Last week, I had the opportunity to facilitate Leading Cornell for the second time — a program in which 23 of Cornell University’s high-potential leaders come together from across the university to discuss and develop new strategies for leadership. While the departments ranged from the library system, to the budget office, to athletics, to computer science, to facilities and more, we found common ground in facing similar uncertainties and obstacles in embracing and implementing change. For three days, we broke down the abstract notion of leadership into pragmatic micro-skills, focusing on the skills of anticipation, mobilization, and leading and managing teams.

Read the full article by Nancy Doolittle here, in the Cornell Chronicle.

photo credit: Lindsay France/University Photography