t always mean holding the highest position, it means teaching and helping others.

Only 50 some pages into this book and I already feel as if it’s helped expand my knowledge on leadership. I’m excited to read onward and for the rest of the glad experience as well! I can already tell these next 8 weeks are going to make me not only a better leader, but a better person in general.

Quoting Leadership and Legacy

This is my first ever blog. So I decided to read and highlight, then take the quotes that triggered that “double take, and you realize that you’ve just heard something extremely profound and a whole new world is about to unfold” when I read them and comment.

“but when you look up the word passion in any dictionary that includes origins you’ll see that it comes from the Latin word for suffering. Passion is suffering!”

All I could think about when I read this line was just how true and on point these authors were. Suffering and sacrifice, two words I have read numerous time in this book, and two words I have lived since joining a Greek organization. And the first thing that comes to mind each time is sleep. And how much I’m missing. Last semester with chartering, I lost sleep for emergency leadership team meetings trying to pull everything together for our deadlines. I lost sleep for sisters who decided at 1 am they desperately needed to plan out their lives and needed my opinion. And I think so far, sleep has been my biggest sacrifice.

“Knowing they have made a difference in others’ lives is what motivates their own, giving leaders the strength to endure the hardships, struggles, and inevitable sacrifices required to achieve great things.”

And this is where I accept I have lost sleep. Reading this all I could think about was chartering. The entire time I was looking around at everyone’s faces. It was such a high and an accomplishment. It was worth it!

“It inspires us daily to discover new experiences that will enable others to grow and develop”

Growing and change! They are so important. Without them there is no progress! How boring! I think if I had to take one thing out of this chapter, “the best way to learn is to teach”, I would take the importance of finding new ways to teach. I intend to do this too! It’s a reason why I am so excited to go to NGLA and find new exciting things to bring back. I’m already brainstorming.

“What stories will others tell about me in the future” What will others learn from those stories”

I want them to laugh when they hear stories about me and know that I am fun. But I really want them to understand my dedication. I think that if there is one thing about me that benefits my leadership team it how hard I am trying to give back and contribute. With ideas and events like planning our first ball, which is so exciting but so nerve wracking because it’s the first. That is such a big responsibility. I know it will be fantastic. I hope to make it easier for the next girls though and that’s all about planning, documenting, and transitions which is another rant for another quote J

Three things to take out of part one!

ü Leadership is about sacrifice.

ü Conscious and Unconscious decisions both have a legacy.

ü Leading through teaching is one of the best ways to create positive progress J

So excited to keep reading !!

A Leader's Legacy: Part One Significance

“Are you on this planet to do something, or are you here just for something to do?” This is the first sentence of the first chapter of this section of A Leader’s Legacy. This question resonated most with me.

I have never considered myself a leader and have never held any leadership position in any organization until now. I have now realized that I want more from life and that I am here to do something. As Vice President of Operations, I am a vital part of my organization. I never considered what type of legacy I would leave until reading this book. It is a rather important subject to think about it.

In the first chapter, sacrifice and suffering is talked about. I realize that being a leader requires a bit of sacrifice and I have always found it to be something I was willing to do and here I am giving up my free time to learn how to be a better leader which is probably the best thing to be doing seeing as I have no real experience. I am not the only one making sacrifices and I realize that and I see all the others in my organization giving up their time to make our group the best it can be. I have the utmost appreciation for everyone.

The second chapter discusses how the best leaders are teachers. For a while now I have been tutoring many of my sisters in my areas of strength. I think that the fact that I seem to be a good teacher, gave them the confidence to elect me into a position that I had no real experience in. Without the amount of support they give me, I wouldn’t be here today.

This book has given me a lot to think about. What am I doing here? What will I do next? Are people going to appreciate me? Will I leave the best legacy I can?