Program Background
The purpose of Leaders for Life (LFL) is to engage with and develop the leadership abilities of emerging, diverse underclassman leaders at the University of Michigan. Specifically, the program seeks to foster the next generation of leadership at Michigan by connecting a group of 100 exceptional sophomore and junior leaders to one another and to accomplished members of the University community.
The program was initiated in 2009 with the express purpose of bringing relevant leadership insights, tools and techniques for student leaders. The format features seasoned leaders to share their experiences and advice on specific topics other student leaders valued, based on research. Past speakers include University President Mark S. Schlissel, former football Coach Lloyd Carr, Athletic Director David Brandon (2010 - 2014), Regent Denise Ilitch and many others.
Original Concept: Initially, the approach was created on a very simple premise — asking proven Michigan leaders from a variety of fields — one question:
Knowing what you know now, what advice would you give student leaders?
The results were thoughtful, sometimes counterintuitive, and often very insightful. They encouraged rich discussions and plenty of food for thought. The advice covered a wide range of situations and organizations, and sometimes opinions seemed in conflict.
LFL participants in roundtable breakouts after a speaker session
Student testimonials from the LFL program (1:27)
Research Background
The Leaders for Life team sought an even more exhaustive path — quantitative research. With the help and guidance of a former Partner with McKinsey & Co, in collaboration partnership with Student Life, ‘Effective Leadership’ was deeply researched by studying fellow U of M student leaders and recent graduates.
In 2012, over 1,200 student leaders, from a representative cross section of student organizations, took part in an in-depth survey. The study was considered a landmark achievement as nothing had been done on that scale nationally. The results were published in 2014 (and available here [link]). Then in 2016, a second survey was conducted among 8,000 recent UM graduates to determine if what makes an effective student leader is relevant once someone graduated. The results mirrored the original study!
The Drivers
Based on empirically studying U of M students (2012) and alumni (2016), the leadership research is quite clear on what really matters, as demonstrated to the right through pathway modeling.
Empathy is the first and foundational component to understanding what makes an organization effective in delivering its mission. An equally strong counterpart is consensus building, based on the correlation data. These both converge with strong problem solving. For student organizations, empathy typically starts one-to-one or in a smaller group setting. Empathy requires listening, reflecting and acknowledging. Also important is to be able to feel or experience another’s situation, context and/or philosophy. Another important aspect is be non-judgmental.
○. Sava Farah (restauranteur) speaks about empathy as foundational her company’s ethos (0:58)
○ Sava Farah speaks about creating space for empathetic environments (0:55)
Building Consensus is a critical element of aligning an organization. Establishing trust is an important outcome. To achieve trust, individuals need an environment where all can clearly express their opinions and rationale. Differences must be recognized and respected. Ideally common ground should the goal. Conflict resolution may be required, including how to manage difficult people. Getting alignment and collaboration are important so you can achieve outcomes even if all are not in full agreement.
○ Cheri Schoenfish (Microsoft, HR Directer) speaks about inclusion in organizational culture (1:00)
○ Cheri Schoenfish speaks about reducing stress in cases of dissent (2:40)
○ Cheri Schoenfish’s full talk on organizational culture (21:00)
○ 10 tenets of inclusive behavior as shared by Cheri Schoenfish (PDF)
Problem Solving is the most important component in understanding what makes an organization effective in delivering its mission. The foundational elements of Empathy and Building Consensus are highly correlated and are precursors, based on the data. Problem-solving’s critical qualities include understanding the complexities of the problem before drawing conclusions and implications; creating and experimenting with new concepts and ideas; and providing relevant feedback and making real-time refinements. These elements are highly associated with effective leaders.
○. Robby Hogle (finance guru) addresses the topic of problem definition (0:50)
Research Findings
What is “effective leadership” for student leaders? How is it defined? What are the characteristics? What really matters?
The original intent was to empirically understand “effective leadership” and the basis to deliver significant, positive, and sustaining impact regardless of the student organization. This exploration was guided by a desire to define and advance the “what counts” factors within student leadership and organization success, building Michigan’s knowledge base to validate what really makes a difference in developing effective leaders. Insights should not only improve interactions with student leaders, but also lay the groundwork for cultivating a lifetime of leadership.
The survey findings clearly define a leadership model for understanding an effective leader, and interpreting both what and how really makes a difference. Advancing this is truly a relevant topic: 1 in 5 UM students originally surveyed defined their leadership role as their most important experience on campus. The three primary drivers and their supporting characteristics:
Key Driver: Empathy
Expressing
•. Must be a safe environment for all to speak freely and candidly
• All must share their thoughts and perspectives
Listening
• Be open minded, not judgmental, to various viewpoints
•. Carefully differentiate between the facts and conclusions versus opinions & speculation
Reflecting
•. Try to discern the what and why of each voice
•. Seek commonalities and differences across the themes, possible connections
Acknowledging
•. Be grateful and respectful of the divergent views
•. Play back the key points resonating to you and why
Key Driver: Building Consensus
Gain full engagement
•. Ensure all voices and points of view are shared
•. Respect differences and address misunderstanding and misinformation
Frame possible options
•. Refine problem, narrow to solve part of the problem
•. Explore creative or alternative solutions/outcomes
Collectively pursue an outcome
•. Find common ground, even if all are not in full agreement
•. Bring resolution to openly expressed differences
Bring alignment with other initiatives
•. Communicate priorities and direction
•. Continue to motivate, showing common benefits
Key Driver: Problem Solving
Problem Definition
• Define the variables though facts, analysis and insights
•. Assess the complexities of a situation before drawing conclusions
Creative Solutions
•. Experiment with new concepts and ideas
•. Visualize or describe desired outcomes
Buy-in
•. Manage dissenting opinions and difficult people
•. Get others to work on outcomes even if they did not agree to the decision
Ownership & Accountability
•. Hold others accountable for assigned responsibility
•. Instill a sense of ownership of outcomes
Leadership Topics of Interest - Speaker Highlights
The importance of leadership development: Matthew VanBesien, President of the University Musical Society | (0:54)
Empathy in the workplace: Sava Farah (Sava's restaurant & SavCo Hospitality) | (0:43)
The process of creative problem solving: Aaron Dworkin (School of Music, Theatre & Dance; Sphinx Organization) | (0:44)
Personal values as related to values as related to organizational leadership: Abdul El-Sayed (2018 MI gubernatorial candidate) | (0:30)
Methodology and redefining problem solving: Lynette Clemetson (Director of Wallace House at U-M) | (3:01)
Passion and purpose in leadership: Greg Harden (University of Michigan Athletic Department) | (1:11)
Personal Mission: An Approach from Jeff Domagala
Key Questions
What are the things that matter to you, that you daydream about, get energy from, wish you had more time for?
If you had no limits — money, family obligations, work — what would you spend the rest of your life working toward?
What has your life uniquely prepared you to do? What does your life until now tell you about the direction you’re heading?
What is a purpose you’d be excited to commit to that extends across all parts of your life?
What would you be proud to display on your tombstone?
Jeff Domagala (Sanger Leadership Center at Michigan Ross) speaks about defining one’s purpose | (0:31)
Jeff Domagala (Sanger Leadership Center at Michigan Ross) speaks about leading from within | (1:02)