On-site coordinator: leadershape 2012 (round two)
Photo Reflection: hot moments of the week
reflection
It has been extremely difficult for me to come to terms with the idea that LeaderShape is done for me. This was my final round as a University of Cincinnati On-Site for the LeaderShape Institute, and I couldn't be more proud, astonished, and at a loss for words than in this moment.
One of the biggest challenges in my life has always been explaining to others what LeaderShape has meant to me, why I continue to go back, and why I push others to go and give it their all. This is a program that can literally turn your life around, give you the skill sets that you need to become a pioneer, and send you on your way feeling prepared to take on the world. You create immeasurable bonds with the people you meet whether you're a participant meeting your "family cluster" for the first time, a cluster facilitator meeting honors students and staff, a lead facilitator learning about a new campus, city and it's students, or an on-site, who brings all of these roles together. I've met so many wonderful, courageous, inspiring people over the past three years through this experience. It has been a blessing to say the least.
As an on-site coordinator, you are literally the person responsible for keeping the flow of the program. Without your work, the videos wouldn't run, the power points wouldn't be ready to go, the participants wouldn't have snacks, the leads wouldn't have a ride in from the airport- the list goes on and on. But it's a job that someone has to do. And now that it's over, it's a job I'd give anything to have the opportunity to go back to.
UC has a very unique system for selecting their On-Sites. Obviously, you have to have gone through the Institute, but we select based on a two year rotation. Last year, Cody Clark, was the "veteran" on-site, and I was his side-kick. He taught me the ropes and the behind the scenes, while I took it all in. This year, it was my turn to train Nate Boedenschatz. He'll be taking over for next year, and training someone new just as the rest of us before him have. This aspect of the role was a learning experience. Cody, and older friend of mine, has always been more experienced on campus and in Honors than myself. I had no problem listening to his instructions and following through. We made a good team, but I often let him walk over me, and did a little more than my share of the work. Nate, on the other hand, was in a position where he needed me in order to learn the ropes. After my prior experience, I decided that I'd give Nate what I wasn't given: help. Although I'm younger than Nate, he made it easy to guide him through this process. By day 2, he was on the same page as me, and balanced the work load. One year, I was forced to figure the process out on my own, the second, I was doing everything in my power to give my trainee the advice and insights that he would need to make it through the week with me. It was a very different experience working with these two guys. Although they're in many of the same organizations, including College and Fraternity, they were on opposite ends of the spectrum when it came to working with me. I can't say that it was a curveball, but it's definitely been fun looking at how I changed my leadership and followership strategies between the two for the same institute.
Another aspect of this position that helped me to grow, was watching from an outside view as participants grew. Last year, I took a front row seat in the process. I was helping participants change their visions; I was asking a million questions and giving them true issues to think about. This year, I waited until their visions were written out and hanging on the walls. I wrote notes for the visions that I thought could use a push, and I left my email address for vision makers who had created something that I could truly help them with once the Institute ended. With this change, I was able to give a lot more attention to those that I could relate to and give anonymous messages to those who needed a little more to get on the right track. In the end, I gave out better feedback with more relatable and excitable information. I think the lesson that this taught me, is not to feel like I have to give everyone something, but what I do give, it should be worth giving. This all comes backs to quality instead of quantity, a serious discussion I have with myself all the time. If you give thought to the things you can do best, it will create something amazing instead of something half done.
One of the biggest challenges in my life has always been explaining to others what LeaderShape has meant to me, why I continue to go back, and why I push others to go and give it their all. This is a program that can literally turn your life around, give you the skill sets that you need to become a pioneer, and send you on your way feeling prepared to take on the world. You create immeasurable bonds with the people you meet whether you're a participant meeting your "family cluster" for the first time, a cluster facilitator meeting honors students and staff, a lead facilitator learning about a new campus, city and it's students, or an on-site, who brings all of these roles together. I've met so many wonderful, courageous, inspiring people over the past three years through this experience. It has been a blessing to say the least.
As an on-site coordinator, you are literally the person responsible for keeping the flow of the program. Without your work, the videos wouldn't run, the power points wouldn't be ready to go, the participants wouldn't have snacks, the leads wouldn't have a ride in from the airport- the list goes on and on. But it's a job that someone has to do. And now that it's over, it's a job I'd give anything to have the opportunity to go back to.
UC has a very unique system for selecting their On-Sites. Obviously, you have to have gone through the Institute, but we select based on a two year rotation. Last year, Cody Clark, was the "veteran" on-site, and I was his side-kick. He taught me the ropes and the behind the scenes, while I took it all in. This year, it was my turn to train Nate Boedenschatz. He'll be taking over for next year, and training someone new just as the rest of us before him have. This aspect of the role was a learning experience. Cody, and older friend of mine, has always been more experienced on campus and in Honors than myself. I had no problem listening to his instructions and following through. We made a good team, but I often let him walk over me, and did a little more than my share of the work. Nate, on the other hand, was in a position where he needed me in order to learn the ropes. After my prior experience, I decided that I'd give Nate what I wasn't given: help. Although I'm younger than Nate, he made it easy to guide him through this process. By day 2, he was on the same page as me, and balanced the work load. One year, I was forced to figure the process out on my own, the second, I was doing everything in my power to give my trainee the advice and insights that he would need to make it through the week with me. It was a very different experience working with these two guys. Although they're in many of the same organizations, including College and Fraternity, they were on opposite ends of the spectrum when it came to working with me. I can't say that it was a curveball, but it's definitely been fun looking at how I changed my leadership and followership strategies between the two for the same institute.
Another aspect of this position that helped me to grow, was watching from an outside view as participants grew. Last year, I took a front row seat in the process. I was helping participants change their visions; I was asking a million questions and giving them true issues to think about. This year, I waited until their visions were written out and hanging on the walls. I wrote notes for the visions that I thought could use a push, and I left my email address for vision makers who had created something that I could truly help them with once the Institute ended. With this change, I was able to give a lot more attention to those that I could relate to and give anonymous messages to those who needed a little more to get on the right track. In the end, I gave out better feedback with more relatable and excitable information. I think the lesson that this taught me, is not to feel like I have to give everyone something, but what I do give, it should be worth giving. This all comes backs to quality instead of quantity, a serious discussion I have with myself all the time. If you give thought to the things you can do best, it will create something amazing instead of something half done.