Tag: change

As we wrap up activities of the fall semester, we are continually reminded about the troubling events that took place in our community before the semester began. Again and again, we are reminded of the deep issues of race and inequality that continue to divide our community and communities around our nation.

I believe there is an important role for business leaders and our school to play in the economic revitalization and healing process of our communities. Over the last two months, I have been in discussions with our senior leadership team and leaders in the St. Louis business community to begin to define how Olin can contribute as we push forward.

Chronic disparities in access to education, healthcare, and business development won’t be solved by a single discourse, project, or activity. Leaders of our community need to develop a long-term strategy to share knowledge, create awareness, and identify opportunities that aim to address the inequities that exist in our society. Olin, like Washington University, is committed to being an active force for positive change.

Olin has an opportunity and a responsibility to lead. However, we also must be responsive to local needs and consider carefully what actions and projects will have sustainable and lasting impact. For that reason, we have been in serious discovery conversations with other important stakeholders here at Washington University and in the St. Louis business community. Together, we are working to identify specific projects that will harness our most important asset—the skills, energy, and passion of Olin’s students, faculty, and staff.

I look forward to engaging in discussions with the Olin community on these important issues in the new year. Our goal is to formulate a purposeful response to the needs of communities like Ferguson that can bring about lasting change for the good of all. It is a formidable challenge, but I feel confident that we, at Olin and Washington University, can use our skills and creativity to make a positive impact.

Best wishes for the holidays and a restful semester break.

Colonel John E. Angevine,U.S. Army retired, reflects on lessons from his experience with tribal leaders in Afghanistan and how it is informing his transition from military to civilian leadership through courses at Brookings Executive Education (BEE). BEE is based at the Brookings Institution in Washington, D.C. and managed by Olin Business School. Here are excerpts from Col. Angevine’s essay, “A Military Journey to Becoming a Civilian Leader: Chewing through the Cultural Barrier.”

In my first two months with Brookings Executive Education (BEE), I’ve been learning about the many challenges veterans in government face as they transition from military to civilian life. These conversations remind me of the cultural changes I observed in my last deployment to Afghanistan. There I had the opportunity to observe and work with several tribal clans. It was during these key leader engagements that I became acutely aware of the Afghan cultural diversity applied to thinking and problem solving. This diversity of thinking—exacerbated by the mountainous topography that imposes relative geographic isolation—showcased the clans’ different deliberate approaches to relationship building and adaptability in working with others. Their aim was to increase the likelihood of achieving common goals in an austere environment.

For example, in one village I observed its elders had expressed their gratitude to U.S. military forces for clearing their village of Taliban fighters by presenting a prized, young camel to our troops stationed at the nearby firebase. “Chewy the Camel” served as the village elders’ connection with the American forces, conveying their respect and acceptance of our presence. At first glance, this gift was a surprise. Even so, Chewy quickly proved an invaluable addition to the firebase security between the inner and outer perimeter walls since she was particularly territorial and disliked strangers, as well as a source of much needed entertainment during our down time by chewing on our boots—hence her name.

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“Why did I start ChangeCasting? Communications, to me, is really the Achilles’ heel of any organization. You look at whatever problem any organization has, it always somehow relates to effective communication  So I am looking at all ways to improve communications in my organization.”

-Rear Admiral Christopher J. Tomney, Assistant Commandant for Intelligence & Criminal Investigations, U.S. Coast Guard

ChangeCasting is a new approach for leaders to manage change within their organization whether private, public, or a nonprofit.  Web 2.0 technology provides the opportunity to not only lead change but accelerate it. This web-based video communications process can be a key way for building trust and creating understanding in your organization.  It is this trust and understanding that can help facilitate successful organizational change.

Rear Admiral Tomney recently addressed an audience of federal agencies employees attending Brookings Executive Education’s course Vision and Leading Change. He spoke of the achievements and challenges in using ChangeCasting as a Rear Admiral in the U.S. Coast Guard.

“If you don’t get your message out there, you are seceding ground.” Each week Rear Admiral Tomney sends a three minute video to the organization, approximately 1,600 people.  “Here’s a quick update of what is going on, what’s crossing my desk, what’s on my mind, who am I engaging with as the head of the enterprise?” He considers ChangeCasting to be a perpetual, ongoing, all hands on deck meeting between himself and his workforce.

Rear Admiral Tomney closes out each video with a question and an opportunity for anonymous feedback and response. The goal is to establish a virtual network and a two-way dialogue. He is always looking for ways to get new ideas and he wants to hear from the boots on the ground.

The responses to Rear Admiral Tomney’s use of ChangeCasting have been positive with staff stating they enjoy the weekly videos. Most of the comments come from the junior staff as this is a unique opportunity to connect with Rear Admiral Tomney. Everyone’s viewpoint is gathered and valued. ChangeCasting has proven to be an effective method of communication with all levels of Intelligence & Criminal Investigations, U.S. Coast Guard for Rear Admiral Tomney.

Rear Admiral Tomney completed a federal executive fellowship at the Brookings Institution and earned the Brookings Executive Education Certificate in Public Leadership

Learn more about ChangeCasting from Jackson Nickerson, Associate Dean and Director of the Brookings Executive Education.

Image: video screens by Steve Woolf, Flickr, Creative Commons