{"id":35324,"date":"2024-01-25T22:48:30","date_gmt":"2024-01-26T06:48:30","guid":{"rendered":"https:\/\/blogs.georgefox.edu\/dlgp\/?p=35324"},"modified":"2024-01-28T19:21:55","modified_gmt":"2024-01-29T03:21:55","slug":"leadership-in-times-of-change-insights-from-annabel-beerel-and-joseph-michelli","status":"publish","type":"post","link":"https:\/\/blogs.georgefox.edu\/dlgp\/leadership-in-times-of-change-insights-from-annabel-beerel-and-joseph-michelli\/","title":{"rendered":"Leadership in Times of Change: Insights from Annabel Beerel and Joseph Michelli"},"content":{"rendered":"

For a while, I hosted a podcast which featured several interviews with people from all walks of life. Some authors, others business leaders, nonprofit executives and more. One of my favourites was author, Joseph Michelli[1]. He had written a book, The Starbucks Experience<\/em>, that really changed the way I looked at customer service and fuelled pieces of my masters thesis. I reached out to him on X (n\u00e9e Twitter) to invite him on and he agreed. While reading Annabel Beerel’s, Rethinking Leadership<\/em>[2], it made me think of my interview with Michelli and I thought I would weave the two into one post here. The two of them offer a compelling picture of what contemporary leadership looks like.<\/p>\n

The Call for Kindness in Leadership<\/strong><\/p>\n

Our discussion in the podcast emphasized the pivotal role of kindness in leadership, a theme that resonates deeply with Beerel’s leadership philosophy. In a world often characterized by cutthroat competition and a relentless drive for results, Beerel’s work urges us to consider the transformative power of kindness. This isn’t about softening the edges of leadership but about integrating empathy[3] and understanding into our leadership style. Kindness in leadership redefines success, shifting the focus from mere outcomes to the wellbeing and growth of the team. It’s a leadership that sees beyond the immediate tasks and connects with the people behind the work.<\/p>\n

Embracing Vulnerability and Authenticity<\/strong><\/p>\n

One of the striking aspects of our conversation with Michelli was the discussion around vulnerability[4] and authenticity in leadership. This aligns seamlessly with Beerel’s critique of traditional leadership models. In a rapidly changing and uncertain world, leaders who show their vulnerabilities create spaces where honesty and openness thrive. Authenticity isn’t just about being true to oneself; it’s about being real with others, acknowledging imperfections, and leading with integrity. Beerel’s work underlines this aspect, advocating for leaders to embrace their humanity and connect with their teams on a more personal level.<\/p>\n

The Human Connection in Leadership<\/strong><\/p>\n

A significant takeaway from the podcast was the importance of human connection in leadership. Beerel\u2019s book echoes this sentiment, highlighting the need for leaders to understand and relate to their teams beyond professional capacities. It’s about recognizing that each team member brings a unique set of skills, experiences, and perspectives to the table. Leaders who foster these connections[5] not only build stronger teams but also create a culture where individuals feel valued and understood. This approach, as discussed in the podcast, is about moving beyond transactional leadership to transformative leadership.<\/p>\n

Leadership in Times of Crisis<\/strong><\/p>\n

Another theme that emerged from our discussion, and is central to Beerel’s work, is leadership in times of crisis[6]. The recent global challenges have underscored the need for leaders who can navigate through uncertainty with composure and clarity. Beerel\u2019s insights suggest that such times call for leaders who are not only decisive but also compassionate and empathetic. It’s about leading with a balance of head and heart, making tough decisions while being mindful of their impact on people.<\/p>\n

Adaptive and Mindful Leadership<\/strong><\/p>\n

In our conversation with Michelli, the concept of adaptive leadership was prominent, resonating with Beerel’s emphasis on the need for leaders to be flexible and responsive to change. Beerel argues for a leadership style that is not rigid but evolves with the changing dynamics[7] of the environment. Similarly, Michelli highlighted the importance of being customer-centric and responsive to their needs, a principle that can be extended to team management and organizational leadership.<\/p>\n

Transformational Leadership and Its Impact<\/strong><\/p>\n

Transformational leadership, a concept explored in Beerel\u2019s book, aligns with the themes discussed in the podcast. This leadership style is about inspiring and motivating teams to achieve more than they thought possible. It involves setting a vision, encouraging innovation, and fostering a sense of shared purpose. Michelli’s insights on customer service excellence exemplify this approach, where leaders not only guide but also inspire and empower their teams.<\/p>\n

Ethical Leadership for Sustainable Success<\/strong><\/p>\n

Ethical considerations in leadership, a critical aspect of Beerel’s work, also found echoes in our podcast discussion. In today’s complex business environment, leaders are increasingly held accountable for their actions and decisions. Ethical leadership is about making choices that are not only profitable but also responsible and just. It\u2019s about building trust and credibility, not just with the team but also with customers and stakeholders.<\/p>\n

[1] https:\/\/leadingwithnice.com\/transformational-leadership-with-joseph-michelli\/<\/p>\n

[2] Beerel, Annabel. Rethinking Leadership: A Critique of Contemporary Theories<\/em>. Routledge, Taylor & Francis Group, 2021<\/p>\n

[3] page 31<\/p>\n

[4] page 119<\/p>\n

[5] page 67<\/p>\n

[6] page 83<\/p>\n

[7] page 88<\/p>\n","protected":false},"excerpt":{"rendered":"

For a while, I hosted a podcast which featured several interviews with people from all walks of life. Some authors, others business leaders, nonprofit executives and more. One of my favourites was author, Joseph Michelli[1]. He had written a book, The Starbucks Experience, that really changed the way I looked at customer service and fuelled […]<\/p>\n","protected":false},"author":175,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[2310],"tags":[2816,2977],"class_list":["post-35324","post","type-post","status-publish","format-standard","hentry","category-doctor-of-leadership-3","tag-ai-dlgp02","tag-beerel","cohort-dlgp02"],"acf":[],"_links":{"self":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/35324","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/users\/175"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/comments?post=35324"}],"version-history":[{"count":1,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/35324\/revisions"}],"predecessor-version":[{"id":35325,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/35324\/revisions\/35325"}],"wp:attachment":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/media?parent=35324"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/categories?post=35324"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/tags?post=35324"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}