“Taking inspiration from the region”

The Leader’s Compass…...

All of us who aspire to leadership are on “The Leader’s Journey.” For many of us, it is a traditional journey of growing in our occupations and rising to leadership positions in our communi-ties which are valuable for ourselves and the organizations we serve.

But for me, leadership is more than even these worthy goals. It’s about building a legacy for future generations. Of course, that’s simple to say though as Bill George in his best seller “True North” provides some hints. The author refers to “True North” as an internal compass that guides us successfully through life. He states, “It represents who you are as a human being at your deepest levels.” He continues: “Just as compass points toward a magnetic pole, your True North pulls you toward the purpose of your leadership.” He describes this as authentic leadership.

Fair enough. But I want to take it a step further. I believe a leader can be a translator of his or her deeply held ideas that pull people together toward a greater vision. This leader may or may not actu-ally “lead” in the sense of a President or Chairman of the Board. But the power of his or her idea is such that people listen and act. Simply, what if each of us came up with an idea that could change the region for the better or challenge the status quo, and indeed, reach out to future generations?

It begins by asking this question: Is it possible by some creative actions that we do today as regional leaders, that we can influence actions in

future generations. Why not? Clearly, this is already happening. Our community founda-tions allow us to invest in projects that benefit future generations. Our regional organizations build for the future. But maybe there’s something more that individual leaders can do, or at least think about which speaks to our own DNA.

And here’s where I think it starts. It starts with a simple view of looking around North-west Indiana, and taking inspiration from this amazing place. As I told a leadership class recently, I took inspiration when I saw steel being made for the first time in a basic oxygen furnace. I took inspiration the first time I saw hundreds of sand hill cranes nesting at Jasper Pulaski Preserve on their annual migration. And I take inspiration every time I walk among the rows of hundreds of walnut trees growing at our family farm outside of Valparaiso, and how a mere sapling planted nearly 40 years

ago can become a “giant of the forest.”

Why is this important? When I think of what drives me to reach higher, work smarter, and come up with innovative ideas, it springs

from a deeply held affection for this place that I find both inspir-

ing and challenging.

Simply put, taking inspiration from the region just may be my own “True

North.” It defines who I am and makes me a more accountable leader.

John Davies Assistant Director for Gerald I. Lamkin Innovation & Entrepreneurship Center & Managing Director, The Society of Innova-tors of Northwest Indiana, Ivy Tech Commu-nity College Northwest. He serves on LNI’s Board of Directors.

an ePublication of Leadership Northwest Indiana

Recently I graduated from Leadership North-west Indiana (LNI 30), and so the topic of leader-ship has been on my mind. The LNI experience was incredible, as it opened my eyes to my com-munity, helped me build great relationships, and challenged my paradigms in many ways. Some-thing that struck me throughout this journey is the number of folks from past and current LNI classes who suggested they did not view them-selves as leaders. I can relate as I’ve thought similarly about my-self. So I decided to ask Google this question, “Are leaders born or made?” After reading through several articles, I came to this conclu-sion: Leaders are not born or made, leaders just are! Here’s what I mean. Whether we recognize it or not, all of us are in a position of leadership. We don’t need power or prestige to be a leader. We already are leaders. We lead in our homes, companies and associations by way of example (even if we are not in a position of oversight). As citizens of Northwest Indiana, we also model leadership through the way we love our neighbors, and through our engagement in and care for our communities. So how do we im-prove? All of us can become better leaders by recogniz-

ing and applying three important lessons: Leaders Value Relationships Over the Bottom Line

Leaders recognize that quality relationships are one of the most important assets in life. Relationships are built on trust, and trust is formed with time and consistency.

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Too often, relationships are destroyed by those who view the “bottom line” as ultimate. Don’t get me wrong, the bottom line is important. But it isn’t ultimate.

Leaders Value Others More Than themselves

A great definition I heard of love came from Pas-

tor Steve DeWitt, Bethel Church, “self-giving for

the good and joy of another”. Leader’s sacrifice

their needs for the good and joy of others.

This is a hard lesson to learn, let alone master; yet I believe this is what separates good leaders from great ones.

Leaders Value Long-Term Solutions Above Quick Fixes

Since leaders are required to provide prompt solutions and swift action, it can be tempting to offer quick fixes to problems. Unfortunately, the quick fix isn’t always the best solution for the long term. The best leaders are able to act quickly with the long-term view in mind. Whether it’s the long-term wellbeing of our communities, our fami-lies, or our companies; we need to recognize that change rarely happens overnight, and we must be patient in our waiting for the lasting benefits.

I fail more often than I succeed at applying these lessons in my own life, but I want to learn how to become a better leader. I’m thankful to those who are modeling these qualities in our community! Let’s join together to help each other improve as leaders.

Jason Topp (LNI30) owns a financial advisory practice in Merrillville, and is

the Co-editor of Salt & Light: A Guide to Loving Northwest Indiana .

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In my role as a member of the not-for-profit community I have the great fortune of visiting a number of agencies in the region who do great works, many of them on a shoestring budget. These organizations are in need of funds and more volunteers. I encourage all of us to seek the opportunity to become engaged in our community and at the same time practice our leadership skills.

If you want to really work on your leadership skills volunteer to coach a group of third grad-ers, or direct a play for middle school children, or gain a seat on a committee of a board. This is truly a win–win scenario. The not-for-profit gains a valuable asset in you. Remember, not-for-profits are always seeking the opportunity to create an environment whereby they gain time, talent and treasure from their constituen-cies whenever possible.

At the same time you are practicing critical leadership skills that are amazingly transfer-rable into your professional endeavors. When you are coaching a team, directing a play, or sitting on a committee or board you will be asked to bring your leadership sports bag with you.

Trust me you will need all of these tools if you take on those third graders and tee ball!!!

We have all heard of the old adage, practice makes perfect, well I don’t believe in that adage myself. What I do believe is that practice allows us to continually examine what it is we need to work on to become better, more proficient, more skilled, but not to become perfect. We must seek opportunities to test ourselves, to build new tools for our workbox. As Epictetus, the ancient Greek stoic reminds us, “self mas-tery is based upon self honesty”. If we want to be leaders in NWI we need to practice, and trust me there are plenty of places to work on your skills as a leader. Seek those opportunities to create the win-win. Your skills are needed in the community and remember Epictetus, as you are working on building your skills. Are you being honest with yourself in your pursuit of master-ing being a leader?

A vision that you can articulate to the group and prioritized goals that will allow you to achieve the vision.

A timeline within which you will hit key benchmarks.

A budget that reflects all of the resources needed to be successful.

A daily set of initiatives that are quickly re-viewable that are clearly articulated by you and understood by your team.

A team review, insuring that you are placing people in the right place, building upon their strengths, being fair and just in your apprais-als and compliments, working on adjust-ments and training for improvements.

A rounding out the cycle of leadership is analysis and adjustment of the plan.

You can't let praise or criticism get to

you. It's a weakness to get caught up

in either one.

-John Wooden

Setting a goal is not the main thing. It

is deciding how you will go about

achieving it.

-Tom Landry

Sports Bag Contents Coaching your team...

Harry Vande Velde (LNI30) – is the CEO and

President of the Legacy Foundation, Merrill-

ville and is a Board Member of LNI. Harry

brings 25 years of experience in non-profit

leadership to the table, as an executive, con-

sultant, teacher and coach.

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Here’s the thing, NWI, you’re cool and you don’t even know it. There, I said it. Now, act casual and walk slowly away from this feature as soon as you’ve finished reading. The differentiating point between Chicago-land and “NW Ind-landia” USA has little to do with the state line that divides us. Sand dunes, casinos and blue-collars aside, our two regions share commonality in many ways. But, with one distinct difference – Chicago is the cool place to be? While Chicago receives accolades in the New York Times and has many a parody themed after it, NWI sits in the shadows. It’s as if we trot after our step sister city, aching to belong to what it is. Sometimes being in the crowd isn’t all it’s cracked up to be. So listen up, NWI lead-ers, let’s stop tagging after our step sibling and start paying attention to our own “cool.” NWI may have more space between the houses than our neighbors to the west, but we have a deep commitment to our varied commu-nities. That commitment comes in the form of prioritizing what matters like protecting our en-vironment, supporting responsible growth and being for higher education. I’m excited about Crown Point’s new library. And, should we even call it a library? I think not. Crown Point is rede-fining

Please don’t tell... NWI offers an art scene that encapsulates grow-ing ideas for art walks, more small theaters, open poetry mics and live storytelling events. The downtown opportunities are buzzing with more restaurants coming. Neighboring boroughs like Lowell are fermenting new ideas for gatherings. No review of how cool NWI is could omit our abundance of parks, trails, lakes and rivers, all within minutes of any community. From paved paths to untouched preserves, our communities are a call to the wild. At its core, what sets our NWI apart is our com-munities. I’ve enjoyed my visits back to NWI and hearing the stories that make us what we are. The experience of witnessing the dedication of our volunteer efforts to organize festivals and events, and supporting the culture of NWI leaves me forever changed. I can encourage you without hesitation to find a leadership opportunity and help it grow. Speak out, tell the story…..don’t keep the secret!

Lisa Ashby Schmidt (LNI20) is the

Strategic Director for Marketing

Matters, Inc. and advisor for

economic development projects

with Washington State Ports.

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Leadership Northwest Indiana

"The significant problems we face cannot be solved at the same level of thinking we had when

we created them." Einstein

"If you put fences around people, you get sheep." William McKnight, Former 3M CEO

"Do not wait for leaders; do it alone, person to person. Be faithful in small things because it is in

them that your strength lies." Mother Teresa

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After reading Leadership

Northwest Indiana’s first Quarterly publication, known as “Follow the Leaders”, which focuses on thoughts and reflections from leaders on Northwest Indiana, I was reminded of Mark Sanborn’s book, “You Don’t Need A Title To Be A Leader”.

The dictionary defines a leader as someone who will show the way by guiding, directing, persuading, and preceding. The shelves of bookstore and libraries are filled with books about leadership and leaders. Sanborn’s book reminds us all that you need not have a title; that is you need not be a “somebody” to be a leader. Leadership is about taking a positive difference, and anyone, anywhere can make a positive difference.

Sanborn writes “Our actions and behaviors matter more than we realize.” He writes on how everything we do, and don’t do, is significant. “What we choose to do can improve, even if only in some small way, the quality of another person’s day or life.” He goes on to say “When you make the world better for others, you make the world better for yourself.”

I highly recommend this small, 102 page work. It captures basic ideas and gives helpful capsulated ex-amples of leadership at work. In his book, Sanborn writes the six principles of leadership to be:

An important point made in the book is that lead-ership is never truly mastered is an ongoing work in progress, that leadership is ever evolving. We can all

We can all do better, and we can all do more. It is as simple as making a decision; are we going to wake up an extra hour early or are we going to go to bed one hour later. It’s amazing what we can accomplish in one hour.

On that, Sanborn quotes U.S. Marine Corps General Peter Pace, stating, “One thing the Ma-rine Corp teaches is that it’s better to be doing something than doing nothing. If you stay where you are, you are in the position your en-emy wants you to be. If you start doing some-thing, you are changing the rules of the game.”

Our Region can boast of harmonious diversity and strong laborious work ethic set in our past by our parents and grandparents. We must rec-ognize our enemies as selfishness and compla-cency. We must all lead as soldiers of good and continue to do something. All in the interest of North-west Indiana, our region, and all of its citi-zens, our neighbors.

To quote Mark Sanborn;

“…leadership isn’t a mysterious art practiced by only a select few. It is the daily response by every man and woman who wishes to make a positive dif-ference in the world and make it a little bit better place as a result of their efforts. In my experience, the marks in life we leave, our legacies– are most often left not in stone and steel, in history and poli-tics, or poetry and literature, but in the lives of other people.”

The old maxim is true; “To those to whom much is given, much more is required.” North-west Indiana’s beauty is a gift to us all. From the lake shore to the steel mills and every ethnic smile in between. These are a few reasons why we must all feel accountable to lead and make a daily positive difference. In doing so, we can all know that- “Giving, whether at church, the of-fice or community is to the soul what good health is to the body.”

1. The Power of Self-Mastery 2. The Power of Focus 3. The Power with People 4. The Power with Persuasive

Communication 5. The Power of Execution 6. The Power of Giving

Lorenzo Arrendondo, Chairperson for the Judge Lorenzo Arrendondo Justice Center. For over three decades as the Lake County Circuit Court Judge he served the citizens of Indiana. He is the longest serving elected Latino State trial judge in the United States.

Leadership comes in many different forms. Often we think of leaders as individuals who are “in charge” and lead the group, organiza-tion or team. Typically we look for leadership in high places, lofty roles and in esteemed envi-ronments. Many think only true leaders have a vast amount of experience with age. True enough, one can find skilled, effective leader-ship in these places and scenarios, but to only look there while disregarding the dynamics of a person who does not “fit the bill,” yet shows the strength, foresight, wisdom and discern-ment leaders should have would be a mistake.

As corporate organizational charts go, one would be remiss in not looking at the lines that connect to the top for real leadership. It is not unusual to find leadership qualities in those that aide and assist the “leaders.” It is not a phenomenon to find tough decisions being made, sound advice and counsel being given, and directives going forth from these levels below.

Effective leaders are best served when they are supported by followers who are also strong leaders in their roles. Really good leaders know how to also follow. The best servant leaders come from those who have served.

As a leader “in charge,” unless you started at the top, and your position was handed to you without the proverbial dues being paid, it would serve you best to remember from whence you came. When leaders can reflect back on the ex-periences, the people and the projects that have contributed to their advancement, and use these reflections as guidance, they show a true leader-ship quality. This is not just about recognizing the contributions of your subordinates. It is a much greater philosophy a good leader should have, and that is to utilize the leaders in your group. Involve them in the brainstorming, the planning, the implementation, the recognition and the compensation. Call them out as leaders, and pro-pel them to positions and opportunities that they may aspire to reach…just like you.

Yes, leadership comes in many different forms, and it’s not always just coming from the one on top. You might find that even sometimes, the one “in charge” is not really the leader, but the real direction is instead coming from some-one further down the line.

“There go the people. I must follow them, for I am

their leader.” Alexandre Auguste Ledru-Rollin

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Phyllis Barlow (LNI30) – Office Coordinator for the Indiana University Northwest Office of Diversity Programming in Gary. As a

seasoned marketing professional with over 30 years of strategically creating solutions for clients in a wide variety of industries.

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If you think about it, crossroads are actually transitions. It’s the path on which we journey to go from one place to another. A crossroad on our path offers us an opportunity to choose. Shall I go this way, or that way? Granted it is much easier with a GPS system or a fingertip push on our cell phones. I have enjoyed my GPS when I’ve made a wrong turn or got off the path. A female voice that I call Betty, politely, without yelling, redi-rects me back to the correct path. However; choices are not as easy when it involves un-marked boundaries or finding oneself off the path of life or leadership. Those times become great opportunities for personal or organiza-tional transformation through choice, intention, and awareness. As I look into the rearview mirror of my life choices, I see where my many crossroads have brought me to this particular place and space. At the age of 16 I stated working in a retirement home so that I could pay my way to France as an exchange student. I then went to college for International Business and French while again studying in France for a year. Then three months to the day I returned from France, I married my college sweetheart. Through young married life’s challenges of finances, infertility, insecurities, and adoption I have learned how to move through some of life’s obstacles. After a decade of international business, marketing and production management another crossroad came for the Raidy family when I en-tered seminary on a part-time basis. That cross-road decision transformed me and my theologi-cal world-view of humanity. I have experienced humanity in many deep and profound ways as a Resident Chaplain in three major hospitals in Indianapolis and as a Lead Pastor for the past seven years. I am authentically more in line with self, others and the One who created me as a result of my crossroad journeys. It is out of the same sense of authenticity that my passions

Crossroads... exist to help individuals and corporations in their “crossroad times.” Crossroads happen to us publically and privately. As leaders we usually experience more crossroads than others and they are more public. Some are at the top of the mountain and others in a deep valley. How we choose to respond, rather than react to them is key. Others are watching how we traverse these crossroads and how we will maneuver and respond. I have found during my private valley times, my family was experiencing it with me. Though particularly during those valley experiences, others witness our distorted self, even when we do not realize. This distorted perception jeopardizes our image of “having it all together,” or does it? Being a Lead Pastor, I have learned the value of transparency during those valley or mountain-top times. I believe when we are more open and transparent, we can create a sense of connection and authenticity. However, it is risky to be vulnerable with others because our ego wants others to see us as strong, competent and effective. Our ego wants us to have a “GPS” ready at a moment’s notice, to correct any dysfunctions or abnormalities on our journey. You may be at a crossroad right now or in the coming weeks. How will you choose the direction? Will you want a perfectly laid out computerized plan already determined turn, by turn? Will you retreat inwardly not wanting oth-ers to truly experience your authentic self? Per-haps you might toss the GPS out the window, and go “off road.” In any case, why not take oth-ers on the ride with you. I’m sure you’ll learn something new about yourself and your travel companions.

Kevin Raidy Senior Associate with KPM Group and Communication Coordinator for LNI. He has been a travel companion for many as pastor, counselor and coach. His passion is to facilitate individual and organizational transfor-mation. He is writing two books on cultivating soulful relationships and self awareness.

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Toward A Regional Vision

When I arrived here in the late 80’s,

I found a fragmented set of inwardly focused small communities, a pessimistic view of the re-gion’s economy, and a continual complaining about the condition of our former glorious cit-ies. In other words, there was division, whining and gloom. My wife asked, “Why have you brought me here?” At that time I am not sure I had a better answer than “this place has no-where to go, but up”.

During the past twenty years, we have come a long way. We have witnessed political jurisdic-tions consolidating, law enforcement agencies working more closely together, deeper coopera-tion among our colleges and universities, the formation of regional organizations focused on economic development, transportation and the arts. We have a coastal plan for recovering por-tions of our lakefront, a regional council of gov-ernments, a consolidation of health care institu-tions, and so many more endeavors that seek to pull us together. I hear more leaders saying “we must work together for the good of all”. They understand that our lives cross cultural, geo-graphic, technologic and economic boundaries constantly.

What we are still missing is a clear, unified vision for this whole region. The simple ques-tion is: what do we want to be when we grow up? The 2040 Comprehensive Regional Plan is a major step toward defining that direction. There is strong speculation that the growing ini-tiative called “one region, one vision” and the Northwest Indiana Quality of Life Council may merge their efforts into one. Those two organi-zations, along with LNI, are providing a

In addition to serving as Executive Director for LNI, Keith is the President

of KPM Group, a project management and consulting practice and owns a

property management company. He serves on the Boards of the Quality of

Life Council, the Race Relations Council, and Regional Workforce.

forum for issue conversations and fertile ground for the planting of visionary seeds.

I do believe that the stars, moon and planets are lining up just right. We have the opportu-nity at this moment to outline our future. This is the right time and the right place. We, as lead-ers, must step into the light of this alignment and create a unified vision for what we will be-come in the years ahead. It is not a task as-signed only to established leaders. Rather, it is vital that our next generation leaders become meaningfully engaged. It is they who will pri-marily convert that vision into a reality.

I know it has been said many times: there are people who make things happen, those who watch what happens and others who ask “what happened?” You, as a leader, are one that makes things happen. Yet visionary implemen-tation is at a completely higher level of leader-ship. It takes an exceptional set of leadership muscles that some of us have not developed or ever used. It involves a higher level of risk, an extended reach and bold thinking. Great places did not become great because a group of people thought it was a good idea to try to make it bet-ter. It was because a group of leaders reached for the stars and were willing to back it with their time, talent and money.

Where is the leadership for in our region for thinking the incredible and doing the impossi-ble? Are you one? If so, what activities are you attached to that are building a unified vision for our region?

For a free copy of the 2040 Plan go to www.nirpc.org

Special thanks to our session and event sponsors for their continued support of

Leadership Northwest Indiana

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When it comes right down to it, leadership is all about change. Great leaders need to deal with all facets of change:

*Personal change—leaders need to adapt while keeping their values and “true north” *Create change—leaders need to “see around corners” and help make change happen. Be a catalyst for change, when appropriate *Manage change—Sometimes leaders need to accelerate change and sometimes slow it down. *Guide change—Be a facilitator to help steer change *Encourage others to change—Be a coach and/or counselor *Celebrate change---help others recognize and appreciate progress

All of these things are important skills of the 21st cen-tury leader and can be learned and practiced. To that end I offer the following Evaluation and Com-mitment Form to use after each “leadership experi-ence”. It is a very personal document to look deeply into yourself and measure the changes you

Self-Evaluation & Commitment Form Networking As a result of this experience, my net-working was improved by:

Information As a result of this experience, I learned the following new things:

Personal As a result of this experience, my personal attitudes shifted. Explain:

Feelings and emotions As a result of this session I experienced the following feelings and emotions:

Action and Commitment As a result of this experi-ence, what became apparent to you?

As a result, I will:

Change and Leadership

Jim Jessup (LNI22) Is an LNI Board Mem-ber and uses his giftedness with Leader-ship LaPorte County. He has been a trainer and facilitator for non-profit groups for over 20 years.

experience and the commitment you make to do something about the future. Leaders and facilitators can use it to encourage self-reflection and future action. My hope is that each of you will use it in a way you find appro-priate.

Whittaker & Company

Sincere Thank you to: Dean & Barbara White Family Foundation Inc and John W. Anderson Foundation

410 East Lincolnway Valparaiso, IN 46383

Leadership Northwest Indiana Executive Director: Keith Kirkpatrick keith@leadershipnwi.org Executive Assistant: Julie Brown julie@leadershipnwi.org Communication: Kevin Raidy kevin@leadershipnwi.org Bookkeeper: Joan Lindstrom joan@kpmgroup.biz

P: 219-531-0156 F: 219-464-3538

www.leadershipnwi.org

Northwest Indiana Chamber Executives